• Chosen as the Project Lead of the Federal FAR Part 12 compliance initiative. • Oversee Finance PMO Projects• Use project management methods and standards to ensure project results meet/exceed expectations.• Establish and maintain key partnerships across multiple lines of business to drive initiatives, strategies, issue resolutions, and alignment.• Provide process leadership, detailed knowledge and understanding of key federal business processes and their cross-functional impacts.

USAF Infrastructure and Deployment (Construction)• Responsible and accountable for the strategy, planning, and execution of all material and services. • Coordinate cross-functionally to ensure that all supply chain commitments are met, and that appropriate mitigation plans are developed and executed to address any programmatic risks.• Strategize and lead the activities for GSC in all phases of the Business Acquisition Process (BAP). • Ensure that program requirements are clearly and accurately depicted in the Statements of Work and supplier requirements are managed to ensure compliance and all in-scope activities are completed. • Lead supply chain program execution to include resource planning, material cost, forecasting, schedule performance, risk/opportunity management, supplier performance, and supply chain issue resolution.• Brief senior management on program status, commitments, issues or concerns, and future opportunities with accurate and complete information along with mitigation plans where necessary.• Lead acquisitions and train/educate technical personnel on writing Statements of Work, processes and requirements for Government acquisitions to be compliant with FAR, and technical evaluations to include supporting data for technical positions.

USAF Ground Based Strategic Deterrent (GBSD) [ICBM MM Missile Replacement Program], Engineering Services, Government Spares• Management of a remote team of buyers who work on spares contracts dealing with obsolescence and unique engineering capabilities. Drove significant improvement in the team dynamics and culture of the Buyers through coaching team members, resolving conflict, reviewing performance, and initiating corrective actions as necessary. • Increased the buyers’ output by 100% from two years before by driving quality into the process, redistributing the workload, streamlining processes and managing the input into Global Supply Chain from the program. Created metrics that validated this output.• Management of a team of subcontracts administrators responsible for the lifecycle development of subcontract sourcing plans, specifications, and statements of work for the procurement of specialized materials, equipment, and services. Analyze proposals for compliance to all Northrop Grumman and FAR requirements to include price/cost reasonableness. Prepare bid packages, conduct source selection, and negotiate cost with fee (or price) along with any exceptions to proposals to include terms and conditions. Engage with cross-functional teams to identify risks and opportunities. Manage lifecycle risk registers to mitigate cost and schedule impacts. Analyze and track financials.• Made a considerable increase in the knowledge base and skill level of each junior and mid-level Buyer and Subcontracts Administrator through individualized and team training environments. • Created templates to ensure consistency and compliance including pricing documents, Price/Cost Analyses (P/CA), award justifications, negotiation templates, etc. • Structured Program Management Reviews to include cost and schedule performance, quality, communication, risks and mitigations, and future opportunities.

USAF F-5/T-38 Spares• Manage Subcontract Administrator Group overseeing administration of and negotiation of a portfolio of subcontracts to enhance customer satisfaction and build positive relationships from requests for proposal (RFPs) to contract award through execution and completion of long-term contracts and individual buys of spares for very old aircraft. Was instrumental in defining the input and output for the acquisition process, which reduced the proposal timeline by 60%. • Drove significant change in employee morale and engagement, this resulted in higher engagement scores than the average manager in both Northrop Grumman and other large corporations according to Towers-Watson.• Trained Subcontract Administrator (SCA) group on how to write best-in-class Price/Cost Analyses (P/CA) for efforts under the Truth in Cost or Pricing Data (TCoPD) where cost and pricing data, procurement history, or comparable pricing was not available. Government lead pricer used our structure as baseline for other Northrop Grumman groups.• Trained SCA’s on Procurement Manual and FAR compliant procurement packages and reviewed all procurement packages until SCAs fully understood the requirements. Orchestrated the update of an extensive amount of packages inherited from another group to ensure full compliance in support of Contractor Purchasing System Review (CPSR).• Created a negotiation plan template to incorporate P/CA recommendations, Business Management Objectives, and Government requests and show how objectives support Government counteroffers. Set goals for SCAs to negotiate savings and find ways to challenge suppliers in order to reduce costs.• Structured kick-off meetings to be formal presentations and encompass all aspects of the program from lessons learned, to expectations and concerns.• Increased small business supplier base by 20% through small business outreach efforts and conferences.