VisualCV

Supervises and manages the 24/7 daily operations of over 100 personnel in 10 branches. Oversees activities involving project management, Information Assurance (IA), network infrastructure and hardware support, network monitoring and operations, video teleconferencing, telephone install and repair, wireless communication support, server support, maintenance contracts, contractor oversight, and satellite support, supporting a government unit's secure and unclassified local area networks. Support over 20,000 personnel in three locations. Manage projects using standardized project management methods and processes.

Performs the full range of supervision and personnel actions as the Battalions Senior Civilian. As hiring manager prepares job announcements for open positions, conducts interviews, and approves individuals for hire.

Appointed Battalion Activity Career Program Manager, Career Program 34.

Responsible for the full range of Program/Project Management and Portfolio Management activities for the unit. Provides technical, staff, and administrative advice and guidance to senior managers and staff. Prepares briefings, reports, and presentations for senior managers. Develops and communicates long term strategic efforts and direction. Sets policy for the unit in completion of daily and longer term workload. Sets long and short term goals for the unit relating to all aspects of assigned projects. Develops long and short term work schedules to ensure proper completion of assigned tasks. Prioritizes tasks and assigned projects as required. Skilled in communicating ideas and information both orally and in writing with high level management officials. Provides outstanding leadership and management to the unit.

Acts as main POC to implement numerous Information Assurance related Joint Task Force-Global Network Operations (JTF-GNO) communication tasking orders (CTOs. Directed preparations and execution of the Battalions annual Information Security Network Security Readiness Review and Inspection rated Outstanding by inspection team.

Acts as Alternate Contracting Officer Representative (ACOR) overseeing the $151 million contract performing VTC, Red Switch, and GIG operations duties.

Heading up implementation of Army Single DOIM and the integration of Garrison IT  personnel into the Battalion. As part of Single DOIM implementation stood up the LandWarNet Management Office (LWMO). This consolidated Training Oversight, Information Assurance, the Telephone Ordering Office, and Project Management functions under one office and provides easier customer access to customer focused activities. This was done with existing battalion resources.

• Spearheaded implementation of Army Single DOIM and the integration of IMCOM-E Garrison IT personnel into the unit. As part of Single DOIM implementation stood up the LandWarNet Management Office (LWMO). This consolidated Training Oversight, IA, the Telephone Ordering Office, and Project Management functions under one division and provides easier customer access to customer focused activities. This was done with existing battalion resources.
• Initiated an aggressive Battalion Lean Six Sigma program. Certified only the second Black Belt and first Green Belt within 5th Signal Command. Certified three additional Green Belts.
  
• Initiated an LSS project to reduce Battalion overtime costs. The new procedures reduced overtime hours by 50 percent saving yearly civilian pay costs of $16 thousand.
• Initiated an LSS project to improve the commercial telecommunications ordering process.
• The new process reduced customer waiting time by 50% and reduced unit order processing manhours by 20 percent.
• Initiated an LSS project to review the outage notification reporting process. The new process decreased problem resolution time by 30% and reduced unit reporting and processing time by 30 percent.
  
• Initiated AOR wide efforts to insure 80% IAVA compliance in the AOR. These new processes produced a 66% drop in high risk vulnerabilities across 23 units in the AOR. Internal to the battalion there was a 41% decrease in vulnerable machines. The battalion now maintains a 90% IAVA compliant security posture.
• Dual hated as Deputy, S3/S2 Operations for 10 months.
• Identified an Information Management Officer (IMO) manning shortage in the Kaiserslautern Garrison. Identified an individual in the battalion and had him detailed to support these duties and mission shortfall.
• Identified and updated management that the theater cell phone contract affecting 18,000+ users in the theater was no longer viable. The issue was pushed to 5th Signal Command for Command resolution.
• Identified that the Battalion internal Change Management Process (CMP) was not providing the information needed as part of the new 2nd Signal Brigade Executive Review Board (ERB) of Brigade wide CMPs. Developed a standardized process to internally review and prepare for the ERB. Initiated a Six Sigma Green Belt project to establish a formalized process in line with the new ERB.
• Spearheaded effort to create a Daily Operational Status Report for the Battalion Commander and senior leaders.
• Spearheaded effort to create and publish first ever Engineering Plan for the Battalion outlining all active Battalion projects in the AOR.
• Spearheaded effort to create a new Command level report tracking all customer support comments and trouble ticket status. Identified through this report that the overall ticket on hold status was higher than desired. Initiated action to lower this number.
• Identified that only 30% of the Battalion managed network switches were under warranty or on a maintenance plan. We are currently working with 5th Signal Command to get them added to the theater maintenance plan during the January 2009 renewal.
• Initiated AOR wide efforts to insure 80% IAVA compliance in the AOR. The battalion maintained a 90% IAVA compliant security posture. These new processes produced a 66% drop in high risk vulnerabilities across 23 units in the AOR. Iinternal to the battalion there was a 41% decrease in vulnerable machines.
• Spearheaded an effort to online digitize the documents required for the Acceptable Use Policies compliance. This new process allowed the Battalion and outside units to achieve a 98% compliance rating.
• Implemented a Quarterly Civilian of the Quarter Board.

Supervised and managed the 24/7 daily operations of over 80 personnel in 10 branches; including four geographically separated locations. Oversaw activities involving project management, Information Assurance (IA), server support, network support, firewall support, video teleconferencing, Helpdesk, Call Center/Service Desk, Network Operations Center (NOC), end-user desktop support, VIP support, Command and Control systems, systems management, programming, database management, Microsoft SharePoint
portal management, web development, exercise and conference support, and knowledge management supporting a government organizations secure and unclassified local area networks consisting of six separate networks. Supported over 2500 personnel in four geographically separated locations. Responsible for $10+ million worth of assets and a $10+ million yearly budget. Managed projects using standardized project management methods and processes. Prepared rough order of magnitude purchase quotes and procurement requests as needed.

Responsible for the full range of Program/Project Management and Portfolio Management activities for the unit.  Skilled in communicating ideas and information both orally and in writing with high level management officials.
 
Acted as main POC to implement numerous Information Assurance related Joint Task Force-Global Network Operations (JTF-GNO) communication tasking orders (CTOs) directing us to make security changes and enhancements to our networks.
 
Performed the full range of supervision and personnel actions as the Division Manager.  As the Division hiring manager prepareed job announcements for open positions, conducted interviews, and recommended individuals for hire to Program Manager.

• Spearheaded computer based infrastructure/equipment standup of a new combatant command, U.S. African Command.
• Spearheaded computer based infrastructure/equipment standup of the new NATO Special Forces Coalition Command.
• Spearheaded efforts to expand IA activities and patching for the network. The process includes weekly scans of the network using DoD Goldisk and Retina software and weekly preventative maintenance downtime to patch all servers and network equipment with security updates. Upgraded Microsoft Systems Management Server (SMS) software to SMS 2003 to improve client patching and updates. Successfully migrated to the new DoD Vulnerability Management System (VMS) to track patching compliance for all network devices. Administratively updated over 40,000 possible vulnerabilities within a three month period.
• Set strategic direction to develop new business for the company. Instrumental in contract adding 19 new positions increasing revenue by $4.5 million.
• Provideed the full suite of support to deployed personnel and remote personnel performing duties at European U.S. embassies.
• Directed, reviewed, and provided technical guidance for complete upgrade of network firewalls consisting of 17 boxes. This project involved several stages: gathering of requirements, finalizing the scope of the project, project planning and development, procurement, and final installation and testing. Now in final stages of implementation and fielding.
• Directed preparations and execution of the headquarters major annual Information Security Network Security Readiness Review and Inspection rated Best Seen by inspection team. Current network server, network device, and client patching process praised by inspection team as extremely thorough, producing outstanding results.

Supervised and managed the 24/7 daily operations of over 70 personnel in 9 branches.
Supported over 2500 personnel in three geographically separated locations.

• Directed and oversaw planning for a $1.2 million enterprise wide network upgrade. This project involved several stages: gathering of requirements, finalizing the scope of the project, project planning and development, procurement, and final installation and testing. The upgrade involved a complete replacement of all legacy network switches and routers throughout the headquarters.
• Directed and oversaw planning for a $1.4 million remote location Continuity of Operations (COOP) installation for alternate operations. This project involved several stages: gathering of requirements, finalizing the scope of the project, project planning and development, procurement, and final installation and testing. This COOP location is now the alternate location for the main Operations.
• Directed and oversaw planning for four major EUCOM directed exercises involving 300+ personnel. Directed full infrastructure planning and setup to support the exercises and directed full time on-site exercise support.
• Oversaw the standup of the Headquarters Microsoft SharePoint portal collaboration server. Portal is now used theater wide as a collaboration tool.
• Directed, planned, and executed a Division reorganization. Results merged five branches into two branches. Additional results realigned six personnel from evening shifts to better support the main population of day users.
• Winner of the Leadership Award in CSCs 2006 President's Awards Program, Defense Mission Engineering & Integration, Joint Defense Integrated Solutions (JDIS) Division.
• Served in dual role as Deputy and Collaboration Branch Lead for five months during personnel change over.
• Prime driver for client exercising five year extension of contract..

Provided end user technical support as the sole support technician for the newly formed 500 user EPOC.  Evaluated and provided troubleshooting for on-site computer hardware and software issues.  Installed new computer systems and new hardware and software.

• Led team that stood up the newly formed EPOC, installing over 500 computer systems and other peripherals; completed the stand up 1½ weeks ahead of schedule.  Received a Certificate of Appreciation from the EPOC Director for outstanding support.
• Streamlined the customers' computer install process saving an estimated 100 hours.  Streamlined the customers' printer install process saving an estimated 50 hours.
• Led team that conducted a command wide office relocation project. Conducted over 20 office moves and moved over 500 systems with minimal supervision.

Provided end user technical support.  Provided Helpdesk phone based end user technical support.  Evaluated and provided troubleshooting for on-site computer hardware and software issues.  Installed new computer systems, hardware, and software.

• One of the top performers in the branch closing over 900 end user trouble tickets.
• Selected as the EPOC Support Lead because of outstanding support.

Responsible for configuration management of over 140 networked computer systems and software supporting a government organizations secure and unclassified local area networks.  Evaluated user requirements, administered user accounts, and provided technical support to configuration control boards.  Evaluated and provided troubleshooting for on-site computer hardware and software issues.  Performed duties as Database Administrator.

• Planned, designed, budgeted, purchased, setup, and installed new $450,000 computer hardware and software infrastructure. 
• Fielded, designed, and maintained a new database program used to track all personnel actions for over 2500 personnel.
• Fielded, designed, and maintained a new database program used to track all inbound/outbound reserve personnel, 400+, assigned to the Headquarters on a temporary basis.
• Used extensive knowledge of the military personnel and manpower systems of all four services to develop both major (as specified above) and short term tracking programs for directorate personnel.