Maggie Arnberg has over 30 years of experience in acquisition program management, with 25 years spent managing complex projects for the Departments of Defense and Homeland Security. She holds a Master's degree in National Security and Resource Strategy and a Bachelor's degree in Business Administration. Arnberg has extensive experience planning and executing all phases of the acquisition lifecycle for both large and small programs.

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Work (571) 468-7375 Email: maggiearnberg@gmail.com
Maggie Arnberg
30 Years Professional Experience
25 Years Relevant Experience in Acquisition Program Management
Master of Science, National Security and Resourcing Strategy
The Eisenhower School for National Security and Resourcing Strategy, Ft. McNair, Washington, DC
Bachelor of Science, Business Administration
Central Connecticut State University, New Britain, CT 06050
Certifications and Affiliations:
 The Eisenhower School for National Security and Resourcing Strategy (formerly known as ICAF)
Academic Year 2012-2013
 Supervisory Leadership Training (2010)
 Life Cycle Executive Logistics Course (2010)
 Homeland Security Program Management (2009)
 Forging Stakeholder Relationships (2008)
 Supervisory Leadership and Supervision (FEI, 2006)
 Executive Program Management Refresher Course, (DAU, 2005)
 Treasury Executive Institute; Communications in a Political Environment (2005)
 Federal Executive Institute Leadership for a Democratic Society (4 week Class 311, 2005)
 Program Managers Skills Course (DAU, 2004)
 Joint Course on Logistics (Ft. Lee 2000)
 Advanced Logistics Officers Course (USMC) 1998
 Advanced Acquisition Program Management Course Level III (PMT 302-1997)
 Intermediate Systems Acquisition Management Level II (1995)
 Marine Corps Reserve Command and Staff Course (1993)
 Fundamentals of Acquisition Management Level I (1994)
 Reserve Command and Staff Course (1993)
 Active Top Secret Clearance.
Experience Summary (Knowledge)
Ms. Arnberg is an accomplished, results-driven executivewith a proven track record of building and
growing professional service organizations and demonstrated career success directing complex, multi-
million-dollar consulting engagements for government agencies. As an imaginative, disciplined, results-
oriented leader, she effectively creates teams and processes to reduce costs and drive profitability. Ms.
Arnberg embodies 25 years acquisition experience.
Ms. Arnberg has extensive experience with planning, directing, controlling and executing the acquisition
life cycle and design, development, integration and implementation. Developed strategies, solicited and
executed contracts for the design, development and deployment of major systems for both Departments
of Defense and Homeland Security. Built workforce needs to meet program goals; established staffing
goals based on forecasted skill requirements and future organizational needs of program lifecycle
requirements, and developed strategies in internal career development to retain key skills.
Relevant Experience and Skills

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Maggie Arnberg
Ms. Arnberg’s extensive skill sets encompass the following:
 She created multi-year Program management plans for several Federal Government Agencies.
 Deputy Program Manager of the largest recapitalization program in the history of the United States
Coast Guard (USCG). Instilled acquisition experience and incorporated streamlined acquisition
processes for the USCG as it transitioned to the Department of Homeland Security (DHS).
Responsible for formulating and coordinating the program planning, integration and budget activities
of the $1.2 billion annual budget.
 She managed the US Department of Homeland Security Mobile Systems Portfolio program:
managed seven Government project managers and 40+ contractor consulting resources totaling a
$10M annual budget.
 She provided program management support across a wide range of application development,
infrastructure, and security engagements.
 Provided management oversight. Managed contractors/engineers/system architects/software
developers and coordinated project cost, staffing, and scheduling.
 Prepared project reports and conducted oversight of plans and contract specifications.
 Negotiated with senior DoD personnel and Federal Civilian SES and GS personnel, contractor
Management teams with industry leading corporations like Boeing, CSC, Lockheed Martin, ManTech
International and Federal Unions (NTEU) which led to the resolution of key issues affecting
acquisition policy, system supportability, organizational productivity, recapitalization, and acquisition
reform.
Career Summary
Deputy Executive Director, Program Management Office (PMO) for Operations, Office of
Technology Innovation and Acquisition; Dept of Homeland Security (DHS), Customs and
Border Protection - 01/2007 to present (Several Director Positions culminating in the current)
Results oriented collaborative leader, consensus seeker, team builder; provided executiveoversight for the
leadership, guidance and human capital investment for various positions within the acquisition arm of
Customs and Border Patrol.
Coordinated responses to numerous General Accountability Officeand Office of Inspector General
audits for the Program Management Office (PMO) Executive Director, assessing validity and
completeness of responses, cataloging numerous documents to support responses, and met extremely
time-sensitive deadlines.
Audited seven key operational processes within the PMO, identifying gaps between policy directives and
actual process execution, identifying three major areas for improvement. Mentored program managers on
acquisition management, risk management, configuration management, and financial reporting. Ensured
that all PMO staff acquired requisite certification and discipline training to maintain required level of
competency. Established career mobility opportunities for employees through human capital planning.
Involved in strategic planning with other directorates to ensure the PMO was positioned to accomplish
future work goals with uncertain budgetary guidelines.
As Director of border technology systems, provided executive oversight for the leadership, guidance and
execution of Level 1 Investment acquisition programs (over $1billion). Led a diverse team of government
and multi-firm support personnel for the deployment of surveillance technology in keeping with the
Secretary’s strategic goals of securing the nation's borders. Ensured the project adhered to environmental
regulations, such as the National Environmental Policy Act and Wilderness Act. In one particular area
within Arizona, the deployment sites fell into the territory of numerous land owners: US Fish and Wildlife,
National Park Service, the Bureau of Land Management, and the Department of Agriculture/National
Forest Service. It was the first time one entity (CBP) needed coordination with and cooperation from so
many agencies, and each had different regulations. Developed an analysis of workforce skills and

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Maggie Arnberg
experience needed to execute program goals, developed a strategy to recruit and hire superior candidates
and developed career development programs for greater retention. Prepared and/or presented
information and decision briefs as required for senior executive directors and DHS leadership. Provided
information and open discussions for five simultaneous program audits, and satisfactorily closed 15
recommendations.
Deputy Program Manager, DHS, USCG Headquarters, Washington DC - 1/2004-1/2007
Deputy Program Manager of the largest recapitalization program in the history of the United States Coast
Guard (USCG). Hired specifically to share DOD acquisition experience and incorporate streamlined
acquisition processes for the Coast Guard as it transitioned to the Department of Homeland Security
(DHS).Responsible for formulating and coordinating the program planning, integration and budget
activities of the $1.2 billion annual budget. Formulated final submittal of program priorities and
expenditure plans for the Five Year Homeland Security Plan (FYHSP). Allocated funds and approved
plans for program management, contractor support and travel funds. Led the team of 175 active duty,
civilians and contractors toward meeting the agency's mission and organizational goals over the acquisition
lifecycle. Made funding decisions on all technical programmatic and logistics matters involved in
executing 15 simultaneous acquisition programs to ensure proper adherence to budgets, cost and
schedules. Responded to approximately 25 Congressional and other interested political and audit inquiries
per week and was the direct point of contact for all GAO audits, arranging meetings and responses with
the program managers and the GAO audit teams. Formed action teams to correct GAO findings and
closed 15 out of 20 adverse findings (ahead of schedule) within six months. Prepared Congressional
justification packagesto justify program budget requirements. Relied on past experience in leading
complex programs in establishing standard staffing models, forecasting workforce requirements and future
needs based on program lifecycle phases, and developed a strategy in achieving the staffing goals.
Mentored and nurtured employees to establish sound professional development paths to maximize their
contribution to the USCG mission. Developed career road maps that identified the knowledge, skills and
abilities and success criteria needed for professional advancement. As the program change agent, traveled
to various USCG units and boarded a deployed cutter, educating and informing USCG members of new
technologies and methods of operations of those forthcoming technologies. Prepared and presented
program milestones to the Agency Acquisition Executive. Prepared and/or presented information and
decision briefs as required for senior executive Coast Guard and DHS leadership. Conducted all personnel
actions for the organization. Contracting Officer’s Technical Representative(COTR) on four distinct
contracts, several of which were small businesses.
Systems Acquisition Manager, Department ofDefense (DoD), US Special Operations Command,
MacDill AFB, Tampa - 06/2001-01/2004
Represented the Program Executive Officer (PEO) to the four specialized military forces comprising
Special Operations Forces. Acquisition Manager for numerous commodities gathering, analyzing and
justifying current program status, reported events, issues and concerns to the PEO and Component
Acquisition Executive (CAE). Set program goals, developed program management plans to ensure on
budget and on schedule delivery. Prepared program documentation and budget justification exhibits for
the Program Objective Memorandum (POM) Five Year Defense Plan (FYDP), and for Acquisition
Milestone decisions. Briefed Command assessment directors on priority of resources to meet mission
requirements during all phases of the planning, programming, and budgeting system. Defended program
priorities and justification to Office of Management and Budget personnel and Congressional staff.
Dynamic leader, team builder; directly led a team who won coveted acquisition honors; the Silver Eagle
and the Golden Eagle Award—one of 16 statewide nominees for the most team cohesion and the most
innovative and improved business practices. The industry team continued to win National and
International recognition based on the foundation I set in place. Managed major special access programs
and other classified acquisitions in excess of $275 million.

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Maggie Arnberg
Deputy Program Manager, DoD, Joint Ammunition Management System, MSC, Wright
Patterson AFB, OH May 1992-June 2001
Deputy Program Manager for Congressional interest program involving software management for the
development and deployment of joint automated information system to standardize inventory control for
wholesale operations of ammunition and ordnance of the four military services (approximate $160 Million
total lifecycle cost). Developed concept and aggressively planned, organized and directed effective teams
to execute activities to meet Service requirements. Energized change management teams and briefings to
the service members most affected by upcoming change in system procedures. Prepared and justified
budget exhibits to the Office of the Secretary of Defense Comptroller for inputs to planning,
programming and budgeting. Co-chaired three Integrated Product Teams with the customer and
developing contractor, ensuring rapid problem resolution and open communications among all team
members. Assessed program risk and instituted corrective action before adverse effects to the program.
Prepared and presented numerous briefings and worked cohesively by ensuring on-going communication
with General Officer members of all four military services, Defense Logistics Agency, Office of Secretary
of Defense staff offices, and Joint Ordnance Commanders Group.
Parallel path: Aug 1987 to May 2001: Concurrently with civilian program management positions, served
in the United States Marine Corps Reserve; various locations including Raleigh, North Carolina, Camp
Lejeune, North Carolina, HQMC Washington DC, and Marine Forces Atlantic, Norfolk, VA. Supervised
up to 8 direct reports, and platoon commander for 45 personnel. Marine Corps Officer in supply and
logistics. Logistics Plans Officer for Marine Corps operational forces to the Commander, Joint Forces
Command. Called to active duty in support of Balkan conflict, assigned as head of Logistics Plans Branch.
Assessed logistics plans for force deployment planning and execution activities for operational and
contingency missions designated to the Commander, Marine Forces, Atlantic. Conducted assessments for
military use for Advanced Concept Technology Demonstrations on advanced information technology
programs undergoing research and development (LtCol). Called to active duty (Capt-Maj) in support of
Operations DESERT SHIELD/STORM as Senior Logistics Watch Officer for Headquarters, United
States Marine Corps. Received, evaluated, staffed, monitored and answered logistics issues generated from
deployed/deploying forces involved in theater of operations, as well as Joint Chiefs of Staff actions, Office
of the Secretary of Defense inquiries, and the Commandant of the Marine Corps. Provided status of
deployment of major end items and monitored accelerated acquisition cycleof new equipment.
Researched, developed, and coordinated official correspondence in response to over 175 Congressional
inquiries from their constituents regarding supply and logistics issues.
Active Duty-United States Marine Corps (1979-1984): Supply Officer for various Marine Corps units:
9th
Communications Battalion First Marine Division, Camp Pendleton, CA; Marine Wing Support Group,
Okinawa Japan; Integrated Logistics Support Officer, Marine Corps Logistics Base, Albany, GA.