Thirty-nine projects. Twenty-three clients. Thirteen years.
Federal, state, municipal and county government. Six are written up in full below; every engagement is listed in the record underneath. Client identities are anonymized.
39 Projects delivered
23 Public sector clients
13 Years of practice
Select case studies
Transit Authority
A $100MM PeopleSoft upgrade, delivered on time and on budget.
Embedded functional and technical experts as peers to the authority's executive leadership, giving unbiased assessments on a four-workstream ERP program while there was still time to act on them.
IV&V / QA
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Early Education Agency
Thirty-five applications reduced to five.
An IT strategic plan built backwards from a newly set five-year business strategy — rationalizing the application estate, collapsing ten identity systems into one, and settling governance across three agencies.
Technology Consulting
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Housing Authority
Eight hundred requirements to retire three mainframes.
Reengineered public and leased housing operations end to end, then captured the requirements needed to move off three legacy mainframe applications — improving auditability and HUD compliance in the process.
Business Transformation
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Parks Department
Centralize or decentralize — answered with evidence, not opinion.
Thirty interviews from the COO down to foresters in the field, and a data model of what each organizational option would actually do to operations, budget, assets and headcount.
Strategic Planning
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Social Services Agency
A staffing model for SNAP, built from stopwatch data rather than estimates.
Ride-alongs to time real processes, legacy systems scraped for volume data, and a scenario model that let the agency see what any staffing change would actually cost before making it.
Business Transformation
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Education Office
Thirty solutions across twenty-six states, benchmarked before a dollar was committed.
Rather than write an RFP and hope, we mapped what every comparable state had actually bought, what it cost them, and how long it took — then built a procurement strategy around the answer.
Technology Consulting
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The complete record
Capability Sector
Showing all 39 engagements.
| Capability | Engagement | Client | When |
|---|---|---|---|
| IV&V / QA | IV&V of Workday implementation for HR, Finance and Procurement | State Financial Services Agency | 2023 – present |
| IV&V / QA | IV&V of custom development for professions licensing | State Education Department | 2022 – present |
| Surge capacity | Provided over 200 claims processors for the Emergency Rental Assistance Program (ERAP), COVID-19 relief | State Budget Office | 2022 – present |
| IV&V / QA | IV&V of PeopleSoft upgrade for HR, Finance, Procurement and Pension | Transit Authority | 2016 – present |
| Technology Consulting | System and business process requirements gathering for Forestry system modernization to Salesforce | Parks Department | 2023 |
| Technology Consulting | Application landscape analysis to replace Educator Licensing and Renewal application with a COTS product | Education Office | 2022 |
| Technology Consulting | System requirements gathering for COVID-19 reimbursement applicant portal | State Emergency Management Agency | 2022 |
| Technology Consulting | Application landscape analysis to replace AS400 mainframe with Yardi or competitor | Housing Authority | 2021 |
| Technology Consulting | System requirements gathering for a Coordinated Access Model to improve delivery of behavioral health services | County Health Department | 2021 |
| Technology Consulting | IT strategic plan and roadmap for application rationalization, new application development, data migration and IT governance | Early Education Agency | 2020 – 2021 |
| Business Transformation | Digitization strategy and execution plan for paper record backlog | Housing Authority | 2020 |
| Program Management | Joint application design and project management of Siebel modernization | Housing Authority | 2020 |
| Technology Consulting | Application landscape analysis to replace financial reimbursement / grant management application with Salesforce or competitor | State Department of Transportation | 2020 |
| Strategic Planning | Forestry organizational assessment — centralization vs. decentralization | Parks Department | 2019 – 2020 |
| IV&V / QA | IV&V of Siebel modernization for Public Housing and Leased Housing | Housing Authority | 2019 |
| Business Transformation | Operational staffing model for two new facilities under 'Raise the Age' legislation | Youth Justice Agency | 2019 |
| Technology Consulting | System and business process requirements gathering for rolling asset management, potential standardization to AssetWorks | State Transportation Agency | 2019 |
| Technology Consulting | System and business process requirements gathering for rolling asset management, potential standardization to AssetWorks | State Corrections Department | 2019 |
| Technology Consulting | System and business process requirements gathering for rolling asset management, potential standardization to AssetWorks | State Police Department | 2019 |
| Technology Consulting | System and business process requirements gathering for rolling asset management, potential standardization to AssetWorks | State Toll Authority | 2019 |
| Technology Consulting | Modernization of a comprehensive eligibility system, integrating Medicare, Medicaid and social welfare benefits into a unified platform | Municipal Healthcare Finance Agency | 2019 |
| Technology Consulting | System and business process requirements gathering for Public Housing and Leased Housing system modernization | Housing Authority | 2018 – 2019 |
| Business Transformation | Business process reengineering of Public Housing and Leased Housing operations and associated financial processes | Housing Authority | 2018 – 2019 |
| Technology Consulting | Application landscape analysis to select a housing compliance tool | Housing Authority | 2018 |
| Strategic Planning | IT transformation roadmap to implement new compliance tool | Housing Authority | 2018 |
| Strategic Planning | Data-driven analysis of Medicare fraud patterns across high-risk counties, identifying opportunities for fraud prevention and process improvement | Federal Health Agency | 2018 |
| Program Management | Proposed corrective action plan leveraging automation and analytics to reduce payment leakage by 10% | Federal Health Agency | 2018 |
| Business Transformation | Business Process Reengineering of HR and Pension processes | Transit Authority | 2017 |
| Business Transformation | Operational staffing assessment and staffing model for SNAP and Cash Assistance programs | Social Services Agency | 2017 |
| Program Management | Directed audit of Medicare Advantage providers across three states, analyzing claims and risk adjustment data — uncovered inaccurate plan details for approximately 15% of providers | Federal Health Agency | 2017 |
| Program Management | Developed corrective action plans guiding states on payment compliance following state payment integrity audits (PERM) | Federal Health Agency | 2017 |
| IV&V / QA | Software development lifecycle assessment | Housing Authority | 2016 |
| Technology Consulting | Application assessment and rationalization plan for the Office of Real Property Tax Services | State Tax Department | 2015 |
| Business Transformation | Operational staffing assessment and staffing model for all parks operations | Parks Conservancy | 2015 |
| Program Management | Served as Chief Information Officer | State Financial Regulator | 2012 – 2014 |
| Technology Consulting | Migration and consolidation of data centers and help desk into a shared-services environment | State IT Services Office | 2013 |
| Strategic Planning | Operational staffing assessment and staffing model for all Parks operations | Parks Department | 2012 – 2013 |
| Business Transformation | Business process reengineering of rate and file review processes | State Financial Regulator | 2012 |
| Business Transformation | Business process reengineering of consumer complaints processes | State Financial Regulator | 2011 |
| No completed engagements in this capability area yet. | |||
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