David L. Hill, MSF, MSIT, PMP
Sr. Project and Progam Management
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Visionary Leader | Strategic Planner | Results Driven
“An Enterprise is built by wise planning, becomes strong through common sense, and profits wonderfully by keeping abreast of the facts.”
Proverbs 24:3-4
Professional Summary
Over 25 years of management and leadership experience. Strong business acumen, analytical skills, and expertise in overseeing complex, large-scale strategic initiatives. Proven capability in managing change amid conflict, rescuing troubled projects, and effective problem/issue resolution. Skilled in Agile and Waterfall methodologies, with a focus on quality improvement, risk reduction, and cost management. Effective in organizational change planning and management, problem-solving, and developing and implementing operational strategies.
Education and Certifications
- Master of Science in Finance,
- Carey Business School – Johns Hopkins University
- Master of Science in Management Information Systems,
- University of Baltimore, Baltimore, MD
- Bachelor of Science, Electrical Engineering,
- Howard University, Washington, DC
Project Management Professional, PMP #1670206 – Active
Areas of Expertise
- Project/Program Management
- Staff/Team Recruitment, Development & Management
- Project Risk & Change Management
- Contract Management/Administration
- Business Process Improvement
- Software/Systems Development Life Cycle (SDLC)
- Agile and Waterfall Methodology
- Information Technology
- Finance/Budgeting/Accounting
- Data Science/Data Analysis
Computer Skills
Advanced/expert level - Microsoft (Outlook, Word, Excel, PowerPoint, SharePoint, Teams, OneNote, O365, Project, Visio, and Publisher), Adobe (Acrobat and Photoshop).
Professional Experience
US Tech Solutions,
Jersey City, NJ
Senior Consultant
As a Senior Consultant supporting Freddie Mac’s Engineering, Operations, and Technology (EO&T) Issue Management Office (IMO), I leveraged both Agile and Waterfall methodologies to address critical issues related to risk remediation and IT project execution. My responsibilities included overseeing the management and mitigation of risks across a broad range of IT initiatives, such as end-user services, application migrations, software installations and upgrades, and Enterprise Data Operations. By applying structured project management principles, I ensured that these initiatives were executed efficiently and aligned with Freddie Mac’s strategic objectives.
In addition to driving project management and risk remediation efforts, I collaborated closely with Risk Management teams to ensure compliance with the organization’s risk framework. I facilitated product acceptance through the Three Lines of Defense model, working to apply the necessary controls at each level to mitigate risks and ensure compliance with regulatory and internal standards. My ability to navigate complex risk landscapes and implement robust control measures contributed significantly to the successful delivery of IT projects and the safeguarding of Freddie Mac’s critical operations.
In addition to driving project management and risk remediation efforts, I collaborated closely with Risk Management teams to ensure compliance with the organization’s risk framework. I facilitated product acceptance through the Three Lines of Defense model, working to apply the necessary controls at each level to mitigate risks and ensure compliance with regulatory and internal standards. My ability to navigate complex risk landscapes and implement robust control measures contributed significantly to the successful delivery of IT projects and the safeguarding of Freddie Mac’s critical operations.
eScience & Technology Solutions, Inc. (eSTS, Inc.),
New Carrollton, MD
Senior PM
As a Senior Project Manager for the Commercial Motor Vehicle (CMV) Automated Driving Systems (ADS), I led efforts to explore and prototype innovative processes, communication methods, and inspection technologies aimed at enhancing electronic safety inspections. My role included providing both Project Management and Technical Support for the Commercial Driver’s License Program Implementation (CDLPI), where I conducted a comprehensive information assessment of the National Commercial Driver License (CDL) Program. Additionally, I delivered IT Engineering Project Management services and direct support to the Intelligent Transportation System Joint Program Office (ITS JPO), ensuring effective project execution and oversight for critical transportation initiatives.
Maryland Judiciary, Administrative Office of the Courts, Judicial Information Systems,
Annapolis, MD
Senior PM
In my role with the Enterprise Project Office, I established and implemented robust processes, procedures, and documentation standards for requirements development, Statement of Work (SOW) development, Engineering Estimate development, and vendor oversight for the Judicial Information System. Through these initiatives, I successfully reduced procurement cost overruns by 90%, demonstrating significant improvements in cost management and efficiency. I also managed various high-impact projects, including the Hearing Notification System, a customer-facing web development project, and several Enterprise-wide projects affecting 67 courthouses across the state. These projects encompassed infrastructure upgrades (wiring, networking, PCs), courtroom innovations (audio/visual systems), WAN upgrades, and VOIP implementations.
GL Communications Inc., Gaithersburg, MD
Director
At GL Communication, Inc (GLCI), I was responsible for developing and directing the Project Management Office (PMO), leveraging my expertise in portfolio, program, and project management to restructure the Engineering department. This department, comprising 25 professional engineers and project managers, benefited from the quality and change management processes I introduced, which optimized business operations based on quality management procedures and strategic planning. I provided leadership to Business Analysts and Project Managers, conducted application and process overviews, and performed peer reviews of project management and business analysis deliverables. Additionally, I developed comprehensive onboarding materials and was instrumental in recruiting and training five new Project Management Professionals (PMPs).
Blue Collar Objects LLC, Fairfax, VA
Program Manager
During my brief tenure at BCO, I achieved significant milestones by coordinating and leading the requirements development for the MTA’s Real-Time Information System (RTIS) project. This project provided real-time location and schedule information for bus passengers, enhancing public transportation services. I also crafted the training specifications for an automated training platform used across several departments, establishing certification procedures to qualify individuals effectively.
Waterman Engineering & Consulting,
Upper Marlboro, MD
Deputy Program Manager and Senior PM
I played a pivotal role in the development of the Project Management Office (PMO) for the Department of Agriculture’s (USDA) Farm Services Agency (FSA). I was responsible for developing and deploying all PMO standards, templates, guidelines, and processes for the MIDAS project at the FSA. As part of Program Monitoring and Control, I managed the Integrated Master Schedule (IMS), oversaw change and risk management planning, and executed Earned Value Management (EVM) to ensure project success and alignment with strategic goals.
Maryland Department of Transportation
Hanover, MD
Chief IT Project Manager
As the Chief of IT Projects for the Maryland Department of Transportation (MDOT), I oversaw the technology initiatives across all six MDOT modals: Maryland Transit Administration (MTA), Motor Vehicle Administration (MVA), Maryland Aviation Administration (MAA), Maryland Port Authority (MPA), Maryland Transportation Authority (MDTA), and the State Highway Administration (SHA). Each modal managed critical, high-visibility projects under my purview, such as EZPassMD, CHART, Baggage and Flight Information Systems, Automatic Vehicle Location System (AVL), Driver Licensing System, and the Container Management System. I was responsible for ensuring that these major projects were delivered on time and within scope, reporting their status monthly, and providing strategic direction across the board.
One of my key accomplishments was the management of the MDOT Network Operations Center (NOC), where I directed the build-out, operation, and maintenance of a network monitoring infrastructure that supported over 4,000 IT assets across 140 sites, servicing more than 8,000 users statewide. This required robust asset management strategies, including real-time monitoring, maintenance scheduling, and lifecycle management of hardware and software assets, all under the $75 million Network Management Services (NMS) contract. By implementing an efficient asset tracking and maintenance system, I ensured minimal downtime and optimal performance across all sites, contributing to the operational efficiency of MDOT.
In my role, I also managed the full lifecycle of over 30 IT projects, including the development of critical project deliverables such as project charters, detailed schedules, contracts, vendor artifacts, risk assessments, and cost reports. I spearheaded the tracking and reporting of key performance indicators (KPIs) and project portfolio data to ensure all six modals met their technological and operational goals. Additionally, my oversight of the NOC's asset management played a pivotal role in the efficient allocation of resources, risk mitigation, and cost optimization, which further strengthened MDOT’s ability to manage a diverse and complex IT environment.
One of my key accomplishments was the management of the MDOT Network Operations Center (NOC), where I directed the build-out, operation, and maintenance of a network monitoring infrastructure that supported over 4,000 IT assets across 140 sites, servicing more than 8,000 users statewide. This required robust asset management strategies, including real-time monitoring, maintenance scheduling, and lifecycle management of hardware and software assets, all under the $75 million Network Management Services (NMS) contract. By implementing an efficient asset tracking and maintenance system, I ensured minimal downtime and optimal performance across all sites, contributing to the operational efficiency of MDOT.
In my role, I also managed the full lifecycle of over 30 IT projects, including the development of critical project deliverables such as project charters, detailed schedules, contracts, vendor artifacts, risk assessments, and cost reports. I spearheaded the tracking and reporting of key performance indicators (KPIs) and project portfolio data to ensure all six modals met their technological and operational goals. Additionally, my oversight of the NOC's asset management played a pivotal role in the efficient allocation of resources, risk mitigation, and cost optimization, which further strengthened MDOT’s ability to manage a diverse and complex IT environment.
Maryland Transit Administraion,
Baltimore, MD
Chief of Systems Engineering
Throughout my extensive career at this organization, I began as a Systems Engineer and was promoted to Chief of Systems Engineering. As a Systems Engineer, I managed the Communications Systems for the “Section C” Heavy Rail construction and implementation, including SCADA, ventilation systems, fire control systems, radio communications, and IT. I also pioneered the development of the first Automatic Vehicle Location (AVL) system for buses under a Federal Transit Administration grant and was honored as a National Transit Institute Fellow (1996 - 1998). As Chief, I managed a team of five engineering professionals and two consultants, overseeing a portfolio of 24 capital projects, driving successful outcomes, and ensuring the effective implementation of critical systems.
What People Say About Me
Julissa Pinto de Gracia
Program Management, Director - Federal Home Loan Mortgage Corporation (Freddie Mac)
David was part of my Issues Management team and we had the opportunity to work closely on multiple projects. His dedication, professionalism and project management knowledge were instrumental in remediating several risks and closing out challenging projects. David will be an asset to any team!
Nicolas Owens, PMP, CPCM
Grant Director, Federal and International Grants
I had the pleasure of working with David on two projects sponsored by the US Department of Transportation during our time at eSciene & Technology Solutions. David is a highly competent project manager with excellent technical skills. He is a great team player, very easy to work with, good communicator, and displayed a willingness to undertake any and all tasks needed to complete deliverables. He was well liked and respected by his colleagues for his work ethic, competence, and willingness to reach out to discuss and resolve issues and concerns. David is also very good with client relations and conducts himself in a highly professional manner. I have no hestitation about recommending David as a project/program manager. He will be an asset to any organization who brings him on board.
Sami Najjar
Program Director at GL Communications, Inc. I worked with David starting back in 2012 when David was the PMO Director at GL Communications. David struck me as extremely knowledgeable of the Transit domain and the processes associated with projects. David also was continuously monitoring prospects for new projects that GL could undertake. He had excellent relationship with GL customers and was able to expand GL’s projects with transit administrations. David also instated excellent cooperation and communication between GL personnel within the Consulting team. When his management and technical skills are coupled with his pleasant personality, David would be an asset to every organisation he joins.
Vernon Hartsock, PE, PMP, MSE, TSSP, PTSCTP
Chief Engineer & VP Systems Safety - OMNI Strategy, LLC. Former MTA Chief Engineer I have worked with and known David Hill since 1998. I have found David to be an inspiration both academically and professionally. David inspired me to pursue my Masters in Engineering just as he had accomplished. David was also a pioneer in recognizing the value of professional certification in Project Management. David had the vision to understand that the application of professional project management principles is the key to delivering projects on time, in budget and in accordance with the users requirements. As a leader of the Systems Engineering group, David saw the value in collaboration among the engineers working on different projects. This vision resulted in cross-learning among engineers and brought about a significant improvement in the integration of projects. David was not always popular in the principles he embraced because they demanded a shift in paradigm. However, time has vindicated the visions that David pursued as they have all been found to benefit the practice of engineering. David is also an accomplished mentor, having benefited from that experience myself. My peers and I would not have achieved the levels of success we have realized if it had not been for David's wise counsel and professional advice. David is a great asset to any organization and staff in which serves in an engineering and project managerial role.
Chief Engineer & VP Systems Safety - OMNI Strategy, LLC. Former MTA Chief Engineer I have worked with and known David Hill since 1998. I have found David to be an inspiration both academically and professionally. David inspired me to pursue my Masters in Engineering just as he had accomplished. David was also a pioneer in recognizing the value of professional certification in Project Management. David had the vision to understand that the application of professional project management principles is the key to delivering projects on time, in budget and in accordance with the users requirements. As a leader of the Systems Engineering group, David saw the value in collaboration among the engineers working on different projects. This vision resulted in cross-learning among engineers and brought about a significant improvement in the integration of projects. David was not always popular in the principles he embraced because they demanded a shift in paradigm. However, time has vindicated the visions that David pursued as they have all been found to benefit the practice of engineering. David is also an accomplished mentor, having benefited from that experience myself. My peers and I would not have achieved the levels of success we have realized if it had not been for David's wise counsel and professional advice. David is a great asset to any organization and staff in which serves in an engineering and project managerial role.
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