Experience

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  Los alamos technical associates inc.

  Jan 1989 - Jun 1998

  Task manager

  o Responsibilities as a Task Manager included the quality assurance, validation, reduction, and statistical and comparative analysis of all data from Facility Investigation sampling activities; budgeting and cost containment; and significant contribution, coordination, and supervision in the preparation of regulatory deliverables including negotiations with the regulatory authorities on the approval of those documents.o As the Program Manager for the Environmental Restoration Section, I supervised and managed a team of 20 people. Conceptualized and directed the development of numerous improvements in data processing, analysis, and reporting procedures resulting in manpower savings for the Project.o Provided geotechnical support to Sandia National Laboratories (SNL) Technical Projects Division for the Yucca Mountain Project (YMP) developing technical information for the Reference Information Base (RIB), which was derived from multiple geotechnical and engineering centers of expertise.o Certified quality assurance (QA) lead auditor in accordance with NQA-1 standards, obtained a YMP Lead Auditor certification, and conducted numerous QA audits and surveillances as an auditor, a lead auditor, and a technical specialist. Developed a quality assurance program for the Omega West Reactor Facility at LANL. Show less

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  Los alamos national laboratory

  Jun 1998 - Jul 2010

  Program Manager for Strategy and Integration for the Environmental Management (EM) Programs; responsible for strategic planning and for improving effectiveness and efficiency of the Programs. Responsibilities and accomplishments:o Baseline performance and earned value management system (EVMS) reporting to the Department of Energy (DOE), monitoring of overall lifecycle project performance and progress, preparing and delivering oral and written communications about project management and performance to DOE Headquarters, public stakeholders, and Bechtel Corporation upper management.o Led the development and validation of the LANL EM Program Integrated baseline; a $2B dollar baseline with over 15,000 activities. The baseline included the scope, cost, and schedule of the Program, the Project Execution Plan (PEP), Risk Management Plan, and project management and controls procedures.o Formulation of budget requests to DOE Headquarters, congressional requests, data calls, and responding and preparing presentations to Headquarters pertaining to budgets, compliance, project status, accomplishments, and completion of milestones. In charge of the prioritization of work and preparation of annual work plans (~ $250M of scope/yr).o Led a team that successfully obtained $212M of American Recovery and Re-Investment Act funding for cleanup at LANL. Show less Responsible for the implementation of the cleanup work at priority sites within Los Alamos; represented the Program in Legacy Waste Sites discussions, regulatory and technical issues, and other programmatic actions with DOE EM, New Mexico Environment Department (NMED), stakeholders, and National Nuclear Security Administration (NNSA). Responsibilities included:o Technical lead for the Program during the Baseline Reviews conducted by internal and external independent parties. Subject of the reviews was the cost, schedule, and technical scope components as well as baseline documentation per DOE order 413.3 including Project Execution Plan, Risk Management Plan, and project management and controls procedures. Represented the Program in discussion (meetings, teleconferences, presentations, and reviews) with DOE LASO and HQ (EM and NNSA) associated with formulation and validation of the baseline. Key member for the preparation of Program information for budget requests, data calls, congressional requests, and quarterly project status reviews.o Led a team that negotiated the Project’s schedule of deliverables in a Consent Order with NMED. This required going through several iterations of baseline constraining and planning. The challenge in negotiating a schedule of deliverables was prioritizing the scope and sequencing the schedule to meet many requirements: the Project Management Plan (PMP), DOE funding targets, completion of all EM activities at LANL by 2015, and NMED’s priorities.o Responsible for the execution of work within the Corrective Actions Program, a ~$40M/yr Program. Ensured that the work was executed safely, on budget and schedule. Managed a team of over 100 people. Responsible for the planning, staffing, and contracting for the Program. Prioritized Program work to balance the requirements of the NMED Consent order, funding targets, and other priorities. Show less

  • Program Manager for Strategy and Integration

    Jun 2006 - Jul 2010

  • Program Manager for Corrective Actions (LANL, University of California)

    Jun 1998 - May 2006
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  Bechtel corporation

  Aug 2010 - Jul 2013

  Project manager

  Commercial Manager (April 2013 – July 2013) for the Escondida Water Supply (EWS) Interim to Execution Phase. Responsible for Finance and Accounting, Human Resources, Publications, Contracts, and Program Management activities including Project Execution Plan preparation, and Key Activities for Successful Execution (KASE) process for the Project. Deputy Project Manager (Jan 2012 – March 2013) for the EWS Definition Phase Study (detailed engineering phase). Responsible for ensuring the development of engineering, contracts and procurement strategies, Project Execution Planning, and schedule and capital project estimate development. The project involved integrating work from three Bechtel Global Business Units (M&M, OG&C, and Power) and a client Third Party Contractor (Black and Veatch). After Definition Phase, this Project was approved by the client and moved on to Execution Phase, a project worth $3.4B dollars.Project Manager (PM) for the Selection Phase Study Group [SPSG] (Mar 2011 – Jan 2012). Responsible for the study execution of the Spence Hypogene and Escondida Bioleach Pad Expansion IV Projects. Responsible for establishing an integrated organization with shared resources to support all SPSG Projects. Facilitated the development, communication, implementation, update and continual use of the Project Execution Plan. Responsible for monitoring and controlling contractual commitments to ensure work performance in accordance with the terms of the contract. Principal contact for the project scope of work with Customers and Bechtel management.Project Manager assisting BHPB on EWS Identification Phase Study Report. Worked with BHPB client team to identify the tradeoff studies to be completed during the Selection Phase of the Project. Completed the preparation of documents for the Identification Study Report, a high level schedule for all Project Phases, and a detailed schedule and cost estimate for the Study Phase (alternatives engineering analysis). Show less

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  Los alamos national laboratory

  Aug 2013 - Dec 2023

  I managed the Weapons Facilities and Operations (WFO) portfolio for the Weapons Infrastructure Program Office (WIPO). I was part of a team that planned and oversaw the work necessary to maintain and operate the infrastructure for the Weapons Engineering Programs at Los Alamos National Laboratory (LANL). Responsible for the planning and management of a $160M annual budget. My responsibilities included leading the long term and short-term planning for infrastructure upgrades, programming of budgets for operations and maintenance of over 750 facilities and preparing the requests to the government for the budgets. Interfaced with NNSA stakeholders and customers and LANL program and line management organizations and provided program and project management oversight as work was executed. Show less Project Manager for the Exascale Class Computer Cooling Equipment (ECCCE) Project, a $55M capital line item project at Los Alamos National Laboratory (LANL). The scope of the project was the installation of a warm water cooling system to provide infrastructure needed for the next generation supercomputers at LANL. I led a team of professionals through the development and approval of the Critical Decision (CD) package for the project, as well as initiation, execution, and closure of the Project. As a Capital Line Item, the project had very stringent reporting requirements with a very formal and rigorous Earned Value Management System (EVMS) compliant with the Department of Energy (DOE) Order 413.3. The project completed ahead of schedule and under budget. The project team was recipient of a Distinguished Performance Award for the successful and excellent execution of this project. Project Execution started in April of 2018 and completed in May of 2020. Show less Program Manager for Environmental Management (EM) Transition for the Associate Directorate of Environmental Management (ADEM). I was part of the transition team that prepared Los Alamos National Security (LANS) for transition of the EM work at LANL to another prime-contractor. I worked with the LANS Transition Manager to lead six teams comprised of personnel from several organizations at LANL including Project Management, Management of Functions, Environment Safety and Health, Nuclear High Hazard Operations, Business, Legal Counsel, Chief Financial Officer, and Mission Assurance, Security, and Emergency Response. The teams successfully worked to identify potential interfaces with the new contractor, to develop, and to obtain LANL’s management approval on the negotiating positions for those interfaces. Show less Project Manager for the RANT Seismic Upgrades Project ($10M Project). Led an integrated project team (IPT) of professionals working on detailed engineering design, development of schedule, and an estimate for construction. The IPT worked to identify risks, devise contingency plans, mitigate potential impacts from the risks, develop design alternatives, and find cost savings; the team also developed contracting documents, issued request for proposal and selected the successful bidder. The IPT found alternatives for utilities, roof structural design, and for other construction options that reduced potential cost increases resulting from seismic code changes and requirements. A factor in the success of the project was effective communications with the internal Weapons Program sponsor, the Project Management and the Environmental Management organizations, Engineering, and the leads of functions. Show less I was responsible for strategic planning (scope, cost, schedule, and risk mitigation), and to support successful execution of the Los Alamos Legacy Cleanup Bridge Contract (LCBC). I was part of the team that successfully negotiated fair terms and conditions and a performance evaluation management plan (PEMP) for the Contract with the Department of Energy. In this function, I also lead the project controls team responsible for the earned value management system (EVMS) and reporting for the Program. Other major accomplishments included the development and validation of the LANL EM Program baseline. The lifecycle baseline for the program was a $2 billion dollar baseline with over 15,000 activities; the effort included development of a cost estimate, detailed schedules, and baseline documents including a project management plan, risk management plan, detailed scope descriptions and other baseline documents. Show less

  • Guest Scientist

    Dec 2022 - Dec 2023

  • Program Manager

    Feb 2020 - Jan 2023

  • Project Manager

    Sept 2017 - May 2020

  • Program Manager with Environmental Management Transition Team

    Apr 2016 - Mar 2018

  • Project Manager RANT Project

    Jun 2016 - Jan 2018

  • Program Manager Strategy and Planning

    Aug 2013 - Mar 2016
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  Space nuclear power corporation

  Jan 2024 - now

  Project manager

  Project Manager for Space Nuclear Power Corporation (SpaceNukes), an emerging company focused on design and build of small space nuclear reactors. SpaceNukes teamed with Lockheed Martin Corporation and BWX Technologies for the Space Force/Air Force JETSON project. Learn more at www.spacenukes.com