Okta

Staff Technical Program Manager

ForgeRock

Kicked off and led ForgeRock's FedRAMP program up until merger with Ping Identity.

Principal Technical Program Manager

Unqork

As a Senior TPM, I aligned multiple core functional teams to deliver features with huge strategic impact on Unqork’s no-code platform, including Role-Based Access Control, Single-Sign-On, Codeless Authentication, and FedRAMP certification. 

Key Contributions:
● Drove FedRAMP compliance, helping Unqork achieve Authority to Operate (ATO) and listing on the FedRAMP Marketplace.
● Proactively identified and spearheaded cross-company initiatives to address client intake shortcomings, identified key engineering metrics, and defined Software Development Life Cycle (SDLC) planning and execution.
●Scrum master for multiple teams, conduit between technical team and Unqork’s platform leadership

Additionally, I served as the Vice President of Unqork's LGBTQ+ & Ally Employee Resource Strategy Group, Unqork the Spectrum. The group hosts queer programming and events for Unqork and client partners. Facilitated cross-company collaboration to enhance employees' learning, understanding, and acceptance of our community. Initiated strategic partnerships with external LGBTQ+ ERGs aligned with business strategy.

Senior Technical Program Manager

Defense Contract Management Agency (DCMA)

As the Program Manager for the Orion Spacecraft Program, I executed a $6M Congressionally approved program budget, and had authority over DOD agreements with NASA, agreements between DOD and Lockheed Martin, DCMA’s Program Support Plan, and government inspection efforts at contractor facilities. I also oversaw a sphere of influence encompassing 18 direct reports and 200+ indirect reports representing key functional areas; Hardware and Software Engineering, Earned Value, and Quality Assurance.  
The team mission is to complete the inspection and acceptance of critical hardware and software for the Orion Program. To ensure timely achievement of program mission, I strategically allocated workload and budget resources. I interpreted internal DCMA policies for the Orion team and ensured adherence with policies and signed cross-agency agreements. I also monitored contractor and subcontractor performance to verify alignment with contract terms.

Key Contributions:
● Represented DOD at Orion meetings and while engaging with NASA Program Managers, DCMA Directors and Commanders, and Lockheed Martin Executives.
● Evaluated project progression to confirm decisions align with highest-quality safety standards and support commitment to crew safety.
● Engaged in cross-agency assessment determining the appropriate levels of technical liability held by each participant; through which, I identified DCMA had assumed an inappropriate level of liability and negotiated the partial transfer of Government Mandatory Point Identification back to NASA.  
● Transitioned program to a risk-based inspection strategy within the multi-tiered, interconnected supply chain, resulting in NASA-approved inspection exemptions on 20% of supplier processes, saving production cost and schedule.
● Resolved unmet customer needs and requests within first five months in role; reallocated staff to advise customer on supply chain insights.
● Received 2020 DCMA LM Denver Core Value Award.

Program Manager - Orion Spacecraft Program

As the Lead Supply Chain Manager, I was selected to lead the 41-person multi-functional GPS III Program Support Team through creating and implementing an effective supply chain management framework. My team was also charged with providing data-driven insights on critical GPS III program suppliers to the US Air Force. To form the initial program plan and action items, I reviewed DCMA policy, the Program Support Plan, Memorandums of Agreement, and conducted Contract Receipt and Review (CRR) evaluation.

Key Contributions:
● I built consensus across DOD and DCMA leadership to institute an integrated supply chain assessment framework, which resulted in the creation of a DCMA supply chain function for GPS III program.
● I instituted an executive-level risk assessment scorecard to identify quality and delivery metrics, non-conforming materials, corrective action trends of critical suppliers, and gather enterprise-level data on Lockheed Martin Space.
● I also introduced numerous surveillance products into the supply chain to gather keen insights on quality assurance, systems and software engineering, manufacturing and production, earned value, and contracts.
● To deliver on key project deliverables, I leveraged a workload and prioritization matrix; in doing so, I was able to successfully complete the project with below-average staffing levels.
● Maintained open lines of communication with Lockheed Martin, Air Force procurement personnel, DCMA functions, and Program Managers to assist in the development of supply chain assessment methodologies and frameworks.
● I leveraged my interpersonal skills to influence Lockheed Martin policies regarding production in a GoFast acquisition environment.
● I also presented key recommendations to streamline communication, enhance engagement prior to issuing purchase orders, and implement early specifications assessments.

Lead Supply Chain Manager, GPS III Program Support Team 

When joining DCMA as the Lead Industrial Engineer for MilSpace M&P, I oversaw compliance for US Air Force and Navy procurement activities relating to three, multi-billion dollar DOD ACAT 1 programs. As the Lead Industrial Engineer, I supervised three junior Industrial Engineers through the evaluation of contract manufacturing systems and Earned Value risk assessments. I also continuously monitored team performance to verify timely progression towards established objectives. 

Key Contributions:
● I evaluated contractor performance data to determine their ability to meet all cost, schedule, and performance requirements.
● Following my assessment, I briefed DCMA Executive Management on potential concerns due to Lockheed Martin’s lack of vertical integration with contractual delivery dates and insufficient staffing; subsequently, I partnered with Lockheed Martin following receipt of a Correction Action to implement vertically integrated schedules.
● I compiled quarterly independent assessments for DCMA Executive Management review.
● Served on the CMO Focus Group, which aimed to improve the new hire onboarding processes.
● Due to technical expertise, I was requested to serve on three hiring panels within different functional areas.

Lead Industrial Engineer – MilSpace M&P Team

Naval Sea Systems Command (NAVSEA)

I was selected to overhaul the procurement processes, lower acquisition costs, and enhance overall parts and specifications standardization within NAVSEA. In doing so, I set a comprehensive strategic project plan and developed internal processes, and procedures. Throughout the initiative, I closely collaborated with stakeholders, front-line employees, and vendors to pinpoint cost-saving opportunities.

Key Contributions:
● I was able to deliver on the project objectives, despite a 25% staffing deficit.
● I created uniform Navy acquisition policies and contract guidelines, which promoted use of the internal procurement database.
● I also managed the creation of a standardized database of fleet parts and specifications to be used by NAVSEA shipyards, vendors, and engineers.
● Through thorough research and data analysis, I recommended NAVSEA replace metallic shipboard electrical enclosures with composite material, which is now slated to save NAVSEA $76M within 30 years.

Commonality Project Manager – Strategic & Corporate Operations

Following the completion of the Naval Acquisition Development Program, I joined NAVSEA to lead teams of technical SMEs and program office staff in creating and implementing cost and technically effective solutions to overhaul the carrier fleet. 

In that role, I supervised 14 high-performing acquisition professionals charged with assessing and qualifying a new infrared technology capable of detecting welding leaks, as an approved Non-Destructive Test method. Throughout the qualification process, I partnered with stakeholders to streamline risk assessment.

Key Contributions:
● By interfacing with Navy Executives and Admirals, I was able to build consensus on removing underutilized and costly technical equipment, resulting in $2M annual savings.
● I pioneered a pilot program to gather empirical data to drive decision-making and inspected new installations to confirm compliance with technical standards.
● I obtained funding required to enter into testing phase, by presenting findings and feedback from front-line engineers, SMEs, managers, and program office staff to Executive Management and Chief NAVSEA Engineer.
● Executive Sponsor for Aircraft Carrier Maintenance professional community. Through that network, I was able to champion knowledge-sharing and open lines of communication between Headquarters and front-line personnel.
● Received FY15 DOD Value Engineering Award from the Office of SECDEF (2015) due to outstanding contributions on infrared thermography (additional awards included below).

Systems Engineer – Aircraft Carrier Engineering Team

Completed 2.5 year program performing rotational assignments in ship acquisition program offices, engineering directorates, and naval shipyards

Naval Acquistion Intern

Johnson & Johnson

Completed 6-month co-op as an engineering student. Developed protocol and conducted feasibility study to determine if current manufacturing process could be improved by using Near-Infrared technology. Used Minitab extensively to analyze manufacturing data. Wrote reports summarizing data and results. Developed flowcharts for manufacturing processes. Worked under strict FDA guidelines.

Engineering Co-op

Bausch & Lomb

Completed 3-month co-op in a hands-on environment. Interacted with vendors and assisted Automation Engineering group in fine-tuning the automated process of manufacturing contact lenses. Worked under strict FDA guidelines.

LeadAmerica

Led group of 16-21 select high school students from around the country and facilitated simulations, discussions and practical experiences in the field of engineering.

Team Leader

📈 Delivering business impact
⚡️ Energetic catalyst for operational excellence
🙌 Cross-company relationship-building and alignment
🚀 Emphasis on creating inclusive and equitable team culture to elevate what we can accomplish together

Staff Technical Program Manager (TPM) at Okta with a focus on Security Engineering.

Former Principal TPM at ForgeRock, an Identity and Access Management company. Kicked off and led FedRAMP program up until merger with Ping Identity.

Former Senior TPM at Unqork, a CapitalG portfolio company and Series C startup. Delivered a suite of access management features. Established continuous monitoring program to meet platform security SLAs and achieve FedRAMP Authority to Operate (ATO). VP of Unqork's LGBTQ+ & Ally Employee Resource Strategy Group, Unqork the Spectrum.

Former Program Manager leading Department of Defense’s partnership with NASA on the Orion spacecraft program. Orion is the space vehicle sending the first woman and next man to the moon as part of NASA’s Artemis missions.

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