Lead the federal enterprise risk management consulting practice, providing Enterprise Risk Management guidance and implementation support to various federal agencies.

Led all financial management, internal controls, contracting, and acquisition management for a federal cabinet-level agency. Led strategic planning for the merger of a new finance and operations organization consisting of 460 persons.

Led policy development and oversight of all fiduciary risk management for approximately $4B of government-to-government development funding worldwide for USAID. Guided the implementation of Enterprise Risk Management at USAID.

Founded a Service Disabled Veteran Owned Small Business (SDVOSB) focused on helping public and private sector organizations successfully lead change through the integration of strategic planning, performance management, cost management, enterprise risk management, organizational change management, and governance.

Led the Financial Management practice within the Federal Consulting Practice. Provided business development support and thought leadership in financial management transformation and enterprise risk management. Also provided oversight, quality assurance, and project management for selected projects.

Helped lead an agency reporting directly to the Deputy Chief Management Officer of the Department of Defense. Responsible for all internal operations, including strategic planning, financial management, budgeting, communications, internal controls, human resources, information technology, security, and facilities.

Responsible for financial leadership of the Department of Labor. Had direct responsibility for upholding strong financial management and accountability while providing timely, accurate, and reliable financial information and enhancing internal control. Tightened the procurement process within the Office of the CFO (OCFO), bringing increased accountability to contractors for quantifiable results. Initiated a strategic planning process for the OCFO, and used the resulting strategic objectives as a launching point for a number of initiatives. One such initiative was the development of a risk-based budgeting process. Also led a comprehensive risk assessment of the organization and instituted programs to manage major risks, such as long-ignored workforce development needs.

Served as engagement director on cost and budget-performance integration projects for Federal agencies, and served as a public sector thought leader in the areas of performance management, cost management, strategic planning, cost-performance integration, and change management. Led Grant Thornton support to the USCG Office of Performance Management and Decision Support to integrate process and performance frameworks across the Coast Guard into a single, unified performance and risk management model. Led a study to recommend changes to cost systems at the US Postal Service in response to the Postal Accountability and Enhancement Act. Led the development and implementation of activity-based costing at NASA's Centers, and provided an agency-wide strategic review of cost systems for the NASA CFO. Facilitated a series of nine week-long sessions for the Undersecretary of Defense for Installations and Environment and gained consensus on installation services outputs, metrics, and performance

Served as the de facto chief financial officer of the Iraqi Ministry of Transportation. Provided procurement and contracting expertise to CPA staff, and provided finance, budgeting, administration, strategic planning and business process advice to the ministry of 40,000 persons. Led analysis of privatization opportunities for the ministry's ten State Owned Enterprises, consisting of 33,000 employees. Managed a $1B budget from multiple sources. Led establishment of a 7,250-member security organization for the Ministry and oversaw security for Baghdad International Airport, Umm Qasr seaport, and approximately 100 other Ministry of Transportation facilities across the country.