Dr. Luwanda Jones

Experience

• 

  US Army

  Sept 1999 - Apr 2006

  I developed, reviewed, coordinated and approved management and acquisition documents prepared by project, program and product managers to meet requirements for Army, joint, and coalition systems. I developed plans and processes necessary to create and implement IT portfolios worth $7B. These efforts created effective procurement standards and processes, ensured IT program offices complied with applicable acquisition processes and procedures, and monitored the quality of the delivered IT services. I managed the award of major, complex, information technology contracts.• Pioneered revolutionary, evolving and complex IT acquisition and governance missions by leading a diverse and interdisciplinary team of military, civilians and contractors in IT-related tasks. • Establish an organizational vision and implementation plan to meet a continuously changing environment. • Devised a structure for effectively managing the Army’s $7B IT budget, by developing an IT governance memorandum, signed by the Secretary of the Army and the Chief of Staff. Show less I networked with Army Departments, including Command, Control, Communications, Computers and IT, concerning the establishment of policies, plans, and guidelines for all acquisitions. I promoted the Army’s strategy for a network-centric, architecture, and knowledge-based force through transformation. I assisted Army staff, functional communities, and subordinate commands with investing the annual $5B IT budget in keeping with Army Campaign Plan vision and strategy. My decisions produced high-quality results by applying technical knowledge, analyzing problems, and calculating risks. • Recognized as a key leader in the development of the commercial satellite communications requirements for the Army’s Combat Service Support community, in order to meet program goals and liaison with multiple networks.• Directed the logistics community’s development of a management strategic plan and analysis of combat support communication requirements, establishing a productive partnership. Show less I provided executive oversight and leadership for 35 validated and funded USTRANSCOM Command, Control, Communications, and Computer Systems (C4S) programs, valued at $300M. I supervised an annual budget of $35M, while managing human, financial, and information resources. I managed and directed work for branch chiefs, government employees, program managers, and contractors. I developed and maintained a plan of action to manage each program and conducted program management reviews.• Played a pivotal role in Operation Enduring Freedom by directing key Command and Control programs to realize initial operating capability, including one valued at $100M. • Managed a $2.7M cost reduction for an Oracle Financial Software License contract by negotiating a discounted General Services Administration price. Show less

  • Division Manager

    Apr 2004 - Apr 2006

  • Deputy Division Manager

    May 2002 - Apr 2004

  • Programs Division Deputy Manager, Program Manager Branch Manager

    Sept 1999 - Apr 2002
• 

  United States Department of Defense

  Jul 2007 - Sept 2010

  Program Program Director, Standard Procurement System

  I provided executive level oversight and leadership for a total lifecycle program worth $768M. This involved leading a team of government and contractor personnel, including acquisition, procurement, and information technology (IT) specialists in developing plans and processes necessary to control, optimize, and leverage the volume of acquisition actions associated with specific IT needs. I implemented strategic planning, budgeting, acquisition, and program requirements requested and performed IT program management, including the design, development, engineering, integration, testing, configuration management, implementation, risk management, quality assurance, and operational fielding of IT systems.• Spearheaded the delivery of two new, functionally critical software releases per year to 350 Service and Defense Agency sites, reducing deployment time by 16 months and developing a master schedule incorporating component constraints. • Achieved Congressional reporting requirements for Iraqi and Afghani contracts and eliminated millions of dollars in unmatched disbursements and duplicate payments by implementing a plan to improve contracting capabilities, minimizing manual processing and enabling electronic disbursement. Show less

• 

  U.S. Department of Veterans Affairs

  Mar 2011 - now

  Deputy Chief Information Officer, Office of Strategic Sourcing

  I provide for the achievement of Standardization, Interoperability, Compatibility and Fiscal Discipline in facilities and acquisitions for the Department of Veteran Affairs. My duties include providing executive level oversight and leadership for the development of plans and processes necessary to control, optimize and leverage the volume of acquisition actions associated with the specific IT needs throughout the Department. I establish and oversee policy, plans and guidelines for acquisitions which represent a significant portion of a $4.1B budget. My responsibilities include the development and implementation of an action plan that is designed to ensure that IT acquisition actions are effectively planned, defined, prioritized, approved, and resourced. I deliver executive leadership and guidance necessary to accomplish planning and directing of systems and service contracts in support of the Department's strategic goals and objectives. I am the executive leader of vital vendor relationship programs responsible for ensuring effective and strategic communication with vendors, in order to communicate enterprise strategies and goals.• Met a commitment to lead a change to shift procurements over a five year period toward small and veteran owned businesses, enabling the awarding of $1.5B in procurements, significantly exceeding goals for both categories. • Developed a Contract Actions tracker, that enabled the budget team to accurately track spending for more than 100 contract actions valued at more than $454M. • Provided collaboration that synchronized the contract and budget information in an automated system, allowing efficient tracking / management, and resolving acquisition and funding issues for more than 90% of the cases.• Participated on a Task Force that reduced office foot print by 194K square feet, creating an efficient work environment with redesigned workspace that met space standards. Show less