Process Design & Program Management

Role: Program owner — process design, budget forecasting, vendor management, subcontractor oversight
Organization: ICF International (large Federal contract)

What started as a small ask — could you be the point of contact with the vendor for publications? — turned into something much larger.

When I took on that initial piece, the 508 remediation program existed in fragments. An informal process had been cobbled together over time, with folders left behind by past teams and responsibilities split across people without a clear owner. What was missing entirely was someone forecasting the budget, tracking where things stood, and giving leadership the visibility they needed to make informed decisions. Nobody had that picture.

I built it.

Starting from past invoice data, I created a pricing sheet that made accurate forecasting possible for the first time. From there I developed a full forecast spreadsheet, a Jira tracking board, and a pre-remediation checklist that teams could complete in-house before files ever reached the vendor — so documents arrived prepared rather than needing extra rounds of correction. I established monthly check-ins with the team that supplies the majority of files, weekly leadership meetings to review and adjust the forecast, and I am currently overseeing the development of a standard operating procedure so that every file gets a consistent remediation experience regardless of who does the work.

What began as vendor point of contact evolved into full program ownership: forecasting and managing a budget, reviewing and signing off on invoices, task managing two subcontractors, and presenting updates to senior leadership monthly.

The result was a level of precision that hadn't been possible before because the infrastructure to track it didn't exist. That outcome, and a nomination for a project-wide Project Management award, came from a role that was never officially mine to begin with.