David Christopher

• Lead multi-team engagements supporting Chief Information Officer (CIO) organization modernization strategies. In each instance, the scope of work included assigning tasks, setting and changing priorities, and evaluating and reporting on team performance.
• Direct enterprise IT governance and risk management, portfolio rationalization, Technology Business Management (TBM) implementation, and Capital Planning and Investment Control (CPIC) program administration.
• Advise senior executives on acquisition strategies, budget formulation and execution, federal human resources policies and practices, internal controls, audit readiness, and organizational change management.
• Led a 23-person executive coaching and professional facilitation cadre supporting enterprise-wide strategy and leadership development at HHS Health Resources and Services Administration.
• Developed 5-year IT budget forecast and acquisition strategy for a $450M Blanket Purchase Agreement (BPA) at FDA.
• Implemented cost modeling frameworks enabling showback/chargeback capabilities at SBA.
• Conducted risk-based program health assessments for Major IT investments across the DHS IT portfolio.
• Provide executive-level advisory and program management support to federal executives and agency heads across multiple departments and agencies including the U.S. Small Business Administration (SBA), Federal Housing Finance Agency, Department of Health and Human Services (HHS), U.S. Food & Drug Administration (FDA), and Department of Homeland Security (DHS).
• Spearheaded innovative approaches to resource allocation and strategic planning.
• Leveraged professional networks and industry knowledge to strengthen client relationships.

• Served as chief operating executive for a 460-employee federal agency composed of multiple subordinate divisions and offices. Directed day-to-day administrative and mission operations and advised the Register of Copyrights and senior leadership on legislative, regulatory, budgetary, and operational matters. Supervised eight (8) direct reports including three senior managers.
• Assigned and reprioritized organizational work to align with congressional mandates, strategic plans, and budget constraints.
• Established agency-wide performance benchmarks and evaluated progress quarterly.
• Led development and execution of short- and long-range operational strategies and risk mitigation plans.
• Oversaw all aspects of human capital management including recruiting, hiring, training, professional development, performance management, awards, and labor relations.
• Served as Designated Deciding Official for all final disciplinary actions.
• Evaluated executive and managerial readiness for advancement and implemented succession planning strategies.
• Negotiated the implementation of performance standards and organizational changes with union leadership.
• Led enterprise process improvement initiatives to enhance productivity and customer satisfaction.
• Co-chaired the Change Control Board for enterprise USCO business applications.
• Served as executive sponsor for mission-critical modernization initiatives.
• Increased appropriated budget by 35% during COO tenure through strategic engagement with congressional appropriators.
• Cultivated USCO-wide culture of innovation and collaboration.
• Represented USCO at industry conferences and events.

• Led the USCO Information & Records Division (I&R), which administers programs and functions including public information and copyright education, examining and publicly recording copyright ownership transfers and assignments, handling media inquiries, producing official USCO circulars and other publications, managing internal communications, and overseeing USCO’s website and social media presence. Led short- and long-term planning, set annual priorities for the Division, and approved all Division hires.
• Led USCO Information & Records Division (I&R) overseeing public information and copyright education programs, enhancing community outreach and engagement.
• Managed diverse workforce across five programs and 75 FTEs, ensuring alignment with division objectives.
• Assessed division-wide operations and program requirements, identifying program improvement opportunities, such as implementing a First Call Resolution rule and staggered work schedules to enhance service availability and customer satisfaction.

• Supported the Chief of Operations (COO) in directing the day-to-day operations of the USCO and managed a portfolio of responsibilities delegated by the COO.
• Prioritized and organized work per the direction of the Register of Copyrights and Chief of Operations (COO), congressional directives, our strategic plan, and resource constraints.
• Served as COR, oversaw the work of contract teams, and managed vendors.
• Provided authoritative policy interpretations to executive leadership on internal agency and external federal policies covering a wide range of issues, e.g., OMB and GAO reporting requirements.
• Regularly analyzed and synthesized KPI/metrics data from disparate sources relating to operational matters, e.g., processing times, customer feedback, workload allocations, to identify opportunities for improvement.
• Administered and reported to USCO and Library of Congress executive management on the agency's Risk Register and Internal Controls Program.
• Represented management in multiple bargaining sessions with union officials on setting employee performance standards, organizational reorganizations, and other matters that triggered formal negotiations in accordance with the collective bargaining agreement.
• Directed the Office's federal records management, facilities, asset management, logistics, safety, and security programs.
• Drafted and socialized the USCO Telework Program Policy, and guided implementation of the Copyright Office Telework Program.
• Directed the initial audit of the USCO telework program to ensure supervisory and staff adherence to telework program policies and procedures.

• Led a key aspect of a major Office-wide business process reengineering effort, serving as primary liaison between external users of a new enterprise CRM system and the USCO information technology team.
• Developed performance plans with clear standards and an Individual Development Plan template for 31 positions as part of enterprise-wide business process reengineering.
• Supported Register of Copyrights by executing special assignments and tasks in administrative, operational, and policy areas.