Stuttgart Region
NOTE: I DO NOT SPEAK, READ OR WRITE IN GERMAN. I am only interested in TESA-required positions. I have extensive experience in IT Service Delivery and Management, CyberSecurity, Operations, Engineering and Program/Project Management across a broad spectrum of IT disciplines. I have domain experience in networking, cyber-security, LAN/WAN services, systems administration, secure voice, unclassified voice switching, tech control facilities, computer operations, service desk/ help desk management, satellite communications, and Command and Control systems and maintenance. I am customer-focused and pride myself on superior communications, solid decision making and a dedication to process and quality improvement. I have 30+ years of IT/Telecomm/Service Delivery experience, more than 20 of those in leadership and management, while serving as an Air Force officer and government contractor for DOD, DOS, DHS, DOJ, DTRA, US Army, National Guard, US European Command and US African Command. NOTE: I do not speak, read or write in German. - PMP Certified (Expired) - CISSP Certified - ITIL v3 Expert Specialties: Program/Project Management, ITIL, Team Building/Leading, Telecommunication Operations and Maintenance, NOSC, SOC, Process Improvement
- Project Manager for US European Command managing a variety of infrastructure, networking, systems and audiovisual projects.
• Responsible for all operations within the 24x7x365 Regional Cyber Center overseeing National Guard Bureau (NGB) enterprise services for 54 States, Territories and the District of Columbia • Manage 70+ staff members providing Service Desk, IT Infrastructure, IT Operations (WAN, Active Directory, Firewall, Voice/Video Operations), Enterprise Tools, Computer Network Defense (CND) and Information Assurance (IA) compliance services in an ITIL-based organization to insure availability, performance and continuity
- Responsible for program management operations and resourcing for 52-person effort providing Network, Satellite and System Operations for the U.S. Army - Responsible for meeting all technical, financial and contractual requirement - Ensure that management processes and business systems facilitate meeting performance requirements - Authorized to act on all matters relating to the daily operations of the program.
• Managed and lead successful start-up of a 21-person NCCIC/US-CERT Cyber Incident Management Service Desk (SD) task order providing 24x7x365 support to ensure prompt response to cyber incidents being reported by over 200 Federal Departments & Agencies • Developed eight Cyber Incident Management, two call and three Knowledge Management performance metrics; briefed customer weekly--IM ticket audits maintained a 99.75% adherence to work instructions • Lead SD involvement in upgrade of US-CERT Incident Response Management system (Remedy)--ensured the system met Executive Orders and NIST 800-61 v2 requirements • Created Incident Analyst mission-integration & training process to quickly prepare new team members for operations • Spearheaded new Knowledge Management System (KMS) to support production of 93 procedures, work instructions, references and checklists--authored requirements and features of a KMS using SharePoint
• Developed Disaster Recovery Cutover Plan in support of the Texas Benefits Eligibility System (TIERS) • Established working group of 13 functionally diverse teams to outline cutover steps, dependencies, & work-flows in support of a fail-over to the alternate Data Center in the event of a disaster
• Managed the Department of State’s Enterprise Network Operations Center monitoring 300+ overseas locations, 60 U.S. Passport offices and the Washington DC metro area network (24-hour basis) • Established / lead working group of seven staff between ENMOC and DoS CyberSecurity Incident Response Team (CIRT) to develop /define collaboration via people, processes, and technology • Spearheaded processes leading to a 27% increase in security compliance and a 72% reduction of critical outages • Guided ENMOC effort for 5-month Vanguard program Performance-Based Metrics pilot; performance levels increased from <60% to >94%; result was government and contract performance office recognizing the outcome as production metrics baseline • Reduced Remedy Incident ticket backlog 62% within three months; implemented queue management process based on Information Technology Infrastructure Library (ITIL) best practice(s) – reduced service request fulfillment from high of 38 days to low of 48 hours (average) • Established weekly customer performance metric review to monitor and report progress; increased end-user satisfaction 12%+ (to 98.4%) via customer survey results after help desk ticket closed • Supported Northrop Business Acquisition Process: Filled a critical 1-month gap between capture managers for the Vanguard 2.3.1 pursuit (contract value $75M); acting proposal manager for short-notice Task Order response for the Internal Revenue Service (IRS) (contract value $25M over five years); additionally worked on the Vanguard 2.2.1 contract: total gross revenue worth $43M annually • Managed performance management, recruiting, promotions, compliance and development training, career counseling, timekeeping for 37 staff /sub-contractors
• Managed $200M program for 14 Task Orders (TOs) and 182 staff (105 LM staff and 80 sub-contractors), providing full-spectrum IT service management and support, including: service desk, desktop support, applications development, network operations, and engineering/project development • Directed Network Operations Security Center (NOSC), vulnerability management / patching, DoD 8570 workforce compliance, Certification & Accreditation (C&A) activities and standup of Computer Network Defense (CND) Service Provider center • Coordinated employee recruitment, selection and training, performance assessment, work assignments, salary, and recognition/disciplinary actions for 105 employees
• Managed network infrastructure (voice, video, data) implementation for 40,000 DoD customers (external customers and/or sub-contractors) within the Army’s Information Technology Agency (ITA) • Directed and reorganized four project teams, including 55 project managers, network engineers and cable engineers to improve customer focus and project execution, while implementing 500 network projects annually valued at ~$30M+; results - closed project backlog(s) within 40 days • Developed standard project documentation guidelines to guarantee ISO: 9001 recertification • Responsible for performance management, recruiting, promotions, compliance and development training, career counseling and timekeeping functions; Resolved critical manpower issue by increasing SCI-cleared engineers on staff (350%) • Refocused weekly cost control meetings, developed policies and procedures, improved hardware ordering process and error resolution to improve Cost Control performance from 76% to 95%; implemented new charge structure with budget guidelines monitoring, resulting in 20% reduced spending and 15% in improved cost control via mandate of cost forecasting for all project(s)