Major IT projects overseen across Oregon state government
Technology Executive / Public-Sector Innovator / Quality & Risk Leader
Technology leadership at statewide scale.
I lead enterprise operations, independent oversight, and technology governance for Oregon state government, turning executive priorities into stronger systems, accountable delivery, and better public services.
Leadership by the numbers
Public technology is measured in outcomes.
Independent quality management vendors led and evaluated
Oregon online government services supported
New digital services onboarded annually
$100M+
Range of high-risk public technology investments overseen
Years in statewide enterprise technology leadership
01
Selected work
Building the systems behind better government.
A portfolio spanning statewide oversight, digital services, policy, procurement, vendor accountability, and emerging technology governance.
Statewide Quality Transformation
Directed independent quality oversight for Oregon's largest and highest-risk technology investments. Built modern determination, acceptance, reporting, risk escalation, and vendor accountability practices across a portfolio of 30+ projects.
Operating the State CIO Enterprise
Lead enterprise operations spanning procurement, contracts, billing, accounts payable, administrative services, Microsoft authorization, EPMO support, independent quality management, and operating governance.
Oregon Digital Services
Supported Oregon.gov and 250+ websites, payments, applications, and data services, while helping agencies launch 15-20 new public services each year.
Oregon.gov Modernization
Coordinated statewide HTTPS transition communications, platform updates, redesign support, data transparency initiatives, and digital-government reporting.
Accessible, Human-Centered Technology
Developed statewide guidance and policy recommendations for accessibility, customer-centered design, culturally inclusive quality, and enterprise acquisition.
Major IT Project Oversight
Produced executive and legislative-facing reports and translated complex delivery risks into clear decisions for CIOs, agency leaders, and oversight stakeholders.
02
Operating outcomes
Turning administrative work into operating systems.
Repeatable processes, usable data, and clear accountability replaced one-off handling across core enterprise functions.
Portfolio capacity
Agencywide resource visibility
Rolled out resource capacity tools across the agency, giving leadership better visibility into staffing constraints and reducing resource-driven delivery risk.
PMO performance
Risks made actionable
Introduced PMO risk and issue training that moved teams away from stale lists and toward owned actions, target dates, mitigation plans, escalation paths, and stronger KPI visibility.
Procurement transformation
Repeatable, compliant purchasing
Built procurement and contract management capability around consistent intake, review, authorization, documentation, SLA tracking, and vendor coordination. Clarified routing and policy checkpoints to improve service while maintaining compliance with state procurement law.
Billing & accounts payable
Current invoices. Zero collections.
Connected billing workflows to system and API data, then added reconciliation and follow-up controls. Bills stayed on time, exceptions were resolved, and accounts payable avoided collection or escalation issues.
03
Leadership
Strategy that survives contact with operations.
Policy, process, people, and delivery managed as one system.
Enterprise Operations
Translate executive priorities into governance routines, operational standards, fiscal controls, and accountable delivery.
Procurement & Contracts
Manage approximately $1M in operational spend, exercise $250,000 delegated procurement authority, and hold unlimited Microsoft authorization.
Quality & Risk
Establish independent oversight, corrective action, reporting, and risk escalation practices for complex public-sector technology programs.
Policy & Stakeholders
Build durable working relationships among executives, CIOs, agencies, procurement, legal, technical teams, vendors, and governance bodies.
04
Thought leadership
Research for the next generation of public technology.
Five papers published through the Pacific Northwest Software Quality Conference.
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2023
Quality & Risk Management Challenges When Acquiring Enterprise Systems Revised in the Age of AI
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2022
Artificial Intelligence Is the New Astrology of Software Quality
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2021
Managing Accessibility in Software Systems
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2020
Towards a Culturally Inclusive Software Quality
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2019
Software Based Disruptive Change Initiatives Require a Culture of Quality
05
Career
From digital delivery to enterprise leadership.
2024-Present
Administrative Services Director / Business Administrator
State of Oregon, Enterprise Information Services
2019-2024
Statewide Quality Assurance Program Manager
State of Oregon, Enterprise Information Services
2017-2019
E-Government Program & QA Analyst
State of Oregon, Enterprise Information Services
2013-2018
Web Development & Editorial Leadership
Total Web Services / USA Hispanic
06
Credentials
Technology, policy, and communication.
M.A. Political Science
University of Oregon
Master's, IT Management
TECH Global University
Master's, Software & Systems Engineering
TECH Global University
B.A. English Literature & Spanish
Slippery Rock University
ITIL Foundation
Axelos
Project Management Certificate
Project Management Institute
Public technology / Policy / Enterprise leadership