Experience

BTAS, Inc.

• United States
• Defense & Space
• 100 - 200 Employee

• • Jun 2012 - Present

  Supporting the BTAS Corporate Office, in the areas of: Earned Value Management: ANSI/EIA-748 compliance implementation; Integrated Master Schedule (IMS) support; Integrated Baseline Review (IRB) support; EVM Analysis; management reporting; Earned Value Management System (EVMS) implementation; risk management.DoD Acquisition Compliance:Business Case preparation support; Clinger-Cohen Act (CCA) Compliance Report preparation; National Defense Authorization Act (NDAA) package preparation; Exhibit 300 Report preparation; Enterprise Transition Plan (ETP) reporting; Enterprise Information Technology Data Repository (EITDR) architectural and annual CIO validation updates; Business Process Reengineering (BPR) assessment form preparation; Economic Analysis (EA) support; program risk analysis support.Financial Improvement and Audit Readiness (FIAR):Federal Information System Control Audit Manual (FISCAM) internal control review support; Federal Information Security Management Act (FISMA) Compliance support; Chief Financial Officers (CFO) Act compliance readiness support including DoD financial management system requirements. Show less

• • Oct 2007 - Jun 2012

  Supported programs for the Air Force Materiel Command in the following areas: • Project management and scheduling system implementation • National Defense Authorization Act (NDAA) Package submissions • Earned Value Management System implementation in accordance with ANSI/EIA-748 requirements; Integrated Baseline Review (IBR) and Performance Measurement Baseline (PMB) support; review of monthly CPR data; analyzed EVM data using wInsight the DoD preferred EVM analytical tool • Clinger-Cohen Act Compliance Report submissions • Air Force Enterprise Information Technology Data Repository (EITDR) updates • OMB Exhibit 300A and 300B submissions • Program Enterprise Transition Plan (ETP) updates • DoD Information Assurance Certification and Accreditation Process (DIACAP) and Federal Information System Control Audit Manual (FISCAM) review support • Federal Information Security Management Act (FISMA) Compliance support • Chief Financial Officers (CFO) Act compliance readiness supportKey accomplishments: • Developed and implemented program management processes and schedules for all acquisition compliance activities. • Developed and implemented enhanced process for collecting program EITDR information across all ECSS disciplines (i.e. finance, architecture, security, compliance, mission, risk and acquisition). • Designed ECSS compliance Dashboard for senior PMO management. • Received ECSS Significant Achievement award for leading the successful completion of the FY09 NDAA (National Defense Authorization Act) Re-certification package within a significantly compressed timeframe. • Lead the successful completion of the Clinger-Cohen Act Compliance Report for Release 1 Milestone B. Received AF CIO and OSD CIO approvals. Show less

• • Oct 1998 - Oct 2007

  Supported the LeaveWeb, Enhanced Cost Accounting System (ECAS), and Financial Information Resource System (FIRST) programs. Provided acquisition and technical support for the successful deployment of the Command Management System across the Air Force Material Command (AFMC). Key accomplishments: • The CMS Team received the 2003 AFMC SAS/FM Special Acts and Services award and the Air Force Financial Management and Comptroller Annual Special Acts and Services award. • Successfully completed over 400 EITDR updates critical in insuring CMS obtained required certifications for deployed DoD systems. CMS scored in the top quadrant for all categories (Fit, Risk and Economic Value) evaluated. • Successfully implemented Earned Value Management (EVM) for the Command Management System in accordance with ANSI/EIA-748 requirements. • Successfully completed CFO (Chief Financial Officers) Act compliance readiness review including DoD financial management system design and implementation requirements outlined in the DFAS “Blue Book” for the Command Management System. Show less



Boeing Information Services Inc.

• • Mar 1998 - Oct 1998

  Responsible for the development of a marketing strategy and implementation of a regional growth plan

• • Dec 1996 - Mar 1998

  Responsibility for overall contract performance of program activities and tasks conducted by a staff of 40 project management systems engineering professionals. Managed $300M budget. Key accomplishments: • Hired and trained project team in accelerated timeframe to meet customer requirements. This included national searches for highly specialized skills. • Developed integrated management and scheduling process for key work processes. • Increased success rate for Shared Data Warehouse transactions from 50% to 99.98%. Show less

• • Jan 1996 - Dec 1996

  Responsible for all development projects for the Material Maintenance Division of the Joint Logistics Systems Command at WPAFB.

• • Aug 1995 - Dec 1995

  Served as Chief Engineer overseeing the overall performance for five development projects for the Joint Logistics Systems Command at WPAFB. Also responsible for the technical analyses of problems related to development, integration, test and planned deployment. Key accomplishments: Streamlined internal processes to facilitate the review of life cycle documentation. Reduced response time to customer from three to one week.

• • Apr 1995 - Aug 1995

  Responsible for all financial management, administrative activities, as well as financial reporting. As Senior Information Engineer provided technical analyses of problems related to project development, integration, test, and planned deployment.



EG&G Mound Applied Technologies

• Dayton, Ohio Area

• Senior Systems Development Accountant

  • Nov 1992 - Apr 1995

  Team Lead in the design and implementation of a project based / integrated cost accounting system. Key accomplishment: Responsible for the implementation of a plant wide interactive online Time & Attendance system, which replaced the labor intensive card system. Cited by senior management as one of the most successful implementations in the plant's history. Team Lead in the design and implementation of a project based / integrated cost accounting system. Key accomplishment: Responsible for the implementation of a plant wide interactive online Time & Attendance system, which replaced the labor intensive card system. Cited by senior management as one of the most successful implementations in the plant's history.