SUMMARY

• Dynamic, results - driven leader with demonstrated talent for delivering cost-effective business solutions through automation and business process reengineering.
• Comprehensive background in project management, guiding and directing cross-functional teams focused on quality and efficiency to meet and exceed organizational goals and objectives in agency initiatives.
• Proven achievements in effectively collaborating with various technology teams, external customers and other stakeholders within fast-paced, high-stress environments.
• Adept at deploying Scrum and Lean Six methodologies to improve operations.

HIGHLIGHTS OF EXPERTISE:

• Program and Project Management
• System Management
• Strategic Planning
• Lean Six Methodologies
• Solutions Architecture
• Process Improvement
• Team Building
• Requirements and Analysis
• System Life Cycle

PROFESSIONAL EXPERIENCE

Defense Finance and Accounting Service

Confidential

Responsibilities:

• Increased results in IT Operational Assessment Survey, most significant increases in training and development (+13%), flexibility (+12%), recognition (+9%).
• Spearheading strategic capital project to replace three (3) financial imaging systems (Civilian Pay, Garnishments and R&A Pay) with a single DFAS-developed goDocs system, poised to handle additional mission areas in the future. Successfully delivered the first phase for Civilian Pay operations. GoDocs will avoid costs of $5.7M over the next five (5) years. Managing system life cycle for goDocs.
• Led DoD to be audit-ready by working directly with the Office of the Secretary of Defense (OSD) to align system ownership of the Automated Time Attendance and Production System (ATAAPS), from DFAS to DISA to ascertain DoD would be auditable. DISA has achieved a successful SSAE 16 and 18 for ATAAPS because of this effort.
• Drove the implementation Scrum and Agile on both myPay and goDocs while queuing systems for the Agile boot camp, resulting in improved teamwork and visibility into the progress of the myPay Technical Refresh and goDocs implementation. Leveraging agile methods has also increased the goDocs rate of development (by at least 50% based on deliverables) through increased communications.
• Led Black Belt project to improve workload management across the division. Achieved soft savings of over $90k to date by redistributing work across the division.
• Leading effort to eliminate the International Civilian Pay System (ICPS) and migrate Air Force customer to the Department of State ERP solution, resulting in a soft savings of approximately $1M, hard savings of $.2M.
• Successfully implemented Risk Management Framework onto seven systems (DRAS, ARS, goDocs, ICPS, myPay, SORS, IATS) either ahead of schedule or on schedule. Rolled out agile methodology to myPay and goDocs, collaborating with ESS and Operations on our user stories, sprints and functional testing.
• Manages PPBE activities for all 10 Defense Business Systems (DBS). Successfully managed budgets to stay within certification limits.
• Oversees acquisition efforts to support I&T, operations and systems. Renews routine acquisitions on time to support software and labor requirements.
• Successfully briefed Executive Business Council to obtain funding approval for efforts, such as goDocs ($2.3M), Blended Retirement ($.3M), Tax Data Import ($.8M).
• Advises executive management on way forward on wide range of I&T topics and 10 financial management systems. The DFAS CIO regularly seeks perspective before making key resourcing decisions.
• Leading division effort to implement DRAS2, which is an ERP PeopleSoft replacement for DRAS. Like DRAS, DRAS2 will pay over 2.8M military retirees and their annuitants, processing over $40B in transactions a year.

Confidential

Responsibilities:

• Slashed operational costs by $150K per year through skillful negotiation and strategic resource management.
• Served as Program Manager to four major and three minor systems, successfully adding over 150K new accounts to boost market share by 75%.
• Led Air Force ATAAPS migration project to completion, bringing on board over 100,000 Air Force users, reducing costs to other customers by 40%.
• Avoided Anti-Deficiency Act (ADA) violations during the October 2013 government shutdown by working with Air Force and senior DFAS leadership to identify an automated solution for inputting the time of over 90,000 civilians into the Financial Management system, ATAAPS.
• Identified an opportunity to shut down one of the applications under myPay, servicing the National Guard. Advised senior management to negotiate with the National Guard to decommission the Pay Validation System, which was no longer in use. Subsequently decommissioned the system, resulting in soft savings of over $50k/year in labor and reinvestment of labor to focus on the DFAS Travel Pay mission with SmartVoucher.
• Successfully increased staffing levels by two full-time employees to address growing cybersecurity requirements.
• Led department Management Internal Control Process in support of the Financial Managers Financial Integrity Act (FMFIA) using the Federal Information System Controls Audit Manual (FISCAM) framework for testing internal system controls as well as testing Federal Financial Management Improvement (FFMIA).

Confidential

Senior Systems Analyst / Developer

Responsibilities:

• Introduced and pioneered innovative peer rewards program to encourage relationship building and recognition throughout organization.
• Spearheaded server configuration changes to optimize high-availability cluster performance.
• Recovered over $200K in savings from vendor-related expenditures by analyzing and documenting operational requirements and delivering a customized solution.
• Gathered functional requirements from Real-Time Operations to prepare technical requirements and prototype designs for capital project to add dashboard into communications system, which provided decision-making data to manage load (i.e. the right amount of electricity on the grid at any given time) for the Midwest region.
• Led area to implement software development life cycle processes to document system changes.
• Supported audit inquiries for NERC, FERC and SSAE 16.

Confidential

Business Analyst/Developer

Responsibilities:

• Broadened ATAAPS client base from 121K to 170K accounts within 18 months, reducing the cost per user.
• Led project to identify, analyze and implement a remote ATAAPS training solution, generating $50K in hard savings per year in lieu of on-site training.
• Subject matter expert for Department of Defense Financial Management Regulation (DoD FMR) impacting timekeeping, interpreting laws, regulations and policies for customer requirements.
• Led Configuration Control Board (CCB) meetings, consisting of Army, Air Force, DISA, DCMA and DoE to determine release content for upcoming ATAAPS releases.
• Routinely briefed senior management of potential customers, providing on and offsite demonstrations as well as system training for new customers.