Executive Skill Set

Proposal Creation, FAR/DFAR Government contracting, Process development and documentation, ERP System implementation, Writing and editing, Leading matrixed organizations, Organizational change management, Full life cycle project management, Business Development, Capture Management, Dynamic Public Speaker, Strategic Planning, Meeting Challenging Profit and Loss goals

Employment History

Confidential

Business Process Consultant

• Tools: House of Quality, RACI, Process Flows, FMEA, Value Stream Mapping, Pugh Analysis, Regression Analysis, Risk Modeling, Agile Scrum
• Process Manager for the Bank Fraud Division of Capital One Headquarters Creating defenses to identify and prevent fraud and mitigate asymmetric risk.
• Refocused Call Center support metrics to measure total call effectiveness for pre, during, and post call interactions with customers.
• Led Agile Scrum to Design and Document the Approval Process for Remote Deposit Capture, Deposit Float Risk, Kiting, Wire Fraud, New Account Fraud, and Anti-Money Laundering BIS/OFAC Regulations

Confidential

Lean Six Sigma Master Black Belt Director of PMO

• Tools: DMAIC, DMEDI, House of Quality, RACI, Process Flows, FMEA, Value Stream Mapping, Pugh Analysis, Regression Analysis, Risk Modeling
• Using Lean / Six Sigma Black Belt Methodologies, tasked to perform value stream mapping of entire International Mail Handling Process with a focus on Export Compliance.
• Extensive business requirements analysis, and software requirements creation for a highly regulated and audit ready system Export Compliance System for US Postal Service.
• Functioned as the Lean Six Sigma Master Black Belt for International Network Operations providing leadership, mentoring and training on more than 15 projects with a cumulative savings of more than 120M.

Confidential

Proposal Consultant

• Providing Proposal and Project Management, Business and Process Analysis, and EVMS and other DOD compliant System expertise to Government Contractors. Contracts:
• SOC, LLC 1/12 2/12
• Raytheon SAIC 3/12
• BAE 3/12 4/12

Confidential

• Director of Proposals
• Managed Cross Functional Project Staff's of 5-15
• Responsibilities and Achievements
• Directed the standup of an Acquisition Center of Excellence
• Managed from acquisition to completion the Quad CIO Feasibility Study, NGA West Modernization Effort, ATM Sunset, and the Unclassified Remote Hosted Desktop Pilot Project.
• Functioned as Project Manager for a SharePoint design and implementation intended to streamline the acquisition and ECP processes. Dramatically improved integration of staff into process 12 Faster and staff collaboration.
• Negotiated contractual vehicles for the procurement of more than 4000 workstations, servers, and their software Oracle, Citrix, and other virtualization Software
• Implemented new programmatic functions including deliverable based WBSes and dramatically improved cost estimating practices for the IT/IS project in order to create compliant bidding practices
• Provided extensive editing services for SME input
• Team successfully delivered more than 60 proposals in 6 months
• Performed lessons learned and gap analysis for process failures driving continuous improvement.

Confidential

Responsibilities and Achievements

• Expert in Sections L and M Compliance, Model Contracts, GSA Schedule creation, building compliance checklists, FAR Parts 12, 15, 52, 35, conducting management and executive reviews, and directing large teams in the completion of a proposal.
• Fashioned Fee Strategies and advised on Model Contract and Fee Plan Creation to create maximum profitability while meeting the customers priorities.
• Create a system of documenting Lessons Learned and implementing corrective actions to drive continuous improvement in all proposal processes.
• Managed interdisciplinary teams to complete significant Cost Volumes for major proposal submissions.
• Utilized Microsoft Project resource loaded schedules to drive proposal price generation
• Operated as a peer reviewer and internal auditor for Orbital Science's Earned Value Process leading to a Validation review.
• Orchestrated a cultural shift from commercial practices to Federal Procurement Standards in company acquisition processes.
• Created the Cost Estimating System for the Advanced Programs group. System was approved by Internal Audit. The system was used to submit 89 winning proposals valued at 3.2 Billion for DARPA, NASA and other government customers.
• Integrated proposal processes with Integrated Baseline Review process shortening time to effective Baseline Management
• Used Crystal Ball to create three point estimates, perform Monte Carlo analysis and determine probability cost curves, perform trend analysis and analyze subcontract submissions in order to comply with Air Force acquisition requirements.

Confidential

• Special Programs Fort Wayne, Business Manager Responsibilities and Achievements
• Actively led pursuits of multiple contracts including Business Development, Capture Management, and Proposal Management
• Responsible for the day to day maintenance and reporting of all monitoring and controlling software including MPM/Deltek Cobra/Costpoint/Openplan and Microsoft Project Server.
• Created a Risk Mitigation system to eliminate > 120M in risk to space programs
• Achieved Profit and loss goals for two consecutive years at the Division Level, added five new programs from Air Force customers
• Responsible for strategic planning, identification of new market segments, and achieving financial objectives.
• Utilized Microsoft Project Schedules to drive critical path analysis and Monte Carlo analysis to establish schedule drivers and targets.

Confidential

• Managed between 4-18 Staff
• Responsible for Staff and Material ordering, procurement, planning, and distribution across a site of 1,443 employees, 4 programs, and 120M in revenue a year.
• Prepared presentations to update the site Vice President on the status of the Production Operations division.
• Led Cost Volume team for Northrop Grumman Integrated Systems on Composite Structure proposal for the Joint Strike Fighter and the Crew Exploration Vehicle.
• Developed an Oracle based ERP system to integrate all program functions into a single accessible reporting system.
• Led a Cross Functional team using LEAN / Six Sigma techniques, to carry out a Resource Planning Process Improvement driving plan variations to root cause, developed corrective actions and measured improvements. Responsible for documentation of Operations processes for inclusion in the Sector Process Architecture.
• Developed metrics, definitions, flows, and other tools to prioritize and document processes
• Responsible for Integrated Systems Command Media at the Saint Augustine Site.
• Training Planner - Developed and carried out the site training plan for the Operations Division using Microsoft Project

Confidential

• Responsibilities and Achievements
• Managed between 4-12 Staff
• Implemented and ran the Earned Value System for the Virginia Class Submarine Program in accordance with DOD Directive 5000.02 and ANSI standard 748.
• Led a team of analysts in the monitoring, analysis and reporting on the Virginia Class Submarine Program
• Managed budget allocation for the VCS Program in the manufacturing area
• Project Manager Managed the implementation of SAP's FI/CO Module
• Performed as Project Manager for a development team in the design and implementation of a Labor Resource Planning Database, designed and implemented a Staffing Chart Database that translated Mainframe data into presentation charts for executive meetings.
• Designed and implemented a budget log database that allowed for centralized enterprise management of budgets across all contracts
• Developed Cost Volume for 2nd flight of Virginia Class Submarines
• Led a design team in the overhaul of an existing planning package database for the company's Foundry, was responsible for all of the development and testing
• Value Stream mapped all NGNN Operations Finance Processes as part of a Lean initiative

Confidential

• Responsibilities and Achievements
• Managed between 4-6 Staff
• Functioned as Project Manager for the design, development and implementation of a series of cost management systems to meet specific contractual obligations for three types of contracts, aircraft carrier new construction, overhauls, and the Virginia Class Submarine programs.
• These databases, using the government's contractual EVMS guidelines, became essential to the analysis of the programs, pinpointing their trouble areas, and determining their progress, in addition to, meeting the specific contractual requirement's to have cost management systems that use EVMS.
• The databases played significant roles in lean initiatives resulting in millions of dollars in cost savings.

Confidential

• 1999-2000 PTRP Technical Project Manager
• Developed and administered an Injury Prevention Database that was implemented on twenty-four Army Installations and has become the Army standard for Injury Data Analysis.
• Created and made presentations to all levels of commands throughout the Department of Defense.
• Successfully reduced training injuries by 53 , saving the Army 250M in added recruiting costs.
• 1997-1998 Automation Director of the Emergency Department
• Oversaw the automation and training needs of 46 officers, enlisted and civilian personnel
• Managed a Budget of 15M, oversaw the acquisition and transformation of technology needs in the Emergency Management Center to a Palm driven check in system.
• Supervising a shift of seven staff on a daily basis
• 1997 Platoon Leader
• Led 65 soldiers through various military operations
• Responsible for the discipline, training, health, morale, and welfare of the unit

Confidential

Systems Administrator

Responsible for maintenance and helpdesk for more than 65 PCs and Unix Workstations, IBM AS/400 and the College Network Infrastructure