Leadership impact

Four pieces of work that show how Harry operates: what was needed, what he did, and why it counted.

$31.7Macross two VA medical centers

Infrastructure for a new electronic health record

The requirement: The VA's Electronic Health Record Modernization program required infrastructure upgrades at its Greater Los Angeles and Long Beach facilities before the new system could go live.
Harry's role: Harry managed both contracts, valued at $22.5 million and $9.2 million. He applied FAR and VAAR requirements from market research through award, then monitored contractor performance, resolved disputes, and approved modifications during execution.
Why it counted: The new health record could not go live at these sites until the supporting infrastructure was in place, so schedule and compliance had a direct line to veteran care.

$8.9MVA Northern Arizona

The requirement: Historic structures at VA Northern Arizona needed renovation while remaining fit for healthcare use, which adds preservation requirements to standard construction contracting.
Harry's role: Harry managed the $8.9 million renovation contract. His construction background includes FAC-COR Level III and VA Facilities Engineering/Construction Level I, and he led market research for every acquisition reviewed in VA construction contracting audits.
Why it counted: Historic renovation adds preservation constraints to requirements, pricing, and oversight, which is where his construction training and market research discipline apply.

8specialists brought to full proficiency

The requirement: VA Network Contracting Office 22 brought on a group of new specialists who needed to work in eCMS, IPPS, FPDS, and VistA from day one.
Harry's role: As designated Team Trainer, Harry onboarded 8 specialists and standardized system practices across the team. During the same period he executed 75 contract modifications, more than 30% above the peer average.
Why it counted: He raised the team's capacity while carrying a heavier personal workload than his peers, a pattern he was also recognized for during his years at the VA.

Zeroaudit discrepancies in the GPC program

The requirement: Closed contracts and idle obligations tie up government funds and create audit exposure if they sit untouched.
Harry's role: At NCO 22, Harry closed out 37 contracts, resolved 8 prior-year unliquidated obligations, and prepared the packages for 8 option-year renewals totaling $1,363,471 with no lapse in service. In the Air Force, he managed the Government Purchase Card program with zero audit discrepancies and oversaw budgets exceeding $700K a year.
Why it counted: Clean files and recovered funds give program offices money they can use and give auditors records they can trust.

Harry is open to senior contracting and acquisition leadership positions where complex requirements need experienced, steady hands.