Robert Godbey

Director, Program Manager

  Washington, DC, USA

I am an entrepreneurial management consultant with over 20 years of experience delivering innovative solutions including strategy development, organizational (digital) transformations, and win-win change management processes. I specialize in collaborating with client executives to assess needs, design risk-managed solutions, and deliver as contracted despite ambiguous, evolving situations. My solutions develop performance, enhance organizational effectiveness, and facilitate strategic change, driving results, and improving mission performance.


Work Experience

Program Manager

Kaimetrix (at DHS)

March 2020 — Present
Washington, DC

Led a team of 10 to 12 people in providing business intelligence program management services to the Office of the Chief Procurement Officer at the Department of Homeland Security (DHS)

  • Completed a stalled SharePoint 2016 upgrade and system migration to new servers, including the SFTP server to meet security compliance and enhance end-user functionality
  • Completed five development projects in the first four months to improve end-user experience and functionality
  • Developed strategy to overhaul outdated data feeds; move to cloud-based development with MS Power Apps and Power BI

Program (Task Order) Manager

The Ambit Group (at USPTO & NOAA)

January 2017 – March 2020
Silver Spring, Maryland

Alexandria, Virginia

National Oceanic and Atmospheric Administration (NOAA)

Task Order Manager at NOAA (NWS-OACIO)

  • Led a team of 7 people in managing the Project Management Office (PMO) and supporting the Capital Planning and Investment Control (CPIC) operations for the National Weather Service's Office of the Assistant CIO
  • Worked with leadership to design a new organizational structure based on core processes
  • Conducted a Facilitative Leadership Workshop for the OACIO managers
  • Created work processes, templates, and training for project management to be used by the PMO

Task Order Manager at NOAA (OAR-ITMO)

  • Established a Project Management Support Team that provided PM training, support, and management of projects
  • Completed four process improvement projects and introduced ITMO to process mapping using BPMN 2.0
  • Worked with Web Team on project management techniques and completed a business case analysis for replacing their website content management system (CMS) to improve performance

Project Manager at NOAA (OCIO-SDD)

  • Planned and conducted a Migration Assessment on moving NESDIS users to CorpSrv; this required mapping all locations and equipment and designing a process for migrating 1,800 users with minimal disruption of normal operations
  • Acted as project management “coach” to the Acting Program Manager structuring project documentation and facilitating large group discussions on contentious subjects

Senior Management Consultant at US Patent and Trademark Office (USPTO)

  • Lead effort to develop and implement next-generation IT infrastructure investments. Developed the business case to fund modernization of the IT infrastructure, better integrate hardware with next-gen solutions, and lay groundwork for an integrated DevOps environment. The new business case serves as the framework to properly invest nearly $250M over the next 3 years.
  • Convinced portfolio management to conduct facilitated Solution Workshops to bring together stakeholders to work on process improvements that span across their areas

Director of Program Management


June 2014 – May 2015
Reston, Virginia

Led internal operations of new Commercial Products Group, training staff in project management. Enabled 2–3 benefits exchanges—with over 100 brokers—to go live before 5-month enrollment deadline. Used hands-on workshop for training (10 to 20) and created materials modified for their quasi-agile approach using a real work example

  • Developed hCentive’s first commercial product processes, including 6–10 major processes covering entire commercial business, with sales, secure client sign-on, onboarding for client customers, and training for client staff
  • Recruited, hired, and trained 6 new staff (3 managerial, 3 associate) quickly to support an ambitious project with an unmovable 5-month deadline for open enrollment
  • Developed SharePoint-based PMO for CP group. Increased aggregation and accessibility of project data, ensuring timely schedule and delivery by enabling team, management, and clients to view project status
  • Worked with other groups in the company to prepare group-specific versions of SharePoint PMO tool, increasing the timeliness of solutions delivery company-wide

Owner, CEO, Creative Analyst

GodbeyWorks, LLC

January 2001 – May 2014
Charleston, West Virginia

Founded a full-service consulting business, scaling Fortune 500-level best-practices to meet small business needs. Provided process thinking to companies needing to scale, new customer ideas for small businesses needing to grow sales or support, and in general how to apply new innovations to their work. Also did executive training for a few Fortune 500 clients (Dow Chemical, Smith & Nephew) that were offered to small business clients (courses: Facilitative Leadership, Creating Strategic Partnerships, Presentation Skills, etc.)

  • Worked directly with diverse clients, including local government, nonprofits, construction and manufacturing companies, start-ups, healthcare providers, and restaurants, to assess needs and deliver solutions. Professional service companies and “new economy” companies were the closest niche: helped the oldest law firm start a consulting business; helped accounting companies expand their market; worked with venture capital funds (both private and state-sponsored) to create a selection process, etc.
  • Redefined business plans, completed feasibility studies, and provided executive coaching, helping clients with no management training improve their business processes while decreasing costs. Modified my training from Coach University to handle the more personal nature of small business, putting their specific problems into a management framework to track progress and patterns
  • For healthcare start-up, MedExpress, redesigned existing training processes to reduce training time by 25%, scale training scope by 100%, and improve quality outcomes (employee process times and accuracy). Used urgent care process map for framework of highly focused training, repeat training on-site using role-play, dress rehearsal, worked with marketing for grand opening “clinic day,” time-boxed job-shadowing with experienced staff, measured results
    - For West Virginia’s geographic information system (GIS) director, developed information systems business plan, designing facilitated workshops to develop consensus among leaders
  • Developed and implemented direct marketing strategies for GodbeyWorks, increasing awareness among the business community through founder blog, business plan competitions, and university guest lectures
  • Designed a West Virginia economic development conference, Create WV, on a $200K budget. Planned entertainment, art, and multiple tracks of national speakers and experts, managing all operations. Achieved sell-out of 500 spaces the first year and doubled attendance the second

Consulting Manager

Ernst & Young, LLP

March 1996 – December 2000
Cleveland, Ohio

Supported process improvement, strategic development, training, and re-engineering projects for internal and external clients

  • Devised tools and strategies to ready employees for process changes
  • Assessed and coached vice presidents on change management processes, communication, and training to prepare their departments for company split. Post-tests verified that staff understood coming changes
  • Improved client-team morale on a project to build a learning system to certify people in project management, earning a letter of commendation for getting it back on track.
  • Led project team to deliver strategic information systems plan (SISP) in 8 weeks rather than usual 6 months
  • Designed and implemented a pilot training program that halved required training time while enhancing content for job readiness, increasing new hire engagement, saving $10K in costs per new hire, and making employees ready for billable work sooner


University of Michigan


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