Federal agencies don't fail because of strategy. They fail in the gap between strategy and execution.
I close that gap. My focus is federal agencies and their prime contractors: aligning strategy with execution so programs actually deliver what leadership intended.
Telos Agility LLC is an SBA-certified SDVOSB led by a naval officer and 30-year enterprise practitioner: over twenty years in commercial enterprises, and a decade of it focused on federal programs. I bring senior-only delivery, a unique Trust and Verify framework, and disciplined accountability to every engagement.
SBA-Certified SDVOSB / VOSB
Active through May 22, 2028
UEI CK8VBJK1GVH6 · CAGE 9QRB4
Primary NAICS 541512
Additional NAICS 541611, 541618, 611420, 611430
PSC DF01, R408, R410, R499, U008, U012
POC Peter Jessen · peter.jessen@telosagility.com
Why this matters now
Federal agencies are under pressure to modernize: faster timelines, tighter budgets, and a workforce that wasn’t trained for agile. Most transformation efforts stall not because leadership lacks ambition, but because no one is accountable for closing the gap between the strategic intent at the top and the delivery reality on the ground.
That’s the gap I specialize in. I’ve spent thirty years closing it: twenty-plus years in commercial enterprises, and a decade focused on federal programs. I bring that same precision to your program.
What I bring to federal engagements
Agile Transformation & Enterprise Coaching
I can advise or lead an enterprise agile transformation, built around Trust and Verify: leaders trusted to run the work, execution verified against the outcomes the business actually needs. That includes executive coaching for the senior leaders sponsoring the change, and coaching for the transformation leaders responsible for driving it day to day. Over the course of a decade, about half of my work has been recovering a stalled transformation, not starting a new one.
Enterprise Platform Enablement
Much of the federal government already runs on the Atlassian stack. I’ve spent over a decade architecting platform solutions on Jira Align, the core of Atlassian’s Strategy Collection, and on Targetprocess, which often sits on top of that same Atlassian stack as the portfolio layer above it. Hierarchy design, workflow architecture, and the analytics layer (Atlassian Data Lake, Power BI) that makes delivery visible. I design and oversee the work, directing seasoned practitioners I select to build it and verifying the result, so you get the design and the accountability from me, with execution staffed by senior people I trust.
Strategy-to-Execution Alignment
Connecting strategy to execution across process, alignment, and tooling: strategic goals traced into Jira or your team-level tool, fully connected. Portfolio-level OKR frameworks, quarterly business review (QBR) facilitation, and roadmap governance.
Product Management Training & Playbooks
Instructor-led training, PM onboarding playbooks, and JTBD-framed capability programs for enterprise product organizations. Designed for Jira-native teams in federal and commercial environments.
Leadership Development & Coaching
Leadership Consciousness Index (LCI) and Strategy Execution Index (SEI), thinking tools I developed to focus the coaching conversation. Executive coaching for C-suite and SVP/VP leaders focused on transformative mindset and organizational effectiveness.
Organizational Diagnostics
Flow metrics analysis, value stream mapping, and delivery health assessments. Identifies systemic bottlenecks between strategy and execution using empirical evidence and quantitative modeling.
What sets me apart
Senior-Only Delivery
When you engage Telos Agility, you get me, not a staffed consultant and not a junior associate. I bring more than 30 years of experience to every engagement, over a decade of it working directly in federal and military contracting, embedded within firms and alongside program offices, acquisition teams, and agency stakeholders. I know how federal programs actually run. On delivery, I design the approach and direct seasoned practitioners I select, then verify the result, so you get senior judgment and accountability, not bodies on a staffing plan.
Military Precision
I served as a Surface Warfare Officer in the U.S. Navy (1987-1991). That’s not a branding point, it’s a working posture: tight briefings, clear recommendations, and accountability to commitments, the standard federal program offices expect and don’t always get.
That standard is why the Navy trusted me with more responsibility earlier than my rank called for. Aboard USS Boulder (LST-1190), I was selected as Navigation Officer, normally a job for the most senior non-department head, while I was still the most junior officer eligible. The same standard got me selected for the Navy’s Carrier Readiness Improvement Program (CV RIP), one of 45 officers chosen Navy-wide from several hundred candidates. Both selections came down to the same thing: performing reliably enough, early enough, that senior officers handed me more than my rank technically allowed. That’s the standard I hold myself to on every federal engagement.
SDVOSB Set-Aside Eligible
Telos Agility is SBA-certified and active in SAM.gov. If your agency has an SDVOSB set-aside requirement, I am a qualified prime contractor, not a pass-through. Your contracting officer gets a clean, compliant award and your program gets a practitioner who knows the material.
Relevant Experience
The experience summarized here was performed by Telos Agility’s founder as an individual practitioner and through prior employers and prime contractors. It is presented as individual professional background, not as past performance of Telos Agility LLC as a prime contractor, and does not imply endorsement by, or a current contractual relationship with, any organization named or referenced.
U.S. Navy
Surface Warfare Officer · 1987-1991
USS Boulder (LST-1190): Served as a division officer responsible for damage control, ship maintenance, and amphibious operations. Selected by the Commanding Officer to serve as Navigation Officer, a billet normally filled by the most senior non-department head officer, while I was the most junior officer eligible. That selection reflected a demonstrated standard of performance that set the tone for every subsequent engagement.
Carrier Readiness Improvement Program (CV RIP): Selected for the Navy’s most competitive surface warfare junior officer program, one of 45 officers chosen Navy-wide from several hundred candidates. CV RIP was designed to identify and develop the next generation of carrier-qualified surface warfare officers. Selection required performance at the top of a competitive field across leadership, navigation, and shipboard operations.
USS Constellation (CV-64): Carrier-based assignment following CV RIP selection. Continued development as a surface warfare officer in a large-deck carrier environment.
Service branch: U.S. Navy · Surface Warfare
Pointe Technology Group
Principal Consultant · Civilian Agency · 2001-2003
Social Security Administration (SSA): Advised senior SSA decision-makers on software quality management and developed a requirements management process for SSA-wide implementation to achieve SEI Capability Maturity Model (CMM) Level 3 certification. Built and delivered the modern, best-practices-based requirements management process supported by automated tools, integrated audit capabilities, and conducted classroom and on-the-job training of SSA employees. Created baseline requirements for existing undocumented legacy mainframe systems.
Also advised on development of a new SSA-wide workload management data warehouse architecture and evaluated requirements-based decision support tooling on SSA’s behalf.
Agencies supported: Social Security Administration
Cigital, Inc.
Director of Client Solutions, Government Services · 2003-2004
Defense · Naval systems
Held P&L and delivery accountability for multiple simultaneous federal, state, and local government engagements. Developed the federal market entry strategy and led all account and risk mitigation planning.
Naval Sea Systems Command (NAVSEA): Delivered a Unified Warfare System Certification Methodology for NAVSEA, designed to ensure proper integration and operation of warfare systems from first installation through shipboard deployment. Directly addressed a systemic risk where hardware and software components were not integrated and tested until initial shipboard installation, creating significant risk and integration failures in live weapons systems.
Agencies supported: NAVSEA · DoD
Number Six Software
Project Manager · Federal Health IT · 2004-2006
Primary client relationship manager for the Veterans Health Administration (VHA). Served simultaneously as project manager, lead business architect, functional lead, and quality assurance lead for all federal engagements.
MyHealtheVet, Veterans Health Administration: Led the complete redesign and re-architecture of the eHealth portal designed to give all veterans access to and control of their personal electronic health records. Identified significant back-end architecture and performance issues; delivered complete UI redesign and architectural recommendations.
Also led initial design and implementation of a PMO Center of Excellence, project portfolio management, IT governance, and enterprise risk management frameworks.
Agencies supported: Veterans Health Administration
The MITRE Corporation
Senior Technical Program Manager · Intelligence & Federal Health · 2006-2009
Internal Revenue Service (IRS), Modernization & Information Technology Services: Embedded technical program manager for IRS modernization. Managed the technical integration and deployment planning for a major account management modernization initiative within the IRS Modernization and Information Technology Services (MITS) organization. Coordinated across IRS program offices, MITRE technical staff, and external contractors to maintain schedule integrity and resolve cross-system dependencies.
Office of Foreign Assets Control (OFAC), OFAC Modernization: Served as technical program manager for OFAC’s sanctions compliance and licensing modernization effort. Coordinated multi-stakeholder delivery across Treasury Department program offices, MITRE staff, and system integrators.
Military Health System / METC, Medical Education and Training Campus: Supported the DoD’s consolidation of military medical training at Fort Sam Houston. Provided program management support for the METC standup, coordinating across Army, Navy, and Air Force medical training programs.
Centers for Medicare & Medicaid Services (CMS), PMO Support: Provided senior PMO advisory support to CMS program leadership. Developed governance frameworks and reporting structures to support large-scale IT modernization programs.
Agencies supported: IRS · OFAC · DoD/MHS · CMS
Corporate Experience
Enterprise Agile & Strategy-to-Execution
Enterprise agile coaching and platform architecture · 2014 to present
Delivered across multiple client organizations. Representative engagement types:
Platform architecture on Jira Align and Targetprocess, including hierarchy and workflow design
Goal hierarchy and OKR design aligning strategy to delivery
Product management training and onboarding playbooks
Coaching enterprise agile at scale led to being recruited into AgileCraft (later Jira Align) in 2016, giving me platform depth from the inside as the product scaled.
Featured turnaround: brought into a national health insurer in Broomfield, Colorado as agile coach and scrum master. In under two months, I moved a struggling, waterfall-bound team that had not adopted core agile ceremonies to a cohesive unit delivering repeatable value.
Deloitte
Manager, Communications Industry Group · 1996-1999
Led teams delivering strategy, process, and application integration solutions across the telecommunications revenue stream (order entry and management, provisioning, billing, CRM, and trouble ticketing) for multiple telecom providers.
MCI dedicated services order management: Project and functional manager for a 22-month, 20-person engagement that re-designed business processes and built an intranet and client/server integration solution, tying two mainframe systems to a web front end and a data warehouse to give management end-to-end visibility into order entry.
Telecom market strategy: Revised a Regional Bell Operating Company’s market entry strategy for long distance, developing the supporting business case, product offerings, implementation plan, risk strategy, and change leadership plan.
American Management Systems (AMS)
Senior Business Analyst, Telecommunications Industry Group · 1993-1996
Managed and delivered international, multi-company projects with teams drawn from multiple countries.
European telecom (Switzerland and Sweden): Led functional and system test teams that developed and tested a usage pricing system for Swiss Telecom PTT in Bern, and designed, developed, and tested an integrated customer database and usage pricing system for Telia AB in Stockholm. Helped clients define pricing plans that increased profitability by shifting demand to periods of underutilized network capacity.
Pennsylvania Child Support Enforcement System (PACSES): Developed the financial subsystem functional designs.
Kaiser Permanente
Lean Six Sigma Process Expert · 2013-2014
Two-year engagement applying Lean Six Sigma expertise to modernize, streamline, and rationalize IT service requests at a nationwide HMO, using the ITIL framework for service management.
Designed end-to-end process flows for multiple services in parallel to improve throughput, reduce cycle time, and capture the performance metrics needed for ongoing improvement, working with the team implementing workflow in Remedy 7.6. Applied Agile, Scrum, and rapid prototyping to deliver solutions and support tools on SharePoint 2013 and other platforms.
Level 3 Communications
Senior IT Project Manager, Corporate and Federal Projects · 2011-2012
Senior IT project manager at Level 3 Communications, one of the world’s largest fiber and telecommunications carriers, responsible for simultaneous delivery of four enterprise programs across federal and commercial domains: a federal GSA portal integrated with the Kenan billing system, an order-entry-to-billing correction initiative to resolve revenue-stream deficiencies, the Trident-Subex revenue assurance audit across HSIP, CDN, and Vyvx data products, and an AR consolidation merging two instances of the Kenan billing platform.
Let's close the gap
Point of contact: Peter Jessen · peter.jessen@telosagility.com
Capability snapshot
| Legal name | Telos Agility LLC |
| Socioeconomic status | Service-Disabled Veteran-Owned Small Business (SDVOSB), Veteran-Owned Small Business (VOSB) |
| CAGE Code | 9QRB4 |
| UEI (SAM.gov) | CK8VBJK1GVH6 |
| SAM.gov registration | Active, Exit date: May 22, 2028 |
| Point of contact | Peter Jessen · peter.jessen@telosagility.com |
| NAICS codes | 541512, Primary: Computer Systems Design Services (Small) 541611, Administrative Management and General Management Consulting Services (Small) 541618, Other Management Consulting Services (Small) 611420, Computer Training (Small) 611430, Professional and Management Development Training (Small) |
| PSC codes | DF01, IT and Telecom – IT Management Support Services R408, Program Management and Support Services R410, Program Evaluation, Review and Development Services R499, Other Professional Services U008, Training and Curriculum Development U012, Information Technology and Telecommunications Training |
| Security clearances (previously held) | DoD Top Secret · Previously held · Inactive DoD Secret · Previously held · Inactive IRS Moderate Background Investigation (MBI) · Previously held · Inactive CMS Level 6 · Previously held · Inactive |
| Credentials | Trained as Lean Six Sigma Master Black Belt (LSSMBB) · Harrington Institute SAFe Program Consultant (SPC) & Advanced SPC Project Management Professional (PMP) · since 2005 ICF Professional Certified Coach (PCC) Cornell MBA (S.C. Johnson) · Computer Science AB (Cornell A&S) |
Looking for a senior SDVOSB partner, not a staffing firm.
Telos Agility is structured as an expert practice, not a body shop. When you engage me, you get a 30-year senior practitioner, twenty-plus of it in commercial enterprises and a decade in federal work, not a junior team managed from a distance.
AS A SUBCONTRACTOR OR TEAMING PARTNER TO A PRIME
If you’re a prime contractor with a requirement in strategic portfolio management, enterprise agile transformation, IT advisory, or leadership development, and you need an SDVOSB partner who brings genuine technical depth, not just set-aside credit, I want to hear from you. I can support proposal efforts, serve as named key personnel, or provide independent subject matter expertise on delivery.
AS A DIRECT SMALL BUSINESS PRIME
For smaller, well-scoped requirements where a senior individual practitioner is the right fit, I can serve as prime. I maintain a trusted network of credentialed collaborators I can bring in for larger efforts, but I am not building a large prime organization. The value I offer is expertise and accountability, not headcount.
A focused 30-minute conversation about your opportunity, where a senior SDVOSB partner fits, and how I can strengthen your bid.
You can also reach me directly at peter.jessen@telosagility.com