Led a $10M business-wide modernisation programme responsible for the successful delivery and integration of re-architected source code, secure and scalable (containerised) infrastructure, complete redesign of UI/UX tools and interfaces, migration of operational systems to a secure cloud infrastructure, and integration of a stand-alone content pipeline as a way of future-proofing systems.

Directed and oversaw the work of an integrated program team of 120 FTE and contract personnel, consisting of engineering, IT, security, project management and operations professionals who maintain all client-facing applications responsible to 500M+ in annual revenue.

Established a robust Programme Management Office complete with schedule, risk, and finance management functions and associated toolsets, and a separate continuous improvement initiative across the business.

Instituted key performance indicators and program analysis, routinely collaborated with internal and external stakeholders of all levels to ensure programme efficiency and effectiveness.

Established and directed FEMA’s Enterprise Data and Analytics Modernisation Initiative (EDAMI) – a $300M, multi-year, multi-program effort to modernise the data and analytics framework into a secure, reliable, standardised, and adaptable cloud infrastructure. Oversaw all program resources, including a 15-year budget, 20 vendors, and ~100 support contractors.

Identified interdependencies between complex systems across the agency to ensure product design implementation details and strategic engineering decisions were in line with strategic objectives; built and led an integrated team of 135 personnel, consisting of IT, security, acquisition, design, data scientists, engineering, and operations professionals responsible for agency systems, while simultaneously building and testing a new data and analytics infrastructure.  Received feedback from 360 performance reviews, demonstrating leadership of a motivated and dedicated workforce, despite high op-tempo.

Instituted a portfolio-wide compatibility structure for platform changes and instituted key quality and performance indicators on data standardisation, resulting in savings of over $1M in budget and over 6 months of scheduled research in the year prior; cultivated effective collaboration with internal and external stakeholders surpassing already short timelines for acquisition development and outpacing every other modernisation program at FEMA, 

Partnered with key product and infrastructure groups and managed relationships and communications with external teams marketing program successes and articulating requirements and milestones to ensure deployment of platform features and product enhancements resulting in a 400% increase in information security, privacy, and data availability. 

Built and directed a 90-member, integrated team of architects, engineers, technical, and security specialists through planning, execution, and auditing of more than 350 critical Security and IT Infrastructure projects – from analysis, design, development/engineering, through to testing and implementation / post-implementation – for the U.S. Capitol Police.

Negotiated, administered and evaluated a $45M time and materials contract from inception to completion; advised C-Suite equivalent staff, Members of Congress, and Senior Executive Service members on cost-benefit analysis, market trends and research, program performance and risk mitigation strategies. 

Collaborated and deconflicted requirements on sensitive and classified programs with various stakeholders, including Members and senior staffers from the House and Senate, the Architect of the Capitol, law enforcement, intelligence agencies, and the private sector, managing stakeholder expectations and identifying / mitigating risks as appropriate. Created and published 13 technical security criteria for specialized areas across Capitol Hill, standardizing critical infrastructure protection specifications and resulting in a 55% reduction in timeline from proposal to completion.

Established key performance indicators, led multiple efforts to re-align resources, establishing a robust Project Management Office and quality-assurance program. Saved over $1M in cost and schedule overruns over a 4-year period. Instituted a program for cost saving, benchmarking, and information sharing to refine processes for technical program timelines and deliverables, resulting in an 87% success rate for cost and schedule performance.

Led infrastructure planning and risk assessments for Department of Homeland Security (DHS) Consolidated Headquarters – St. Elizabeth’s campus while overseeing 7 full building renovations and technical installations.

Reviewed and approved facility designs, engineering drawings, and system specifications, focused on curbing deficiencies in IT and security infrastructure for a $500M+ effort for 35 nationally registered, historic buildings and over 14K+ DHS employees; trained component agency staff on security protocols to facilitate historical architecture review and budgetary approval.

Built and fostered collaborated and close working relationships with internal and external stakeholders; defined and owned key metrics and key quality and performance indicators for site accessibility; aligned all infrastructure and security engineering decisions with DHS mission objectives. 

Led a 45-member, cross-functional working group to identify constraints and complex interdependencies through analysis of economic trends, data, studies, and strategic risk assessments from various business partners and international organisations to identify, assess, and mitigate potential risks to specific programs across the agency.

Chaired a community outreach program. Engaged local community leaders to share information about construction activities and safety concerns; built trust within the local community, leading to a 600% increase in reporting of crimes on campus.

Managed and approved the design, coordination, installation and maintenance of integrated state-of-the-art IT and physical security systems in 14 secure and public facilities in geographic regions spanning the continental United States, resulting in 100% on-time and on-budget delivery for all projects.

Used Agile and Waterfall methodologies to meet client goals and created detailed project road maps, plans, and schedules; developed and implemented tools leading to reduction in overall project administrative burden by 60%, earning an award for excellence project management from executive leadership.

Supervised multiple projects and implementation of IT system policies and operating procedures for the Pentagon’s renovation effort and 68 other leased facilities throughout the National Capital Region for the Washington Headquarters Service.

Saved the agency $3M+ by utilising an existing commercial fibre network to facilitate several infrastructure expansion programs involving partners from the Department of Defence, the Intelligence Community, and private industry.

Managed a 10-person team directly supporting Department of Army Headquarters (HQDA); charged with securing and operating highly-sensitive IT networks, including 2 classified data centers, 10 network mainframe rooms, and more than 700 network control closets for HQDA and the multi-year Pentagon renovation effort. Served as the primary liaison between Program Managers, Intelligence Community partners, and Army Information Technology Agency leadership, ensuring compliance with International Standards Organisation quality management systems.

Conducted certification and accreditation activities for over 1000 sensitive areas (including 475 SCIFs) with security reviews in accordance with applicable security standards and other authoritative guidance; managed a security and counterintelligence training program for over 1,000 contractors, focused on security countermeasures, espionage, sabotage, and national security. Met contractual requirements with 100% compliance.