Business advisor

Experienced senior-level Program manager with 20+ years of expertise in Government contracting from design through award to management. Expert communicator in written or briefing formats. Strategic Planner that ties plans to executable actions with appropriate metrics. Trusted to lead and manage DoD efforts ranging from 10's of millions to a high of $8.8B. Experienced trainer and facilitator. Cleared for Top Secret Information and granted access to Sensitive Compartmented Information based on a Tier 5 Investigation completed on 6/12/2023.

CORE COMPETENCIES

Contracting with Government | Strategic planning and Execution | Program and Project Management | High-level communications using multiple media | Large group facilitation | Team leadership in a collaborative environment

PROFESSIONAL EXPERIENCE

February 2024–Present | CMC - CraigMadsenConsulting

January 2014–January 2024 | NAVWAR HQ, San Diego CA: Deputy Commander for Acquisition and Program Management

• As a DoD Advanced Program Management qualified leader, managed a portfolio of 60 Acquisition Category (ACAT) and 45 Business Category (BCAT) Programs and 92 Projects for the Navy's Information Technology Systems Command and three affiliated Program Executive Offices. Individually trained and supported 25 Program or Portfolio managers with Program Management tools, techniques and procedures.

• Personally developed key elements of the NAVWAR strategic plan using Operations Research skills to design appropriate metrics and measures. Tracked progress, modified measures as appropriate and trained organizational sub-unit leaders to ensure effective implementation.

• Designed and awarded multiple services contracts executing at the $24M per year level. Designed evaluation criteria, executed or oversaw (as selecting official) technical evaluation teams and financial/cost realism approaches.

• Led information technology efforts bringing program management tools ranging from scheduling (e.g. MS Project) to agile methodology (e.g. JIRA, SAFe®) to work aids (e.g. MS Planner, MS TEAMS) to custom developed applications and dashboards (using Power Apps and Power BI) to both my individual organization and the Program Management community of over 5,000 PM Competency members.

• Ensured compliance with both Title 10 and Title 22 requirements for Security Cooperation and Foreign Military Sales. Secured sensitive biometric data during Afghanistan withdrawal. Managed over $4B portfolio of interactions with foreign nations.

Prior to JAN 2014: NAVWARSYSCOM; PEO C4I; PEO EIS

• Saved the Navy-Marine Corps Intranet (NMCI) Program for the Department of the Navy. Selected as the replacement Navy NMCI Program Manager two years after the program was initiated due to EDS being on the verge of bankruptcy with NMCI failing to field as expected (less than 2,000 total seats at 3 locations of an expected 200,000+ users at 620 locations). I engaged both my local team and Navy Leadership up to the Assistant Secretary of the Navy level with the following results: The immediate FY budget shortfall was identified and succinctly briefed resulting in an increase of $25M in then year funding; the Navy Program Office was restructured creating a field/customer service division; a series of Navy-wide visits and conferences was initiated; an Integrated Support Center was put in place and staffed; Echelon 2-level Flag Meetings were held regularly with supporting metrics for each Echelon 2 activity provided by the PM; and, by the end of my tenure, over 95% of the Navy was operating under NMCI contract management with over 170,000 users physically on line.

• Conducted Technical Evaluation Board work for the follow-on Next Generation Enterprise Network (NGEN). Assigned to the technical evaluation/Source Selection of NGEN, I led a source selection effort requiring six months of 10-12 hour work days including weekends in support of NGEN, a major DoN ACAT 1 level acquisition. The successful award-winning effort included significant interactions with Hewlett Packard Enterprise Services (Prime Contractor). The resultant $1.4B annual program returned $1.64B to Navy over the FYDP –savings available from programmed budget figures and reallocated.

• Resolved design flaws in a fielded Radio-Frequency (RF) data sharing system. An engineering investigation I initiated on the Digital Wide-band Transmission System (DWTS) revealed that the original system was designed for use with a parabolic antenna vice the Omni-directional antenna used in the Navy installation; used vacuum tube technology that had become obsolete; and was designed for land-based communication vice the sea-bounce environment found in maritime fielding. Using a variety of small engineering design firms to prototype antenna improvements resulted in a beam-forming Omni-directional antenna design that minimized interference from sea bounce that was fully deliverable within a single year. A simultaneous focused systems engineering effort aimed at shifting from vacuum tube to transistor technology succeeded and the modernized DWTS was delivered for operational use.

• Completely redesigned the Navy approach to the Theater Medical Information Program (TMIP). Through effective interaction at the Flag level, I brought the BUMED’s Naval Medical Information Command (NMIC) onboard as program supporters, turned the opinion of the OPNAV and Medical sponsors into one of support, and effectively changed direction of the Joint Program to ensure Naval needs were met. Initiating a series of meetings with Army and Air Force PM’s, I drafted a co-signed letter to the Joint TMIP PM resulting in TMIP-J programmatic changes. Included was a resource-based time-phasing of appropriate technology and a measured test plan that allowed assured development without compromising patient care. All Fleet Surgeon Generals explicitly endorsed the resulting efforts.

• Restructured the NAVWAR Engineering Department to meet emergent Information Technology Technical Authority requirements. As the Chief of Staff for the 135 government/210 support contractor Headquarters element, served as the action officer for a reorganization effort that resulted in the realignment of 3 Senior Executive Service billets to identify appropriate technical interfaces, implement appropriate warranting authority, and oversee Platform C4I certification.