No one had to say yes.
More than ten years leading complex technical programs for the Department of the Navy, including a $9M modernization effort and an interim security leadership role during a critical transition.
What I deliver
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$9MProgram ledLed a $9M multi-year modernization program from kickoff to handoff, keeping engineering teams, the prime contractor, and nine stakeholder groups aligned to one plan, none of them reporting to me.
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$3MProposal reductionLed the technical and cost review of a $12M vendor proposal that exceeded the sponsor's budget. Found redundant scope and line items that traced to nothing. Negotiated to a $9M signed award.
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AcceptanceTest before installRan land-based acceptance testing against production equipment, the first time the hardware and software met the real system, to surface findings before anything reached a vessel.
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InstrumentIndependent checkA contractor designed both ends of a system interface, so their word was the only proof the two sides talked correctly. I built an independent instrument to check it: I picked the hardware, wired it, and wrote the LabVIEW acquisition and display software. Their own engineers asked to use it to validate their design.
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SecurityApproval gateHeld an interim personnel and physical security role on top of my programs, with sign-off authority over engineers, IT, and contracting. I issued almost no hard denials. The gate became a working session on how to keep work moving inside the rules, and we passed the annual audit with a handful of open items that I closed.
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AIModern deliveryApplies generative AI to accelerate documentation and analysis, and produces a full governance artifact set (charter, RAID, RACI, and V&V) on self-directed delivery work matching what a regulated org expects at each gate.
A delivery, end to end
I cannot show you my professional artifacts. That work is controlled. I cannot host the documentation, I cannot publish the analysis, and some of it I cannot discuss at all. So I built something I could put on the table, and I held it to the same gates a regulated delivery org would enforce. Every artifact here is inspectable.
Personal Training OS: a governed delivery, charter through release
A self-directed project I ran with the full governance discipline of a regulated delivery org, producing every artifact a PMO expects at each gate: a project charter, RAID log, RACI, MoSCoW prioritization, ADRs, an IEEE-829 verification and validation summary, and requirement-to-design traceability.
Explore the delivery portfolio →Background
I'm a Senior Program Manager, and I've spent more than ten years bringing order and accountability to high-stakes programs for the Department of the Navy. From 2021 to 2023 I ran two concurrent modernization programs under separate contracts with two different funding sponsors. Nine stakeholder groups had a hand in that work, and none of them reported to me: my management, the funding sponsor, the Technical Warrant Holder, the engineering team, the prime contractor, the IT group, the fleet, an external test lab, and shipyards and bases. I kept it aligned through influence, not authority.
Protecting cost and schedule is central to how I work. When a $12M vendor proposal came in over the sponsor's budget, I led the technical and cost review, found redundant scope and line items that traced to nothing, and negotiated the contract to roughly $9M, a $3M reduction from the proposal. I chaired the monthly program governance forum: the funding sponsor, the contractor's leadership, the Navy's technical authorities, and the engineering team, working a risk register, deliverable status, cost and schedule, funding increments, and action items tracked month to month to closure.
Since 2023 I have run the day-to-day on a haptic steering prototype with a three-year sponsor funding line, and I support the analysis on a power monitoring program I do not lead. The prototype ran on 440VAC. That meant a certified lab, credentialed people to energize it, and a demonstration the fleet could only see by flying to Philadelphia. The contractor and their sales engineer both said a 120VAC motor would not have the torque. I did not do that engineering. What I did was commit the contract funds, handle the paperwork, get the contractor on site, and coordinate the demonstration. I spent money to settle an argument that could not be settled any other way. It worked, and we ran it in a conference room at a Virginia training center in front of current crew, former crew, and executives.
Adoption still stalled. A senior fleet navigation authority was working against the technology before we arrived, and some crew were set in their ways. That is a program I have not won, and I can name exactly why: the fleet-pull strategy is dead, and this has to be pushed top down through the technical authorities and the sponsors.
My foundation is technical. I hold a B.S. in Electrical Engineering and an M.S. in Engineering Management from Temple University, which lets me engage engineering teams on the technical detail and surface integration risk early. I work in Microsoft Project, Notion, SharePoint, and Visio, and I use generative AI to speed up documentation and analysis. I pair governance with a bias for delivery.