Professional Experience

Administrative offices of the US Courts
Upon assuming the role of Application Support Manager, I encountered teams that were disengaged and under performing. To address this, I conducted individual off-site meetings to build trust and understand each member's strengths. I realigned roles to better match individual interests and introduced flexible work arrangements, including one remote day and one paid Friday off per month. Within a month, noticeable improvements emerged: increased collaboration, proactive engagement, and positive recognition from other departments. This cultural transformation laid the groundwork for sustained productivity and cross-functional cooperation.

National Democratic Institute
The launching AWS Cloud EC2 instances was taking hours (instead of minutes) and often required manual adjustments to meet production standards. The process lacked documentation, and team members relied on ad hoc methods. I designed and built a production-ready AMI, tested it extensively, and developed a detailed SOP to support repeatable, hands-free deployments. Once approved, this solution became the foundation for 15+ additional SOPs covering pipelines, Linux configuration, and cloud automation — significantly improving consistency and reducing deployment time.

United States Department of Agriculture
While supporting USDA on a project led by DHS and CISA, I stepped in to lead a critical Elastic Dashboard deployment that had stalled. I partnered with the existing project lead, offering mentorship, delivery structure, and technical guidance without disrupting team dynamics. By unblocking key dependencies and realigning priorities, we delivered the solution on schedule — preserving stakeholder confidence and avoiding an estimated $2M in cost overruns.

Administrative offices of the US Courts

After identifying challenges in the delivery cycle, I worked with the development and application support teams to improve how updates and fixes were managed. By introducing a DevOps model — separating fixes from feature releases, ensuring Git discipline, and implementing structured change control in JIRA — we created a more manageable, transparent workflow.

These adjustments led to consistent, small wins that boosted team morale and built momentum. Updates were delivered more reliably, and customers quickly saw the value. The effort ultimately laid the foundation for transitioning the team into an Agile, CI/CD framework.

Fannie Mae

Upon assuming the IT Supervisor role, I identified significant security and software update gaps. Discussions with the team revealed that inconsistent processes and a history of top-down management had led to hesitancy in taking initiative. I led the development and implementation of an automated patching solution using an enterprise-grade configuration and automation tool (BladeLogic). This eliminated the need for after-hours work and travel for updates. Within a month, all outstanding security updates were applied, shifting audit scores from red to green and restoring compliance and confidence in the team's capabilities.