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Work History

Sept 2016present

Chief Innovation Officer

Oregon Department of Transportation
  • Leading ODOT's development  of emerging technologies and financing to support a safe and efficient integrated transportation system for the State of Oregon. Focus areas include policy and early implementation for automated vehicles, road usage charging, tolling technology and public private partnerships.
    • Responsible for assuring comprehensive legislative and external stakeholder engagement and involvement for all emerging technology
    • National presentations and speeches to external policy groups, highlighting the Oregon story
    • Responsible for $22M biennial budget for staff and augmented services focused on emerging technology implementation.
    • Responsible for developing Agency emerging technology strategies, developing and build consensus for implementation projects, and integrating them into the operations of the organization.
    • Key recent programs and projects:
      • Implementation of HB 4063: Creating and implementing a legislative task force on Autonomous Vehicles for the State of Oregon
      • Implementation of the technology and backoffice work-streams of the Value Pricing section of HB 2017, preparing the State of Oregon for Value Pricing in the Portland Metro area
      • Leadership for the implementation and policy development of Road Usage Charge, both for Oregon's OReGO program - the first established Road Charge program in the nation - and for the administration and leadership for RUC West, a consortium of 14 western states committed to studying and early implementation of Road Usage Charging. Projects include development of the first truly inter operable RUC system in the nation.
      • Implementation of the P3 procurement tool for accelerating emerging technology topics such as replacing all lighting with LED fixtures in the Portland Metro area and open architecture tolling.
Oct 2011Aug 2016

Strategic Program Manager

Oregon Department of Transportation

Internal Strategic Consultant leading agency wide initiatives from strategic planning, to developing implementation plans, to leading the implementation efforts of cross functional teams.

  • Intermodal Oregon Program Manager leading the strategic transformation initiative to focus the Agency on an integrated transportation system. Responsible for designing the strategic vision, leading work efforts, managing the communication methods and key messages, and collaborating with the Division Administrators to achieve the initiative objectives. 
  • Division lead for technology and tools innovation, representing Highway Division on various agency boards and committees. Identify, test and implement new technology and tools to support Agency efficiency and effectiveness. Led the Intermodal Leadership Team's 2015 effort to develop a strategic framework for Connected and Automated Vehicles at ODOT.
  • Executive sponsor of the Transportation Leadership Programs, enhancing the development of front-line staff to upper-level managers with Agency leadership skills.
  • Executive sponsor of the development and implementation of ODOT’s continuous improvement methodology (the ODOT Change Framework), a fact-based problem solving method driving to sustainable results.
Jan 2011Sept 2011

Region 2 Manager

Oregon Department of Transportation
  • Led a staff of approximately 570 in the design, development and implementation of complex multi-modal transportation systems for Region 2's nine county geographical area (Clatsop, Tillamook, Yamhill, Marion, Polk, Lincoln, Benton, Linn and Lane Counties). Set direction for region, policy, programs, goals, plans and performance. 
  • Led the Region in working with officials, legislators and technical staff of affected jurisdictions to develop and ensure the development and implementation of short- and long-term transportation plans and programs.
  • Coordinated and built consensus among multiple local and regional governments, business and industry, and special interest groups on transportation policies and projects within Region and State.
Dec 2007Dec 2010

Office of Project Letting Manager

Oregon Department of Transportation
  • Managed the staff and work of the Office of Project letting team responsible for the pre-contracting phase of ODOT's highway construction projects, including the disciplines of Construction Cost Estimating, Specifications for Construction, Construction Pre-Contracting (Pre-letting) and Design Quality Assurance units.
  • Responsible for setting strategic vision to develop, recommend, deliver, and facilitate policy direction to and with statewide leadership teams for complex technical issues with statewide implications.
  • Received the 2009 ODOT Project Delivery Excellence Award for vision and delivery of the American Recovery and Reinvestment Act (ARRA) contracting workload, helping to place Oregon in the top group of states nationally with swift ARRA obligation.
Dec 2006Nov 2007

District Manager

Oregon Department of Transportation
  • Responsible for the management of all maintenance and operations of the State Transportation system in District 8  (Josephine and Jackson counties in ODOT's Region 3) consisting of four maintenance areas, plus crews assigned to maintenance, bridge, electrical, sign, permitting and the regional dispatch center. Responsible for the development and management of the District 8 biennial budget of approximately $100M.
  • Developed and maintained key relationships between ODOT and local agency representatives and staff to facilitate ODOT’s mission emergency events as well as daily partnerships.
Jun 2004Nov 2006

Project Leader

Oregon Department of Transportation
  • Managed Project Development Teams from initial scoping through design phase to contract-letting on projects ranging from simple preservation to complex OTIA III bridge replacements to environmental assessments.
  • Responsible for scope, schedule, budget, and stakeholder strategy and involvement for all assigned projects with project budgets ranging from $200K to $25M. Led 40+ engineers and technical staff to deliver integrated design solutions.
Jul 1999 Apr 2004

Construction and Capital Manager

The Procter & Gamble Company

Progressively increasing responsibility supporting capital projects and construction in a fast paced demanding manufacturing environment

  • Site Construction Manager at the Global Business Unit’s most profitable manufacturing site.
    • Responsible for the interface between construction and the 24-7 manufacturing facility, including both daily problem solving, and converting strategic business direction to short and long-term priorities for the organization.
    • Responsible for average construction staff size of 250 (peak 700), 50 contract engineering staff, $40M in construction controlled spending fiscal year 2003 - 2004.
  • Site Capital Cost Manager and Project Manager at the Global Business Unit’s most profitable manufacturing site.
  • Responsible for Cost Engineering systems, planning, and organizational development for the North American division of the Global Business Unit.