Productivity Wave’s™ solution is a one of a kind, purpose-built system for the identification, management and reporting of activities and deliverables on professional support services contracts. This web-based application allows your entire team to track CDRLs, ad-hoc deliverables and activities. This product enables your project manager to report activities with performance measures and metrics, similar to the level of specificity as the financial and labor hours in your Contractor Performance Status Report/Monthly Status Report. The Productivity Wave solution also ensures you team meets or exceeds the performance standards in the PWS/SOW. Productivity Wave allows the service provider to provide metrics in support of performance evaluations (ex., CPARS, Award Fee, etc.) and Business Development.If your company provides professional support services, particularly to the Department of Defense or other Government agencies, ask yourself two questions; Do you measure up? Can you prove it?

In this role, I am assisting small business clients in reviewing and implementing processes and process improvement efforts for business process management, performance management, integrated data management and business development. For one customer I integrated and provided recommendations to sustain and improve their formal customer satisfaction ratings. I also support integrating data and processes to reduce the demand of maintaining redundant information in multiple systems. I have supported multiple customers in business development and proposal development.

As the Director, Service Line Management I reported to the Chief Executive Officer and Chief Branding Officer. I developed integrated data management solutions to improve company data management, production of metrics, and significantly reduce data management and access timelines. I proposed, drafted and was instrumental in the implementation and management of a process that enabled the certification of over 60 employees in industry relevant training and certifications. As the Director, Service Line Management I was responsible for developing the strategy and working with multiple functional teams to identify and document business processes for core services delivered to customers. This effort involved identification of core services delivered, developing process documentation for the defined processes, identifying enabling artifacts (standards, policies, templates, business tools, etc.) required for successful delivery of the core services. I also established and led a diverse working group to refine and build the prototype knowledge sharing system enabling specific communities of interest to share and collaborate on specific core processes and enable the company wide sharing of all processes. I developed and proposed a process for tracking formal customer satisfaction ratings and assisting managers in providing performance data and holding customer reviews to increase client satisfaction.

As the Manager of the CSA Acquisition and Program Management Team, I lead a team comprised of professional staff providing consulting services to DoD and Government clients. I was responsible for the full range of supervisory activities for up to 21 team members. I developed, initiated and managed key company initiatives including the company's Employee Mentoring Program, Employee Rewards and Recognition Program, Defense Acquisition Workforce Initiative Act (DAWIA) Equivalency Certification program and supported team members' in using their initiative and creativity to propose and implement new programs. I was also a Subject Matter Expert and Key Personnel for a team providing Program management and Defense Acquisition Services to clients. In this role, I worked with Government, Military and contractor teams comprised of multi-functional teams to develop strategies, execute programs, monitor, report and measure performance for multiple Defense Acquisition programs. I was recognized as a DoD and Navy Acquisition Policy Specialist who provided review and interpretation of existing policy, reviewed draft policy and made recommendations on policy changes. I led and authored multiple white papers to resolve policy interpretation differences that were used at the Program Office, Program Executive Office, within multiple offices within the Department of the Navy, Department of Defense and Joint Chiefs' of Staff organizations. I supported and led process improvement initiatives to improve knowledge management, information consolidation, reporting and business processes. I also developed the methodology and pilot implementations of a acquisition document template knowledge management system adopted PEO wide. I was a key member of a process improvement team that implemented a migration from manual documentation routing to electronic routing, decreasing processing time by more than 50%.

During my eleven year relationship with BAH, I progressed from a Research Associate to a Contract Program Manager and Functional Lead for a customer organization. As a Contract Program Manager, I led a multi-functional team of more than 50 personnel, comprised of staff from over 10 companies, to deliver a broad range of support services. Upon assignment to this position, I increased client satisfaction from below 80% (with scores as low as 55% and 65%) to over 90% within one year and sustained average over 90% for three years. As a Functional Lead and Subject Matter Expert, I directly supported the customer Program Manager and multiple customer and contractor support staff in defining, preparing strategies, developing documentation, ensuring compliance, reporting and execution of more than 50 complex cryptographic, communications and other systems. Prior to these positions, I played many roles as a team leader and team member providing a broad range of analytic, project management, technical, research and other services to customers. I developed a process and system for initiating, monitoring, measuring and reporting contractor performance on a Performance Based contract. This system reported the timeliness, conformance and quality of contractor performance on a services contact and enabled measured results and metrics. These measures and metrics were used in regular reporting and to support annual performance and fee boards. This solution was implemented contract wide. I also developed a contract financial and personnel resource forecasting and management system that enabled managers to accurately project and manage their team's resources. This tool was rapidly adopted by multiple program managers and was used to manage numerous contract task orders and tens of millions of dollars. I developed military satellite models in AGI's STK package producing satellite orbital and antenna coverage models.