Experience

Sumaria Systems, LLC

• United States
• Defense and Space Manufacturing
• 200 - 300 Employee

• Portfolio Manager

  • Nov 2015 - Present

  Provide Program Management for DoD Information Technology, Engineering and Management Consulting support service contracts. Knowledgeable in DoD acquisition, engineering, and technical management processes and policies, with emphasis on Air Force and foreign military sales of weapon systems. Expertise in recruiting, hiring, motivating, and retaining support contractors - 96% retention on Prime contracts managed. Currently leading 170+ contractors at different agencies. Ability to manage the cost, schedule and technical performance of assigned programs from inception through completion. Leads technical and programmatic discussions with customers, employees, and teammates. Prepares and reviews major technical reports, status reports, white papers, and formal briefings. Develops new business opportunities and expand business with existing customers. Revenue growth year after year through organic efforts to expand the contract FTEs or scope. Exceptional CPAR ratings. Prepares and delivers monthly program execution and financial reviews to the customer and company, including finances, issues and risks with mitigation plans, recruiting and hiring status, subcontractor evaluations, employee performance, and business development activity. Prepares proposal work statements and specifications, operating budgets, and drafts contract terms/conditions. Experienced in supporting business development and capture activities, including, responding to new business opportunities, particularly quick-turn Request For Quotes (RFQ) / task orders under Multiple Award IDIQ Contract (MAC) Vehicles. Attends industry events and conducts business development meetings. Show less



Whitney, Bradley & Brown (WBB)

• United States
• Business Consulting and Services
• 200 - 300 Employee

• Senior Acquisition Program Manager

  • Jul 2011 - Nov 2015

  Responsibilities varied. Team leader for 30+ employees providing management consulting support to Presidential Aircraft Recapitalization acquisition effort. My role was to conduct workshops to interview 70+ technical experts and turn their requirements into a turn-key Request for Proposal Package to purchase 3 new presidential aircraft. Strategic communications lead for the F-22 fighter program following a Class A mishap. Supported accident investigation engineering team through collection, organization, and analysis of technical findings to identify root cause of crash. Simultaneously, organized efforts of 15+ subject matter experts to provide milestone documentation and acquisition support services to streamline JCIDS approval process. Supported study and analysis effort on F-22 resource re-planning and workload division. Worked with senior leadership on organizational redesign recommendations when it was determined half the program office would move to an air logistics center. Transferred into the consulting practice to gain more acquisition and project management experience. Operated as project lead on a large number of contracts supporting Air Force acquisition efforts which had ACAT ID - ACAT III programs, including A-10, Joint Strike Fighter, KC-46, Unmanned Aerial Vehicles, Bombers, and Advanced Fighters. Responsible for profit and less. Lead for SBIR Phase III USAF mentor-protégé relationships at Wright-Patterson Air Force Base, Ohio on information technology programs designed to provide decision support analysis and recommendations. As Program lead reporting to the VP of Marketing, developed and launched Business Development and Proposal site. Interviewed 150+ employees to host and cross-reference contracts, marketing, BD, and execution documentation (past performance efforts, proposals, resumes, CPARS, etc.) in one searchable website. Reduced time spent during capture planning and proposal generation/submission cycle time by 60%. Show less



Booz Allen Hamilton

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Senior Acquisition Program Manager

  • Apr 2009 - Jul 2011

  Senior acquisition program manager for Joint Program acquisition effort to purchase, tailor and deploy the $2.2B Defense Accounting and Enterprise Management System (DEAMS), a financial management information technology system. As trusted advisor to the Functional Management Office at USTRANSCOM, performed two roles. Led the FMO's team supporting development and approval of the acquisition strategy. Prepared milestone documents, MOUs, MOAs, SOOs, SOWs and other artifacts for this ACAT 1D Major Acquisition Information Systems (MAIS) acquisition effort. Strategic communications lead responsible for planning and executing end-user engagements, workshops, and presentations related to effort. Supported source selection activities accomplished. Show less



ICF

• United States
• Business Consulting and Services
• 700 & Above Employee

• Senior Program Manager

  • Nov 2007 - Mar 2009

  Program Manager supporting SAF/FM functional management office located at Scott AFB, Illinois for an ACAT 1D Major Acquisition Information Systems (MAIS) effort. Conducted requirements definition and blueprinting workshops. Designed and delivered communications campaigns, including newsletter and press releases to prepare USAF financial managers for a transition to the Defense Accounting and Management System (DEAMS) ERP tool. Developed and conducted senior leader governance boards following a governance process agreed upon by USTRANSCOM and AFMC. Prepared briefings and recorded decisions and action items. Prepared for and conducted quarterly program management reviews to facilitate management's decision making on acquisition and development of the Oracle software system. Supported business development activities and proposal writing. Show less



Robbins-Gioia, LLC

• United States
• Business Consulting and Services
• 200 - 300 Employee

• Senior Manager Program Management Office

  • Oct 2006 - Nov 2007

  Program Manager and team lead for 7 people supporting the USAF's $1B Oracle 11i ERP project - Expeditionary Combat Support System. Responsible for task planning and execution of contract/task orders. Drafted Statement of Work, CDRLs, and other supporting milestone documents. Wrote and coordinated approval of numerous deliverables. Recruiting and Talent Management. Business Development and Proposal Support. Prepared and delivered briefings to senior leaders on status of change management and communications efforts. Show less



LOGTEC

• Information Technology & Services
• 1 - 100 Employee

• Senior Program Manager

  • Apr 2006 - Oct 2006

  Supported Headquarters Air Force's Agile Combat Support Flight Lead. Led blueprinting sessions with 200 stakeholders to collect, analyze and document Operational Support capabilities/requirements, and turn them into the Air Forces Master Capability Library, the Agile Combat Support Concept of Operations, and the architecture models which resulted in the first Agile Combat Support architecture product. This product was used for the Air Force Capability Risk Review Assessment (CRRA) process. The outcome of this activity prioritizes what gets funded during the planning, programming, budgeting, and execution activities. Successful execution resulted in a reduction of 50% of the process steps; saved $70K in costs, and the resulting products were delivered months ahead of schedule. Wrote strategic communications plan for Agile Combat Support that was implemented by the Flight Lead. Show less



Modern Technologies Corporation

• Dayton, Ohio, United States

• Program Manager

  • Aug 2003 - Apr 2006

  Program Manager within AFMC's Transformation Directorate which directly reported to the AFMC Commander. Developed, managed and oversaw the Command's Process Improvement and Best Practices program. Designed, implemented and sustained a web-based decision support process and system in Oracle 11i. Functioned as the program's governance lead, overseeing the process from submission of candidates through the AFMC corporate decision-making process. Prepared quarterly presentations for the AFMC Vice-Commander and the Air Force Council. Supported multiple transformation/change management initiatives at AFMC like the Balanced Scorecard, Air Force Smart Operations 21 (AFSO21). Participated in design, testing and delivery of AFSO21 change agent training, certification and the plan to implement and institutionalize AFSO21 across the entire AF. Provided training, advice and guidance to action officers who were responsible for conducting AFSO21 LEAN events across the entire MAJCOM. Show less