Region PMO, Portfolio Manager, Lean Six Sigma Master Black Belt
NOVACES
06.2020 - Current
- Supervises 22 major Navy healthcare organizations through enterprise Portfolio/Project Management, Process Improvement, and Change Management support to both C-level and senior management project teams. Displays strategic leadership, expert project alignment, on-point resource optimization/allocation, and reliance on data-driven decision-making.
- Built and institutionalized a GRGB-aligned enterprise KATA governance and reporting ecosystem, including tasking directives, standardized templates, training, SPIDR dashboard requirements, and executive review cadences; launched a centralized reporting program governing 22 commands, quality-reviewing 70+ initiatives, and briefing select projects at executive Medical Operations Center forums within 5 months, enabling scalable, data-driven portfolio oversight.
- Developed the NAVMED enterprise Project Management Certification Program, delivering the end-to-end certification lifecycle including grading rubrics, project templates, enterprise training, standard operating procedures, marketing materials, and student mentoring across all regions.
- Led the NOVACES–COMFRC CPI Re-Invigoration Initiative - a new company service line business proposal. Conducted deep operational analyses across Fleet Readiness Center – West (FRC-West) and Fleet Readiness Center – East (FRC-East), synthesizing enterprise insights, and reshaping NOVACES’ Naval Aviation CPI market strategy based on company core Lean Six Sigma capabilities with AI support.
- Led the establishment of the first-ever Navy Medicine–Private University Project Management partnership, culminating in a BUMED legal agreement (June 2025) with University of Maryland Global Campus (UMGC), creating enterprise-wide academic credit waivers for military students and driving record enrollment outcomes.
- Directed more than 50 cross-functional medical and ship operation teams (230+ stakeholders) in the planning and execution of the Navy Hospital Ship Platform Standard Operating Procedures (SOP) Redesign Project – a Navy Surgeon General priority. Displayed exceptional executive-level communications acumen with 7 major Navy commands, to execute the complex overhaul and redesign of all 54 shipboard Medical Areas resulting in an operational medical SOP readiness increase of 87% over a 9-month period.
- Designed and executed Navy Hospital Cherry Point’s Occupational Health and Industrial Hygiene Operational Expansion Project to deliver the program transformational restructuring needed to achieve a 3-fold increase in Marine Corps Air Station Cherry Point aircraft maintenance production. Directed 50+ stakeholders (C-level and senior management) from 6 commands to analyze all required process workstreams, accurately project customer demand and recommend manpower and resource phasing resulting in completing 94% of all critical information requirements, successfully moving the project into Phase II execution after 4 months.
- Supervised and managed the initial phase development of a new Navy Command within NMFL – Navy Medical Expeditionary Command Atlantic. Conducted cross-functional collaboration with 75+ senior officers (SMEs) to include the commanding Admiral in the areas of Finance, Manpower, Facilities, Supply, Training, Legal, and Military Operations. Completed Phase I in 9 months with complex purchase of $1.4M in operational medical equipment for the Forward Deployable Preventive Medicine Unit.
- Primary developer and key subject matter expert (SME) of a new Navy-wide Helicopter Medical Evacuation process. Displayed complex problem-solving skills, attention to detail, and a meticulous systems approach in baseline process analysis of 12 Navy hospitals, Navy air-capable ships, and region coordinators to develop a new system using Knowledge Management (KM) SharePoint and process workflow solutions for detailed tracking and performance metric analysis. In a 10-month period, developed 8 new Key Performance Indicators (KPIs) and completed the training and certification for 13 Navy Hospitals and 4 Navy Fleet Areas of Responsibilities. Received Letter of Commendation for outstanding project leadership from the region Admiral.
- Developed a standardized suite of 24 Project Management processes, tools, and templates for the NAVMED enterprise.