Portfolio

Selected projects demonstrating my approach: embed with the team, build visibility, and leave behind systems that last.

Operation Warp Speed - COVID-19 Vaccine Monitoring

Role: Primary U.S. Point of Contact / Product Owner Client: U.S. Government (HHS/DoD) via Controlant Duration: 2020-2023 Contract Value: $20M+ annually

Problem

The U.S. Government needed real-time monitoring of every Pfizer COVID-19 vaccine box in the country. Controlant had the technology but no U.S. presence or government contracting experience.

What I Did

• Primary liaison between Controlant (Iceland) and U.S. Government stakeholders
• Product owner translating USG requirements to development team
• Built and led the U.S. operations team from scratch
• Managed contract administration: CPARS, DoD payment collection, HHS COR relationship
• Operated weekly scrum cadence for requirements, testing, and change control

Results

• Successful monitoring of every Pfizer COVID-19 vaccine box in the United States
• Contract value increased 37.5% in one year
• Scaled to national operations with a 4-person team through templating and automation
• Letter of Commendation from General Gustave Perna
• Recognition from President Biden

Phin Security - Financial Systems Rebuild

Role: Director of Operations Company: Phin Security, Inc (Seed-stage cybersecurity startup) Duration: 2024-2025

Problem

Four disconnected financial systems (Quickbooks, Chargebee, Hubspot, internal database) with no integration. Three different billing methods. Books took 2+ months to reconcile. No accurate revenue, churn, or growth data.

What I Did

• Mapped data flows across all systems, identified discrepancies
• Built standardized reconciliation process
• Created Python automation scripts for data extraction
• Built Looker Studio dashboards for real-time financial reporting

Results

Data revealed broken pricing structure and first-90-day churn as primary growth obstacles, enabling strategic decisions.

WAPA - FTE Reallocation Decision Process

Role: Contract Lead / Project Manager Client: Western Area Power Administration (Department of Energy) Duration: 2020

Problem

Congress sets a fixed FTE cap. Every new hire requires losing an existing position. No transparent way to make these decisions, creating conflict for every vacancy.

What I Did

• Interviewed leadership across divisions to understand pain points
• Designed multi-stage decision process: standardized intake, manager endorsement, group review with ranked-choice voting, final approval with cost estimates
• Ran simulations with historical data to validate the process
• Trained managers and facilitated initial rounds

Results

• Framework adopted organization-wide for all FTE hiring decisions
• Still in use today
• Reduced conflict through transparent, consistent criteria

TPN - Congressional Ethics Automation

Role: U.S. Director Organization: Transatlantic Policy Network (NGO) Duration: 2025-Present

Problem

Congressional ethics package submissions took 30+ days with outside support. Each event involving Members of Congress required detailed itineraries, cost breakdowns, and multiple approvals.

What I Did

• Mapped the complete ethics submission workflow
• Created reusable templates for common submission types
• Built AI workflows (Claude Code) to draft initial submissions
• Integrated with Notion for event tracking

Results

Talent Tracker - DOJ Criminal Division

Role: Project Manager / Business Analyst Client: U.S. Department of Justice, Criminal Division Duration: 2015-2018 Recognition: 2016 DOJ Innovation Award

Problem

Attorney hiring took 1-2 years due to background investigation delays. Candidates accepted other positions before being cleared. Previous contractor team spent months on requirements gathering without delivering a solution.

What I Did

• Investigated root causes: discovered inaccessible inboxes, poor handoff documentation
• Used agile principles (rapid prototyping, stakeholder testing) instead of traditional requirements gathering
• Built candidate tracking system (“Domino’s pizza tracker” style) with status, timelines, and alerts
• Documented complete process in Business Process Model and Notation (BPMN 2.0)

Results

• Background clearance times reduced from 1-2 years to under 90 days
• Won 2016 DOJ Innovation Award
• Contract saved and grew to company’s largest

Hanover Research - Revenue Operations Function

Role: Business Research Manager (created the role) Company: Hanover Research Duration: 2012-2015

Problem

Sales reps lacked research expertise to scope projects. Researchers were pulled into sales support, reducing capacity. Long sales cycles (120 days) and low conversion rates (7%).

What I Did

• Created the Business Research Manager function: sales engineer available to sales team
• Built process, methodology, and templates for sales engineering
• Grew team from 1 to 4
• Designed 90-day training curriculum with SMART outcomes and assessments

Results

Researchers freed to focus on research. Consistent proposal quality across sales team.