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Work Background
ExygyBusiness Development Strategy Consultant
Mar. 2025 - May. 2025La Paz, Baja California Sur, Mexico* Worked hand-in-hand with executive leadership to build out an approach for Business Development and proposal management in the Public Sector space. * Managed a project to onboard, integrate, and direct a third-party BD and proposal management agency. * Integrated and spun up tools, artifacts, and evaluation methodologies for BD processes and workflows * Provided initial RFP/RFI evaluation, including proposed Go No-Go recommendations based on Exygy capabilities
Digital Services CoalitionSr. Strategic Community Management / System Development Manager
Feb. 2025 - Jul. 2025Vancouver, Washington, United StatesExecutive consulting with coalition leadership and board membersor this 501(c)6 non-profit coalition including: * Collaborate with Coalition Leadership to identify, research, and implement strategic enhancements that strengthen the DSC community ecosystem, including developing custom collaboration tools, optimizing operational processes, and launching high-impact member initiatives * Lead end-to-end product development for internal platforms and tools, driving requirements gathering, development roadmaps, and implementation strategies that increase coalition efficiency and member value * Spearhead comprehensive member engagement strategy, resulting in improved cross-company collaboration, increased participation in coalition support projects, streamlined onboarding for new members, and data-driven evaluation frameworks that ensure consistent quality across the coalition * Serve as trusted strategic advisor on government procurement approaches and partnership opportunities, helping member companies navigate complex public sector landscapes and identify collaborative growth opportunities
TrussSr. Client Engagement Manager / Program Manager
May. 2020 - Mar. 2024Berkeley, California, United States* Created and maintained client relationships through empathy and directness, with a focus on building client trust and working towards the client's desired outcomes. * Acted in a ‘diplomat’ role, leveraging empathy across client stakeholders, the project team, and the Truss business. Acted as a catalyst to surface needs, unpack concerns, and gain understanding and alignment. * Coached / mentored the other CEM practitioners on approach, problem solving, and consistent application of Client Engagement / Delivery Strategy, especially as it applied to Truss practices and values. * Acted as the Sr. Technical CEM for a cloud infrastructure modernization team working at the Centers for Medicare and Medicaid Services (CMS). * Acted as the Sr CEM for a 50 person Department of Defense program, the largest in Truss' profile. * Developed and communicated CEM operations and processes during the interim where there was no named director
TrussDirector, Government Engagement
Sep. 2018 - May. 2020Distributed* Worked as a director to help make company wide decisions, define strategy, perform operations functions and direct the trajectory of the company * Developed Client Engagement Management (CEM) practice operations artifacts such as job descriptions, playbooks, processes and policies, templates, client engagement strategies, etc. * Performed cross-functional work with other areas of the organization such as Legal, Finance, Project Management, etc. * Created and developed and ran the Scrum Master/Delivery Manager practice within Truss, creating the practice, processes, and organizational structure. * Worked cross-functionally within Truss’s legal, finance, and delivery management teams to help build project workflows and processes, define objectives and deliverables, and assign roles and responsibilities. * Founded and developed the delivery management (project management) practice, managed a small team and created practice operations materials and policies. * Helped grow and shape the company from 15 people (2016) to ~120 people (2020) during this time, even acting as interim manager of hiring and staffing support at Truss.
Digital Services CoalitionCo-Founder and Steering Committe Member
Aug. 2018 - May. 2020The Digital Services Coalition (DSC) is a non-profit organization consisting of a select few companies driven to accelerate government's digital transformation. These companies embody the mindset, behavior, and culture that the government needs from the contractor community in today's digital world. Each member company has been pre-vetted by their peers against a set of standards for digital delivery excellence based on govtech best practices. I am a founding member of the DSC. I acted as part of the initial Steering Committee for this non-profit group of digital services company, helping to define all policies, working groups and functions, and requirements for the companies within the coalition. Once the coalition was stood up and policies were in place, I supported the election and subsequent transition to the initial board of directors.
TrussHead of RevOps and Client Success, Government Services
Jan. 2016 - Sep. 2018San Francisco Bay Area* Led all government sales functions including managing proposals shipped between 2017 and 2020 growing the company’s revenue from ~$500k to $25M over 3 years. *Advised on the company's registration with the government including 8(a) designation and procuring MAS vehicles such as GSA, and State of CA. * Acted as the CEM (Primary Client Point of Contact) for all major government projects until approximately 2019. Projects and their corresponding client agencies listed below.
Rally HealthManager, Enterprise Operations and QA
Aug. 2014 - Jan. 2016San Francisco Bay Area* Worked directly with internally and externally facing development teams as a hybrid Scrum Master / product owner * Helped to develop and improve Scrum processes within the Scrum Master organization at Rally * Worked with external client organizations to understand their on-boarding requirements and technical interface points * Acted as product owner for the on-boarding of new client partners including gathering requirements, writing user stories and providing acceptance criteria. * Worked with external client organizations to understand their on-boarding requirements and technical details around single sign-on * Acted as the primary point of contact for configuring, testing, and validating federated single sign on (SSO) from our client’s portals to the Rally Health application * Acted as a direct people manager for the internal client facing configuration and testing/QA team * Built out and managed an ad-hoc QA team to confirm client configurations worked correctly including managing offshore testers for the massive end of year client on-boarding efforts*
QSSIDeputy XOC Director/TPM
Nov. 2013 - Aug. 2014Columbia, MDWorked as part of the technical response team called in during the failed launch of www.Healthcare.gov. Managed an Exchange Operations Center (xoc) with my co-lead to provide 24/7 monitoring, response, release management and oversight, as well as other fixes and projects to keep the website up and available during the critical initial Open Enrollment Period for the Affordable Care Act. Specific responsibilities included: * Managed a complex set of very senior stakeholders in a high-pressure, on-site environment. Some of these included the special technical advisor to the CMS administrator, the White House Chief of Staff and CTO, a bevy of CMS senior leadership, as well as executives from 10+ contractors who were responsible for pieces of the system. * Provided hands-on program management with deep understanding of detailed requirements for multiple production systems. * Drove agile and Scrum methodologies during rapid iteration across more than 10 different companies * Performed command and control during live incidents, outages, and release recoveries. * Managed time and language-sensitive communications going to leadership, agencies, and the American public at large regarding site status, problems, and outages. * Direct incident management, including troubleshooting active incidents, delegating tasks, and gathering and analyzing data to make informed action plans. * Identifying and assessing escalation paths when the necessary resources were not available to meet existing requirements. * Performing risk/gap analysis and providing both short- and long-term mitigation strategies. * Performing operational forecasting and capacity planning, and interfacing with cross-functional teams to ensure scope, schedule, resources are aligned. * Building and maintaining partnership with multiple teams during analysis, design, development, testing, implementation, and post implementation phases.
QSSITechnical Program Manager
Feb. 2012 - Nov. 2013Columbia Maryland* Served as Technical Program Manager on the Customer Service for Medicare Modernization (CSMM) project, providing direct and functional supervision over three distinct teams Medicare Part D Level 2 Systems Help Desk, content management, and configuration management team. * Provided subcontractor management for the Level 1 help desk contractor * Served as the Risk Management Lead and the Decision Analysis and Resolution, and Requirements Management Lead for a CMMI Lvl 3 audit and certification * Performed regular exercises to identify opportunities for improvement with the team * Planned, communicated, and implemented process improvements based on these exercises to increase productivity and effectiveness throughout the project.
QSSIBusiness Analyst Team Lead
Sep. 2009 - Feb. 2012* Acted as a mentor and a subject matter expert for the Level 2 Support Team. * Identified training opportunities and other important information from emails, meetings, and other sources and communicated them to my team. * Created, reviewed, and updated help desk scripts and procedures. * Provided weekly status reports and updates to management at weekly meetings, as well as managing ad-hoc communications and rapid-fire status updates for project-level incident response. * Monitored the Remedy ticket queue, addressed any tickets aged over 7 days and facilitated the closure of these tickets in accordance with the CSMM Award Fee Plan.
scrumofscum consultingAgile Delivery Strategy Consultant
Jan. 2009VariousActed in various capacities providing organizational, business development, technical, project management, and executive leadership consulting for a variety of clients. Specializations include government bureaucracy hacking, technology modernization, development and management of digital services companies, and executive level relationship management.
QSSIContractor/SME
Dec. 2008 - Feb. 2009* Provided writing and editing for key sections of the technical proposal documentation to deliver a winning bid on a multimillion dollar RFP. * Provided subject matter expertise on Medicare Part C, D policy and systems. * Provided detailed input regarding technical details and approach for running the CSMM Help Desk contract.
ArbitronPanel Relations Specialist
Oct. 2008 - Mar. 2009* Provided inbound customer service and technical support, and outbound panelist coaching and technical assistance, for Portable People Meter (PPM) ratings technology. * Proactively analyzed technical issues and troubleshot with panelists to resolution, and served as a SME for technical escalations from other panel relation specialists. * Created and executed equipment usability scenarios to test for errors, bugs, and resolutions. * Created and edited training documentation for troubleshooting and coaching.
Centers for Medicare & Medicaid ServicesHealth Insurance Specialist
Aug. 2007 - Aug. 2008* Edited Medicare Part C and D change requests for sufficiency and accuracy, refined business requirements, and identified affected systems and functions of those requests. * Performed business/system analysis for change management board meetings, functional requirement discussions, and system maintainer proposal meetings. * Sat on the CMS Systems Technical Review Board and reviewed proposed systems changes and releases based on my analysis and impact assessments. * Recommended changes in CMS procedures concerning change requests, cost benefit analyses, change management, and the delinking of enrollment and payment systems. * Acted as a liaison between departments and contractors, interpreting business requirements for system maintainers and proposing fixes for business owners.
ViPSBusiness Analyst II
Jan. 2005 - Jan. 2007Provided Level 1 and Level 2 support for technical issues at a CMS call center. Specific responsibilities included: * Helping customers with inbound and outbound support for failed file and report transmittal issues. * Working with other helpdesks to identify/resolve issues affecting end-users or systems, and serving as a SME for technical escalations from Level 1 representatives. * Using statistics and contents from mainframe datasets and generated data groups to provide pertinent troubleshooting. * Reviewing and analyzing beneficiary information and transaction codes to resolve customer issues. * Evaluated, improved, and implemented troubleshooting scripts and help desk policies. * Analyzed and applied business rules governing Medicare enrollment to systems operations. * Resolved file transfer and connectivity issues between health plans and CMS. * Established a cooperative relationship between two government contractors to better resolve issues that affected mutual end users.
Carrier AccessTelecommunications support engineer
Dec. 2003 - Jun. 2005* Tested, diagnosed, repaired, and resolved product issues for an inbound helpdesk. * Performed interoperation, quality assurance, and beta testing with Sylantro, Broadsoft, Sonus, and Vocal Data Softswitch Servers; Unix, Solaris, and Windows systems; and other VoIP and TDM protocols * Served as a SME on the FLEXmaster SIAD and Adit 600 Media Gateway. * Designed quality-of-service and network architecture applications for VoIP, routing, dial- up and POTS environments. * Facilitated cooperative communication between the support department and the accounting, legal, and testing departments. * Sold various levels of support contracts for extended warranties, advanced replacements, and RMAs via phone in both an inbound and outbound capacity, and served as the technical escalation point for pre-/post-sale technical support issues.
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