Jason Eisen

Assigned to support, plan, and develop budgeting software that increased government efficiency within FPS.

The ORB Team under Marti Lewis supports 11 divisions under the Department of Homeland Security. During my time in the ORB team, my efforts contributed to the promotion of my superior from Operations Readiness Chief to BOAM within the Agency, increasing our operational support system from supporting simply the Law Enforcement Operations Division (LEOD), ORB, and Incident Management Center operations (IMC), to a full collective of 11 divisions across the DHS. My work was instrumental and recognized by senior members of the FPS who brought my position alongside my superior as she transitioned from Operations Readiness Chief to BOM. This work included maintaining Burn-Rate Trackers, creating Desk Guides, writing Standard Operations Procedures, and creating a stream-lined ServiceNow Website for the ORB team to efficiently create, disseminate, and complete procurement packages for all 11 divisions.

Working alongside contract officer's Responsible (CORs), my team spearheaded the creating of procurement packages including: writing and correcting Statements of Work, requesting and creating GT&C, Order, and finalizing IAA (inter-agency agreements) within the G-Invoicing System as the ORB team demonstrated to all 11 divisions how to move invoicing systems to the G-invoicing tracking website.

Tasked with creating high-level burn-rate trackers for FPS leadership that coincided with a comprehensive invoice processing guide going over step-by-step metrics from being invoiced by the vendor to checking and creating estimates for individual PSO members in the post tracking system (PTS). This desk guide was disseminated and valued by high-ranking members of the FPS directorate due to the previous inefficiencies notable especially on certain contracts surrounding IMC, Megacenter, and MCV operations.

• Company Overview: The Bipartisan Infrastructure Law is a once-in-a-generation investment in America's transportation network modernizing infrastructure, increasing equity in transportation, helping to fight climate change, strengthening the supply chain, and creating jobs
• Demonstrated expertise in organizing, planning, multi-tasking, and completing multiple assignments with conflicting deadlines within the BIL District Services Team
• During this internship opportunity my efforts directly led to the successful award of 22 out of 22 contracts for District Project Coordinators across the National Airspace System (NAS) meeting and exceeding the FY23 Goals for the Program Management Office (PMO), working alongside the BIL District services team, Contracting Officer Representative (COR), and Contracting Officer (CO)
• Duties included but weren't limited to drafting Technical Evaluation Team Documents, Award Decision Documents, tracking invoices and spend plan to ensure accurate spending in the appropriation of funds for future fiscal years
• Working with the contracting officer and building an interrelationship between the PMO office directly led to the quick resolution and planning in order to meet conflicting deadlines
• This work culminated in the creation of a Tracker that visually represented the quantitative and qualitative data surrounding each individual district from SIR issue date in SAM.gov, Technical Evaluation Report, Contracting Officer, Legal Review, creation of the Award Decision Document, to contract award date
• This tracker was then disseminated to executive leadership in AJW-213 and was used to keep track of the overall timeframes necessary to meet the FY23 Goals of the PMO
• The Bipartisan Infrastructure Law is a once-in-a-generation investment in America's transportation network modernizing infrastructure, increasing equity in transportation, helping to fight climate change, strengthening the supply chain, and creating jobs

• Tasked with a variety of highly technical research and writing projects for the Air Traffic Organization's International Office (AJV-I)
• Specifically, the focus was supporting the FAA's relationship with the Civil Air Navigation Services Organization (CANSO), a global trade organization that represents air navigation service providers (ANSPs) all over the world
• Duties accomplished in order to cultivate this relationship included but was not limited to; creating and developing CANSO air traffic management (ATM) data strategy documents, contributing to correspondence by creating and analyzing online media and used to brief high-level FAA executives including both the ATO Chief Operating Officer and the FAA Administrator
• This work culminated in the creation of an initial ATO strategy for the African continent as a whole, used today as a baseline for further in-roads for innovation in the African continent and future investment and operations with African ANSPs
• During this period each new task and experience was met with enthusiasm, ability, adaptability, and sincere interest regarding the subject matter and functions of both the ATO international Office and the broader FAA