J Albright

Arlington, VA – 22210 – 217.840.5304 – joa@j-rho.com

INTRODUCTION

Strategic thought leader with history of success in cloud, network implementation, enterprise applications,
strategic planning, technology direction, design, delivery, and implementation. Skilled in aligning end-user
needs with long-term resolutions to complex IT challenges. Track record of success. Proven change agent,
repeated success in driving efficiency and reducing total cost of ownership (TCO). Hands on technology
leader with a blend of business and technology competencies and expertise to navigate and influence C-level
management across business and IT. Accomplished communicator skilled in building and strengthening
relationships across functions to drive cohesive, strategic operations.

TECHNICAL SKILLS

Programming
Languages: Microsoft (MS) C#, Visual Basic (VB), Java, and Basic
Cloud: Amazon Web Services Cloud, MS Azure Cloud, Dropbox, OneDrive, Google
Drive, Box
Virtualization: VMWare ESX, vSphere, MS Hyper-V
CMS: Drupal, Word Press, and Joomla Content Management Systems (CMS)
Web Services: MS IIS and Apache
Applications: MS Office Suite 4 to Office 365/2019, MS Visio, Teams, OneNote, Access 2019,
SharePoint 2007 to 2016, SharePoint Online, WordPerfect v3.0 to x7
Systems/ Windows 2.0 to 11, Windows Server 3.5 NT to 2022, Exchange 5.5 to 2019, SQL
Servers: Server 2000 to 2016.
Scripting: PowerShell and DOS
Networking: Wireshark Network Analyzer, TCP/IP, DNS, FTP, DHCP, DNS, SMTP, TDP,
Cisco Routers, Firewalls, Switches, IPS, VPN, SonicWALL Firewalls, IPS, SSL
VPN
Google Analytics Reporting and Analysis
Telephony: Avaya Phone Systems, Polycom Telephone and Video Conference
Dev/Support Atlassian JIRA, Confluence, Gemini, ServiceNow using PPM, Project Financials,
Tracking: Reporting and Dashboards, Resource Management, Demand Management, Agile
and Test Management modules, Azure DevOps/TFS Server, and Zendesk.
Collaboration MS Teams, WebEx, GoToMeeting, GoToWebinar, GoToAssist, and
Services: GoToTraining
Other: Backup Recovery: e-Vault, Ultrabac, BackupExec. Threat Endpoint Solutions:
TrendMicro and Symantec. Remote Services: GoToAssist, Remote Desktop,
Citrix.

PROFESSIONAL EXPERIENCE

Deputy Program Manager / Lead Project Manager 10/2020 – Present

iTech AG, LLC, Contractor for DOJ Executive Office for Immigration Review (EOIR)
5107 Leesburg Pike, Suite 2400. Falls Church, VA 22041 Annual Salary: $148500
Government Supervisor: Joseph Roby, PMO Chief/COR, (571) 451-4656 40 hours per week

Contracted as the Team Lead for the EOIR Program Management Office (PMO), Quality Assurance (QA),
Governance, and Technology Business Management (TBM) task areas with a focus on managing IT
portfolios, programs, projects, and related staff across the Office of Information Technology (OIT)
Directorates.

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 J Albright
Arlington, VA – 22210 – 217.840.5304 – joa@j-rho.com

 Provide direction to teams and staff by advising, planning, coordination, and administration of
information technology (IT) programs and projects across the EOIR enterprise.
 Lead effective practices to develop and implement project management processes, tools, templates,
activities, documentation, and infrastructure.
 Lead portfolio and program management with a focus on costs, schedules, resources, and releases.
 Deep understanding of the EOIR OIT PMO policies and practices along with a thorough attention to detail
when performing work and conscientious about projects status and performance.
 Support COR, Program Managers and OIT Directors to assess needs, provide data or direct assistance,
resolve pain points, and set expectations.
 Leverage experience in the IT and Federal space to deliver relevant current and emerging technology
ideas, recommendations on work products and services to increase value. Ensure quality products and
services across EOIR components.
 Regularly review and highlight actionable financial, development, and key KPI to EOIR OIT leadership
using a variety of formats. Develop and present key briefings to EOIR component leadership.
 Experience in designing and developing project status dashboards and Interactive analysis using the
Service Now PPM, Demand, Agile and Test modules to increase visibility and data driven metric.
 Identified problems early in the project lifecycle allowing for failing fast prototypes and use sound
judgment to generate and evaluate alternatives and recommendations.

KEY ACCOMPLISHMENTS:

Program Manager, Service Improvement Program (SIP) Implementation – 3/21 until Present.

OIT lacked a process and means to identify, score, monitor, prioritize, and track the status of service
improvements across the four OIT Directorates: Software Development, Enterprise Solutions,
Governance and Knowledge, and Operations.

 The initial reaction to implementing the program had strong resistance from staff and overall
organizational culture. To address these blockers, I took a very informal and 1:1 approach to
engage leadership and key stakeholders to address their concerns while incorporating feedback in
the SIP processes.
 With feedback from stakeholders, I was able to build out multiple tracking tool and scorecard
examples to support the SIP process and explain the value of the program. Over time, I simplified
the delivery pipeline and scorecard tracking tools to a few data points which increased
understanding and eased concerns about the level of effort to manage these priorities.
 As the new SIP program was being discussed, I change the communication and messaging for
how the SIP would function and work. I paid special attention to key areas of concern: a
perceived overreach and oversight by the program and unilateral allocation of existing program
resources. These two areas of concerns were addressed with specific messaging and
documentation to alleviate the concern by leadership and allow for the adoption of the program

Results: After several years of multiple attempts to stand up a SIP program, OIT leadership
approved the charter for the program to move forward. We also identified the first set of
improvements areas: DevSecOps Implementation and Service Management across OIT with little to
no resistance. On the contrary, folks are asking for a higher level of visibility and funding for the
program moving forward.

Lead Project Manager / Program Manager 06/2019 – 10/2020

Citizant, Inc., Contractor for DOJ EOIR

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 J Albright
Arlington, VA – 22210 – 217.840.5304 – joa@j-rho.com

5107 Leesburg Pike, Suite 2400. Falls Church, VA 22041 Annual Salary: $135000
Government Supervisor: Balaji Kalyan, PMO Chief, (703) 606-7219 40 hours per week

Responsible for leading the project management team with a focus on configuration management, managing
software development and operations high priority projects, and coordinate PM support. Concurrent projects
were successfully delivered while adhering to changing agency practices and leadership. Effectively
developed client relationships to foster continued confidence.

 Successfully delivered long term multi-million-dollar projects

 Prepared and briefed client executives and stakeholders
 Translated the big picture into detailed actions for execution across teams
 Lead multiple teams in support of achieving project objectives and deliverables
 Built client relationships to evolve into a trusted liaison role
 Conducted monitoring and controlling expenses against planned scheduled costs
 Delivered ongoing status reporting covering: project schedules, risks/issues, costs, scope changes and
resource needs while teaming with key personnel.
 Assessed risks and identified mitigation strategies to prevent issues
 Onboarded and trained new Project Managers and PMO team members

KEY ACCOMPLISHMENTS:

Lead Project Manager, Attorney General Honors Program Tracking System Project Agile
Implementation - 5/20 until 09/20.

With the recent departure of a project manager, I took on the implementation of a tracking system to
centralize document management for the program, reduce duplicative work, and reduce the amount
of email communication across the candidates, advisors, and program staff.

 I took the radical approach (by the team at the time) to move away from a waterfall approach to
the project and work. I implemented a SCRUM agile implementation to develop the tracking
system using agile best practices, promoting agile and lean principles, and created a safe
environment to promote an agile mindset across team. Also, acted as a mentor and coaching to
the team members and stakeholders.
 I encouraged regular engagement and discussion with the development team and stakeholders to
communicate priorities and design requirements. Allow for ongoing agile spikes with failures to
iterate through for the best design without negative feedback or blame.
 Conducted regular retrospectives to identify blockers and problems. Facilitated problem solving
sessions to reduce impediments within the process and team. Encouraged different opinions and
views to strengthen the services and solution developed for the program

Results: By using an agile implementation for the project, stakeholders and teams were able to
exceed the original defined scope (70% planned; 85% actual). While there was strong resistance to
the change in IT project management methodology at first, the teams were able to adopt and adaptive
to an agile way of doing working together. In the final lessons learned of the project, the team
consensus was that a SCUM approach provides a safe place to perform (and fail) while ensuring high
value and critical features were addressed first; they should be being using this approach sooner; and,
they learned a new way to work together which greatly improved communication and collaboration.

Technology Consultant 02/2018 - 06/2019

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 J Albright
Arlington, VA – 22210 – 217.840.5304 – joa@j-rho.com

J-Rho Consulting
PO Box 101315, Arlington, VA 22210 Annual Salary: $137000
Self-Employed, Owner 40 hours per week

Principal strategist and technology consultant providing direction to small businesses on technology products
and services aimed at improving efficiency and productivity while reducing costs. Focus areas include
network implementation, application and database development, system security design and support. Engage
with executive leadership and IT teams to develop yearly business plans for the enterprise IT Services.

 Delivered custom cloud and network solutions using Microsoft products, software and services for Child
Care organizations resulting in increased productivity within teams and reduced long term network
overhead and administration.
 Led multiple network infrastructure projects including wiring, switches, firewall, routers, configuring
network servers, file and print services, www services, SMTP mail services, FTP services, and remote
network access; implemented internet routers, firewall securities and virtual private networks.
 Project managed the design and development of custom office automation systems and database services.
Senior IT Director 10/2016 – 02/2018
ICF International, Inc., Contractor for Health and Human Services (HHS), Administration for Children
and Families (ACF), Office of Child Care (OCC)
9300 Lee Highway, Fairfax, VA 22031 Annual Salary: $145000
Government Supervisor: Paula Bendl-Smith, COR, (202) 401-5616 40 hours per week

Directed numerous concurrent technology projects for key clients including application management,
development, and implementation in line with aggressive timeline, quality and business requirements
following agile methodology. Subject matter expert to the senior executives, cross functional teams, and
business stakeholders. Defined the project scopes, controls, estimating, planning, scheduling, business
requirements analysis, and overseeing the development, testing, integration, and implementation. Managed a
team of 21 IT consultants and an annual operating budget of $3.2 million.

 Directed end-to-end project lifecycle of ChildCare.gov for the Office of Child Care from concept, design,
development, testing to launch and daily update of data from across 56 states and territories.
 Managed the ongoing maintenance of web applications and IT assets for four national centers supporting
the Early Childhood Training and Technical Assistance System (ECTTAS) for the Office of Child Care
(OCC).
 Trained internal and client technical teams on Hybrid Agile Product Owner and Agile Scrum Master
duties.
 Led the change management board (CMB) and monitored the deliverables against the change
management plan and charter.
 Led the post-deployment customer journey from coaching customers on the strategic direction, user
training, software benefits and upgrades focusing on customer satisfaction and increasing the customer’s
return on investment (ROI).
 Analyzed network and website key performance indicators, identified, and resolved potential risks,
provided recommendations for improvement.

KEY ACCOMPLISHMENTS:

Program Director, Creating Data Standards for Child Care Collection and Reporting. 10/16
until 12/17.

While there was data collection from the states and territories for child care fee assistance, the
reporting was very specific to each state and focused on federal reporting for child care fee

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Arlington, VA – 22210 – 217.840.5304 – joa@j-rho.com

assistance. OCC wanted to provide an online portal for families with a one stop shop to locate child
care services. At the time, there were no standards to collect these types of data and common
definitions for the data to be able to roll up the data for child care sites, availability, type of care, and
quality indicators on a national level.

 Pulled together a pilot set of states and territories (9) to research the available data set and
identify the gaps across child care systems. This identified an initial set of fields, data detentions,
and standards which was published for feedback from the child care community.
 To prepare for such a large and regular data collection, I defined several technical approaches to
allow for ongoing data submission(s) and updates using multiple formats, such as CSV files and
Application Programming Interface (API).
 One difficult aspect was collecting quality indicators and rating across the states and territories
(9) and align them in a common way as each state has their own child care business regulations
and details. I worked out a standard which allow the quality data to be roll up for display and
usage on the website.

Results: Taken together, we were able to pilot and provide data that 65% of the states and territories
were able to participate and contribute in the child care data collection. After three years, we found
90% would be able to participate and contribute to the program. We were able to research, pilot, and
test our assumptions using the data standards we developed and levering the technical approaches
defined for implementation. Long term, a major outcome of the work was to publish data standards
for child care as baseline for states at different levels of implementation.

IT Expert / Project Manager / Program Analyst, GS-2210-15 05/2015 – 10/2016

Federal Employee, HHS, ACF, OCC
330 C Street, S.W., Washington, D.C. 20201 Annual Salary: $139500
Government Supervisor: Rachel Schumacher, Director, (202) 401-5308 40 hours per week

Expert IT technical advisor to Office of Child Care (OCC) and Office of Head Start (OHS) along
Administration for Children and Families (ACF) leadership. Provided technical direction on designing and
implementing user-friendly IT solutions to reduce overheads and increase data accuracy. Prepared RFI’s and
SOW’s as per acquisition management policies and cost-benefit analysis principles to achieve long term
technology goals with the aim of improving reporting and automation and reducing the overall costs.

 Provided direct technical support to users through training, webinars, user guides, and one on one support
calls resulting in the successful adoption of new IT solutions across the organization.
 Defined the project scope, project controls, estimating, planning, scheduling, business requirements
analysis, and oversaw the development, testing, integration, and implementation of multiple systems
including custom applications, data collection applications, web-based content management system, and
unified technical assistance website.
 Led the federal contractors through project management lifecycle for multiple data reporting systems
(ACF-700, ACF-800/801 and ACF 118 data collection systems) and ensured the projects aligned with
program regulations.

Chief of Information Technology (CIT) and Data Innovation 06/2007 – 04/2015

Child Care Aware of America (CCAoA)
1515 North Courthouse Road, Arlington, VA 22201 Annual Salary: $174500
Supervisor: Lynette Fraga, CEO, Phone: (703) 341-4194 40 hours per week

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 J Albright
Arlington, VA – 22210 – 217.840.5304 – joa@j-rho.com

Directed successful initiatives optimizing processes, resources, saving time and ensuring projects are
delivered with zero cost and time overruns. Provided technology direction and strategic planning for all
technology areas including internet web systems, network operations, application development and data
series. Managed a team of 24 staff, oversaw an annual operating budget of $2.9 million. Ensured exceptional
service to national partners, state network and local affiliates ensuring optimal performance of servers and
applications through timely technology updates and enhancements. Enabled data sharing options and provided
support of internal systems to third-party vendors and partners.

EDUCATION, CERTIFICATIONS, TRAINING & SECURITY CLEARANCES, AWARDS

Education
 Master of Business Administration, Excelsior College, 2022 (expected completion)
 Liberal Arts, Bachelor of Science, Regents College, 2001

Certifications and Training

 Certified SAFe® Program Consultant (v5.1)
 Certified Technology Business Management (TBM) Executive Foundation Certification
 Service Now: Certified System Administrator (CSA)
 Advanced Certified ScrumMaster (A-CSM)
 PMI Agile Certified Practitioner (PMI-ACP)
 PMI Project Management Professional (PMP)
 ITIL Foundations, v4 Certified
 ITIL v3 Practitioner Certified
 ITIL Foundations, v3 Certified
 Microsoft Certified System Engineer + Internet (MCSE+I, 2000, 2003)
 Microsoft Certified Professional (MCP)
 Master Certified Novell Engineer (MCNE 4.x, 5.x)
 Certified Novell Engineer (CNE 3.x, 4.x, 5.x)
 Cisco Certified Network Associate (CCNA)
 Cisco Certified Design Associate (CCDA)
 CompTIA Security+
 CompTIA Network+
 CompTIA A+

Security Clearance
 Public Trust, DHS, Pending
 Public Trust, DOJ, Active
 Public Trust, HHS, Inactive

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