DEON A. MCCURCHIN

• Directed cross‑functional program operations to ensure all projects met specifications, budgets, and timelines, supporting enterprise modernization initiatives exceeding $118M.
• Led recruiting, hiring, and management of technical staff to support mission‑critical program execution.
• Communicated regularly with senior leadership, clients, subcontractors, and stakeholders to confirm schedules, resolve risks, and ensure transparency of program status.
• Oversaw contract administration, procurement alignment, and FAR‑compliant acquisition planning to support DOE portfolio requirements.
• Strengthened program reporting accuracy and transparency through job‑costing, performance tracking, and workflow optimization.
• Contributed to strategic growth and business development by identifying new opportunities and supporting proposal development.

• Directed DevOps functions, establishing CI/CD pipelines, automation frameworks, and cloud-based architecture that accelerated system delivery by 30%, leveraging agile methodologies to meet acceptance criteria.
• Supervised cross-functional teams of developers, analysts, and system administrators to deliver secure, scalable, and reliable solutions across enterprise modernization portfolios exceeding $118 million while enhancing overall team resource allocation and management.
• Partnered with executives and National Laboratories to define system-integration requirements and deliver high-impact technology solutions aligned with strategic energy objectives, aligning product vision with project methodologies.

• Established data-governance and compliance frameworks aligned with FITARA, FISMA, NIST SP 800-53, and OMB A-123 standards, achieving 100% audit readiness.

• Directed modernization of enterprise applications integrating Oracle, PeopleSoft, and Workday data through automated CI/CD pipelines and ServiceNow Cloud Cost Transparency, promoting software development progress.
• Implemented Technology Business Management (TBM) frameworks linking $200 million in IT spending to business outcomes, enhancing financial and data accountability within an agile environment.
• Developed APIs and middleware interfaces to unify financial, HR, and infrastructure data, improving data accuracy by 25% and reducing audit findings by 40% through meticulous quality assurance (QA) practices.
• Engineered automation scripts and compliance dashboards that streamlined reporting and cut portfolio review time by 30%, achieving enhanced project planning outcomes.
• Collaborated with information security teams to ensure all deployments complied with FISMA, NIST SP 800-53, and FITARA requirements.

• As the principal supervisor for the Resource Management Branch (RMB) in IOD holds a multifaceted role, providing stewardship for IOD's most critical functions: budget development, resource utilization, policy and procedure formulation, report preparation, management studies, contracts and procurements management, property and fleet management, and strategic planning and system development
• Directed policy and planning for the Investigative Operation Division (IOD) program projects and provides fiscal oversight of the IOD budget, human capital management, and technical system enhancements
• Directed the evaluation of IOD missions, goals, plans, programs, and business processes to develop an enterprise IT architecture plan for the Division; conducting continuing evaluations of IOD business needs to ensure that IT architecture plans are aligned with those needs and that the current and planned IT infrastructure supports the architecture plan; developing plans and strategies to modify the IT infrastructure to support short and long-range agency goals, objectives, and procedures; and evaluate, select, and advise others on the application of architecture modeling tool sets used to document, maintain, and enhance the architectural planning process
• Supervised IT project milestones for the IOD Division and established project scope by assessing the investment and financial program project data stored in the Financial Data Allocation Platform (FDAP), the Unified Financial Management System (UFMS) and ServiceNow
• Enhanced system controls through established project milestones and by leading teams to establish project activities and improving short-term initiatives
• Performed data re-discovery, data management, data storage, data migration, and data governance to implement project strategies which helped resolve project backlogs, improve the scope of projects, and build in development and modernization techniques which enhance activities while budgeting for Operation and Maintenance directed under the purview of the Deputy US Marshal Service (DUSMS)
• Supervised a team of federal and contract support employees
• Oversee the development and integration of work units at GS-14 and GS-13 levels
• Managed the e-procurement process for IT Software products to ensure business rules were followed and research opportunities to enhance financial procedures, helping teams advance performance metrics
• Furthermore, it reviewed factors affecting business practices and took corrective actions to keep costs consistent for the IT Portfolio during the annual spending
• Operated IOD program projects supervised and assigned team activities, and reviewed system enhancement activities, established project charters, and changed management goals
• In addition, directed requirements for the financial systems to mitigate problems with the reporting and data provided from the Core Accounting System and Project Management System (Capture) ServiceNow
• Assessed financial data and technology issues and determined which data and analytical products were required to address IOD concerns
• Reported and briefed IOD Operation and Maintenance (O&M) project milestones, implemented systems enhancing activities and maintain roadmap items, built data trends, programmed systems, and brief findings to DUSM stakeholders
• Established detailed reports and presentations to communicate findings, analyses, and recommendations with senior management officials and oversee various working groups managing IOD Service Delivery Lifecycle and procurement activities supporting acquisition for the advancement of the IOD projects
• Directed IOD workforce management with the Human Resources Division (HRD), manage GSA Fleet purchases with the Management Services Division (MSD), and provide financial stewardship for the annual, no-year, and reimbursable budgets authorities per guidance from the Financial Services Division (FSD)
• Demonstrated strong organizational and time management skills while managing multiple projects.

• Company Overview: Office of the Chief Information Officer served in the IT Financial Management (ITFM) Technology Business Management (TBM) division as a Financial Manager responsible for analyzing IT projects
• For the Library of Congress - Office of the Chief Information Officer served in the IT Financial Management (ITFM) Technology Business Management (TBM) division as a Financial Manager responsible for analyzing IT projects
• Streamlined quarterly financial reporting processes, significantly reducing preparation time and improving accuracy.
• Implemented new software solutions to automate financial processes, increasing efficiency and reducing manual errors.
• Enhanced financial data security with implementation of advanced encryption protocols, safeguarding against data breaches.
• Improved client satisfaction by providing personalized financial advice and solutions tailored to their unique needs and goals.
• Developed comprehensive budget models for various departments, facilitating better financial planning and resource allocation.
• Collaborated with various teams to plan and strategize configuration parameters, provide workflows, and ensure adequately designed and maintained systems
• Evaluated IT business system requirements and presented recommendations for generating solutions for the library program offices
• Made recommendations about the future state of OCIO IT Financial Management Technology Business Management goal
• Supported the Business Owners and sub-portfolio owners in developing system requirements
• Conducted data analysis and created visualization using the (APPTIO) software
• Developed, configured, implemented, and managed information security guidelines to prevent unauthorized access to sensitive information associated with the Government Fed-Ramp procedure supporting newer vendor software
• Led, conducted, and participated in complex management studies to review the Library's IT infrastructure impact
• Present consolidated review of budget submissions for the IT Financial Managers and participates in the agency decision-making process tracking executed monies across various budget object classes and by the appropriate directorates
• In addition, consulted with the Contract and Grant Divisions to support the library's vision of advancing reporting from procurement, contractor evaluation, and contract period of performance
• Assessed newer design strategies and best practices for system quality management, performance improvement, and accreditation and provided subject matter expert knowledge on system performance, customer service, resource utilization, and business metrics
• Administered system workflows and performance metrics to examine categorized and tagged resources detailing system specifications
• Reports findings and make recommendations in writing using visualization reports in Apptio, Microsoft PowerPoint, and graphical charts in Microsoft Excel
• Planned and conducted studies and examined complex proposals connected to the library's IT projects and acquisition budget planning
• Researched and confirmed the projects met the Library of Congress objectives; performed project management, contract oversight, and management of contracts covering implementation strategies to update the legacy library systems
• Advised and assisted with designing and developing costing methodologies, cost allocation, and computational variance analysis
• Generated process improvement and facilitated data quality efforts by delivering advice and guidance to resolve, implement or manage ITFM/TBM program, process, data, and technology issues
• In addition, provided analysis on budget execution matters related to the assigned budget accounts/programs, oversaw execution for multi-year substantive agenda and operating budgets and established necessary controls
• Office of the Chief Information Officer served in the IT Financial Management (ITFM) Technology Business Management (TBM) division as a Financial Manager responsible for analyzing IT projects
• Improved financial reporting accuracy by streamlining data collection processes and implementing automated solutions.
• Initiated conversations with clients to uncover financial needs, cross-sell products and services and make referrals to business partners to meet sales goals.
• Facilitated cross-departmental collaboration to drive process improvements in areas such as purchasing, inventory management, and cost control.
• Analyzed client capital structures and plans to determine financial viability and productivity of intended investments.
• Supported new product/service launches by conducting thorough financial analyses and providing strategic recommendations for pricing, profitability, and market entry strategies.

• For the Energy Policy Strategy Program (ESPA) Office performed the Budget Analyst role and responsibility with the Department of Energy
• Implemented, coordinated, and analyzed various programs; prepared and provided guidance; created, developed, and evaluated system requirements
• Directed the principal strategy for the Program on all aspects of planning/programming, budget/finance, and administration
• Managed the development of the Corporate Planning System (CPS) by incorporating the Program Offices WCF Budget Requests and reconciling obligations for the ESPA annual reporting requirement
• Coordinated closely with finance teams to manage budgets effectively throughout the lifecycle of each project or initiative.
• Spearheaded development of new tracking system, significantly improving accuracy and reliability of program data.
• Developed and maintained comprehensive project documentation, ensuring all team members had access to necessary information for project success.
• Streamlined stakeholder reporting mechanisms, making it easier to assess program impact and make informed decisions.
• Enhanced team collaboration by implementing new project management software, facilitating easier communication and project tracking.
• Prepared ESPA WCF budget and reconciled reports aligning the CPS system, tracked the Program Offices obligated funding associated with monies for the National Laboratories activities, and updated weekly the EPSA Directors on the Status of Funds
• Organized ESPA fund sources for the Program Offices to report and track ESPA's $30 Million budget request and brief EPSA's program activities monthly with the Division Leaders, Branch Chief, and Senior Executive Leader
• Plan work to be accomplish by subordinates, set, and adjust short-term priorities, and prepare schedules for completion of work

• Company Overview: Serco Inc
• (Serco) is the Americas division of Serco Group, plc
• In North America, Serco strives to make an impact every day across 100+ sites in the areas of Defense, Citizen Services, and Transportation
• Assisted in the preparation of all documents necessary to comply with OMB A-123 requirements and internal DON requirements related to risk assessments, profiles, and the Management of Internal Controls
• Consistently achieved high customer satisfaction ratings by addressing individual concerns and delivering customized solutions tailored to unique career objectives.
• Installed and configured network printers and other peripheral devices.
• Planned and implemented upgrades to system hardware and software.
• Implemented, developed and tested installation and update of file servers, print servers and application servers.
• Researched and recommended new technologies and strategies for improving system performance.
• Identified and resolved network congestion issues and bottlenecks.
• Led server infrastructure development, quality assurance, staging and production systems.
• (Serco) is the Americas division of Serco Group, plc
• In North America, Serco strives to make an impact every day across 100+ sites in the areas of Defense, Citizen Services, and Transportation