Mission-critical program delivery, backed by an engineering foundation.
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 program from kickoff to handoff, keeping distributed engineering teams, a vendor, and more than eight stakeholder groups aligned to one plan with no shared reporting line.
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$3MCost avoidedAvoided $3M in spend by leading the technical and cost review of a $12M vendor proposal, cutting redundant scope, and renegotiating to a funded contract near $9M.
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RAIDGovernanceBuilt the RAID tracking, steering-committee reporting, and repeatable playbooks that gave leadership a current view of progress and risk.
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PhasedValidated rolloutsRan phased rollouts and structured validation with affected teams before each broader release, protecting live operations from disruption.
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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
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. I lead a $9M multi-year program from kickoff through deployment and handoff, coordinating distributed engineering teams, an external vendor, and more than eight stakeholder groups that share no reporting line. I keep the work aligned to one plan through influence rather than 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 requirement mismatches, and renegotiated the contract to roughly $9M, avoiding $3M in spend. Leadership gets a current view of progress through recurring RAID reviews and steering-committee updates, and I protect live operations by validating changes with affected teams and end users before each release goes broader.
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 deployment and surface integration risk early. I work in Microsoft Project, Jira, Notion, SharePoint, and Visio, and I use generative AI to speed up documentation and analysis. I pair governance discipline with a bias for delivery.