I specialize in acquisition and program management. My career roles - first line supervisor, unlimited warrant contracting officer, team leader, contract specialist, financial representative, asset manager, legal assistant, business analyst, and small business owner.I am the Chief of Mission Support Branch for ATF Headquarters (HQ) and all field office locations, managing procurement and leasing of supplies and services exceeding $10,000. I coordinate purchases above the simplified acquisition threshold and those below made by ATF’s purchase cardholders. With extensive experience in program management, acquisition, and leadership, I handle diverse responsibilities including budget management, resource allocation, interagency agreements, and acquisition package oversight, providing guidance to senior leadership.In meetings with the Acting Division Chief and Acting Deputy Director of the Acquisition Management Division, I facilitate comprehensive discussions on acquisition and policy updates, contract award phase statuses, personnel matters, and budgetary updates. I also manage data requirements from ATF and DOJ Justice Management Division taskers, providing written recommendations to senior leaders. I synchronize and integrate various elements into a cohesive program aligning with the Department of Justice’s (ATF’s) initiatives and acquisition operational programs. This involves guiding program and financial management across short, mid, and long-range projections, including budget year, current year, and Program Objective Memorandum (POM) years. Leveraging strategic and analytical skills, I review and approve resource-intensive plans and programs, ensuring alignment with ATF’s mission objectives.As a Strategic Thinking Business Advisor, I develop effective acquisition practices, set performance goals, address complex problems, and ensure compliance with federal acquisition certification requirements to optimize performance and proactively mitigate risks.

I spearhead the development, implementation, and analysis of data requirements received from DOJ/Justice Management Division (JMD) taskers, ensuring a meticulous review of the data and delivering comprehensive written recommendations to senior management.Moreover, I harmonized and integrated insight into a cohesive and strategic program that bolsters the Department of Justice’s initiatives and practices, which developed the Acquisition Management Division based from a work survey conducted by an outside consultant company. This entailed providing adept guidance for separating one Division into to Division to develop program and financial management across short, mid, and long-range projections, encompassing budgetary planning for the current year, Program Objective Memorandum (POM) years, and program/budget execution. Additionally, I managed a division of 15 employees, managed finance and accounting tasks, conduct thorough reviews and analyses, performed cost analyses, ensured internal review processes were conducted in accordance with ATF’s policy and procedures, maintained audit compliance, and managed financial inventory accounting systems tailored to ATF’s mission needs.Utilized my strategic and analytical prowess, and meticulously reviewed and approved resource-intensive plans and programs to ensure the agency's objectives were achieved, obstacles were effectively overcome, and priorities of effort were aligned to uphold ATF’s mission at the highest level.

As a senior acquisition expert appointed by ARCYBER Deputy to the Commanding General, I provided crucial acquisition technical knowledge and contracting support to AFC, a newly formed four-star command, for a 120-day period.Highlights of my responsibilities:- Established and operated an acquisition cell at Fort Belvoir to oversee contracting initiatives, interpret acquisition regulations and policies within the Federal Acquisition Regulation (FAR), and ensure compliance with local policies.- Supervised service and supply contracts under ASOD responsibility, ensuring effective execution.- Assigned workload priorities for specialists within ASOD Branch based on their skillset and knowledge, thus streamlined acquisition processes within ARCYBER and delivering excellent customer service.- Initiated working groups and meetings to coordinate resources from ARCYBER functional experts through NSA, resulting in streamlined agency-wide operations, reduced duplication of contracts, and significantly shortened contract award timelines.- Established and evaluated performance standards for newly hired acquisition positions, ensuring a high standard of proficiency.- Collaborated with General Officers and Senior Staff to direct acquisition processes and procedures for ARCYBER/AFC requirements.- Determined the best contractual strategy for acquisitions, soliciting responses from requiring activity both internal and external to ARCYBER.- First-level supervisor for employees engaged in a variety of functions in support of ARCYBER staff sections.- Provided weekly status briefings in G4 Staff and Deputy sync meetings on IT Cyber services and supply contract actions.- Implemented strategic plans and offering business advice for ARCYBER and AFC staff personnel.- Served as a voting member of hiring panels for G8, reviewing resumes and interviewing candidates for key positions, and leading hiring panels for G4 open acquisition positions.

ARCYBER is an Army Service Component Command (ASCC), Branch Chief and an acquisition liaison between ARCYBER, various contracting commands and staff sections. Supervisor duties, workforce development, workload management, train and mentor for four (4) employees. Review, refine, and approve requirement packages before submission to various contracting agencies. Publish policy and procedures for ARCYBER staff for technical, high-level requirements. Train and provide technical expertise to Army Future Command (AFC) and ARCYBER staff sections to increase acquisition knowledge and improve contract performance monitoring for existing and new requirements in support of ARCYBER’s mission. Serve as an executive agent for ARCYBER procurement branch.- Established and operated an acquisition cell at Fort Belvoir to provide oversight to contracting initiatives, contract requirements and interpret acquisition regulations and policies within the Federal AcquisitionRegulation (FAR) and local policies.- Supervised and evaluated service and supply contracts under ASOD responsibility.- Assigned and re-distributed workload priorities for specialists within ASOD Branch based onskillset andknowledge. Aligned similar contract actions under the same leadership. Review and streamline acquisition processes within ARCYBER. Provide excellent customer service continuously.- Structured working groups and meetings to coordinate resources from the ARCYBER functional experts through National Security Agency (NSA). This initiative streamlined agency-wide mitigated duplication of contracts, and significantly reduced contractaward timelines allowing for continuity and consistency throughout ARCYBER.

Conducted mini training sessions for multiple program offices, provided recommendations to acquisition teams’ determination and findings memorandums, source selection plans, acquisition strategy/plans. Establish relationships and collaborate with Small Business Office, Legal and Pricing into the source selection training sessions. Develop guidance and recommendations to ACC-RSA enterprise ensuring regulatory guidance and compliance is implemented in acquisition documents submitted for review through the paperless contracting folder system. Empower, supervise, manage a team of Government personnel responsible for providing mission support and source selection recommendations the ACC-RSA acquisition workforce and provided written analysis in accordance with (IAW) Federal Acquisition Regulation (FAR), Department of Defense FAR Supplement (DFARS), Army Source Selection Supplement (AS3), laws and local policies and procedures.Accomplishments:•First Division Chief assigned to the Source Selection Support Center of Excellence (S3COE) Division.•Initiated Source Selection compliance reviews between Department of Defense Source Selection Guide and Department of Army Source Selection Supplement.•Technical procurement expert and leader for 15 Source Selection Evaluation Boards from May 2017 through February 2018.•Senior Acquisition expert providing recommendations for challenging problems such as streamlining requirements, determining contract type, developing contractors proposal evaluation criteria, clarifying PWS to better support ACC-RSA’s mission requirements and train the workforce participating on Source Selection Boards.•Held unlimited Contracting Officer Warrant for numerous contract awards.•Established training and education plans for five employees, resulted in loss of one employee to promotion to Contracting Officer to NASA.•Established performance standards for S3COE employees.•Hired one Procurement Analyst (GS-13) to grow the Source Selection Division.

Distinguished graduate of Army Senior Service College Fellow (MEL-1 (War College – equivalent)) completed a highly extensive leadership training program to prepare for a position of greater responsibility. Conducted research and authored a paper on the topic, ‘How can the US Army improve strategic thinking skills of acquisition Program Managers (PM)’. Network with GO and SES level equivalents discussing National Strategy, directions of the Army Enterprise, leadership styles, workforce challenges, labor relation challenges and skills required to become better leaders. During this program I strengthen conceptual, technical, and interpersonal competencies required to lead and manage teams and individuals in an operational and strategic level across Department of Army enterprise. Facilitated both small and large group sessions analyzing over 90 cases utilizing critical and strategic thinking skills. Developed problem statements and depict main important points of each case situation to determine the best course of actions in PMT 401. Accomplishments:• Successfully graduated in May 2017.• Completed PMT 401 course• Authored and published term paper “How can the US Army improve strategic thinking skills of acquisition Program Managers?”

Visionary leader conducting, planning meetings, management of contractual actions for site for Aviation Center Logistics Command (ACLC) and Logistics Support Facilities Management Activity (LSFMA). managed 3 contracts: Logistics Support Facilities (LSF3 and LSF4) $1.5B, Fort Benning $22.5M and Fort Rucker $1.9B covered by 275 task orders and 191 modification for aviation maintenance support for three programs consisting a combination staff of 16; 3 Army NCO officers and 13 Department of Army Civilians (GS07–GS14). Developed streamline processes for processing Over and Above (O&A) work requests. Implemented policy and procedures to ensure Contracting Officers (CO) receive complete contract requirement packages (CRP) to prevent delay in contract award in on of a rapid response contract requirement in order to expedite award. Perform human resource duties for staff of GS11-GS14 level. Implemented human resources guidance and provided staff oversight to GS11-GS14 level employees plan employees work based on priority of the mission. Developed performance standards/quarterly counseling sessions for GS11-GS14 level specialists. Interviewed and hired candidates for open positions within the aviation division. Arranged developmental assignments and training courses for contract specialists interested in advancing career. Resolve complex employee disputes and EEO claims and complaints from employees. Establish and implement varies personnel actions such as termination of intern, reassignments, promotions, long term training request and performance award recommendations) to senior management and directors management employee relations representative. Mentor 3 junior specialist in the Aviation Maintenance Directorate developing leadership toward meeting the vision, mission and goals of the Directorate, discussing the importance of understanding workplace environments, teamwork, foster relationships with others and strategies for resolving conflict amongst peers.

Team Lead and Lead Negotiator with CO authority, assigned the Integrated Air and Missile Defense (IAMD) Battle Command System (IBCS) System B-Kits contract a new Acquisition Category (ACAT) 1D program estimated contract value $1.1B. Provide systems status updates to Division Chief. Provide training, leadership and guidance for planning and developing acquisition strategy for multiple sole source programs for major items weapon systems.

Lead Negotiator with Contracting Officer authority, assigned the Integrated Air and Missile Defense (IAMD) Battle Command System (IBCS) System B-Kits contract a new Acquisition Category (ACAT) 1D program estimated contract value $25M. Provide leadership and guidance for planning and developing acquisition strategy for sole source contracts for major items weapon systems. Utilized technical analysis provided by IAMD Project Office to evaluate Northrop Grumman’s proposals to develop the Government’s negotiated position and negotiated a complex and highly technical change order to the basic contract at an estimated value of $43M. This critical Air and Missile Defense contract is Engineering, Manufacturing and Development phase for the next 3 years, encompassing the delivery of prototype items, software integration with legacy systems (Patriot, MEADS) multiple demonstrations and low rate initial production.•Led and implemented technical acquisition guidance to three subordinates for planning and developing acquisition strategy for sole source contracts for major items weapon systems. Utilized technical analysis provided by IAMD Project Office to evaluate Northrop Grumman’s cost and pricing proposals to develop the Government’s objective and negotiated positions.•Negotiated complex and highly technical change orders to the basic contract at an estimate contract value $43M. Led monthly integrated program team (IPT) meetings and the use of modified ALPHA like procedures for 2 complex Engineering Change Proposals (ECP). Review acquisition requirements and strategy plans for Forward Area Air Defense System (FAAD) Program - Research and Development (RD) contract. •Provided technical input on the contractor’s requirement packages (CRP) estimating $84.5M as a sole source follow-on software development contract. This action briefed and approved by Director, Division Chief, PARC, and Department of Army (HQ DA) level.

Review and sign highly complex and large dollar packages for Strategic Team for Original Equipment Manufacturer (OEM) long term and corporate contracts. Provide acquisition planning guidance to the team; formulate price negotiation memorandums, review and monitor post award and contract administration tasks and funds to ensure contract provisions are in compliance with the terms and conditions of awarded contract.

Provided contract administration, acquisition planning, negotiation and awarded for major items, Counter-Rocket, Artillery and Mortar (C-RAM) program. I prepared procurement plans and ensured that all assigned packages were developed to support the C-RAM customer. I kept all automated files and databases updated and accurate. I obtained approvals for an urgent letter contract for direct theater (OEF) support of the C-RAM system. I negotiated and definitized the RDT&E and OPA funded cost plus fixed fee (CPFF) contract valued at $78M. I prepared numerous complex cost and price analyses which were approved without significant revision. I led sole source negotiations for C-RAM contracts and modifications. I effectively developed and negotiated contract objectives, performed subsequent contract awards and modifications which enabled the continued support of critical theater-specific C-RAM contracts. As lead specialist, I participated in meetings with Department of Army (DA), C-RAM, Program Management Office (PMO) and contract office to reconcile questions regarding $570M J&A; which was approved in a timely manner. Reviewed contractor proposed cost for excessive charges to the government for labor hours, salary bonuses, travel expenses, excessive per diem rates and material cost, resulting in a cost savings of $200,000 to the United States Government (USG). I evaluated cost and pricing data contained in contractor's proposals to determine reasonableness of all cost elements for various complex and highly difficult contracts in support of C-RAM program. Served as liaison with legal, competition management office (CMO), small business and program office to ensure all FAR and DFARS, laws and local policies were considered. I served as subject matter expert advisor to management including Division Chief, Director and program office involving program progress, difficulties encountered with contractor proposals and PWS changes.

Lead contract specialist, I was responsible for acquisition planning and program execution activities requiring direction, management and document control of service and supply procurement requirements for joint operations and inter agency contracts in the amount of $960M and provided recommended improvements on multiyear FFP, CPFF, CPAF, CPIF and IDIQ type contracts to the Division and Branch Chief Level of management, military personnel and PM Office.•Principal technical monitor and COR providing acquisition oversight for Honeywell Technology Solution, Inc (HTSI) contract. Identified a priority task list for HTSI to complete work orders greater than 90 days.•Reviewed HTSI small and major purchases processes using the Purchase Requisition and Commitment (PR&C) process, FFP and cost-plus award fee (CPAF) type contracts that support the mission for the 402nd AFSB.•Primary liaison for FFP; time and materials; and cost reimbursable type contracts; valued in excess of $125M at Joint Base Balad (JBB) Iraq. Advisor providing recommendations for the total acquisition and life-cycle process for the Rough Terrain Container Handler (RTCH) program and improved the repair and replacement structure of RTCH program to the customer, program analyst, contracting officer and senior management; valued in excess of $25M.•June 2009, was appointed Contracting Management Officer for the 402nd AFSB, supervised 3 Contracting Officer Technical Representatives in support of a FFP contracts which provided support in the following areas Operations and Maintenance (O&M), Logistics and Maintenance contracts at the Brigade and Battalions levels.•Served as technical expert with contracting authority explaining the acquisition path forward for complex and high-level actions to General Officers and SES. Implemented strategic plans for the S8 to complete current or pending requirements (projects) pending approval and funding IAW FAR, DFARS, laws, and contract terms and condition.

Lead specialist for Prime Power and Short Take-Off and Landing (STOL) and Low Cost Low Altitude (LCLA) weekly conference calls and assisted customers with their requirements to support war fighter's mission in Afghanistan. Advised and provided recommendations on multiyear firm fixed price (FFP) and indefinite Delivery Indefinite Quantity (IDIQ) contracts to multiple levels of management, customers and Program Managers (PM). Knowledgeable FAR and DFARS, policies and procedures for Computer Hardware Enterprise Software and Solutions (CHESS), General Service Administration (GSA) and FFP contracts. Prepared Justification and Approvals (J&A), acquisition strategies, acquisition plans, prepared small business coordination records, reviewed quotes using CHESS, GSA ebuys, source selection plans, draft solicitations, synopses, reviewed request for proposals and conducted market research for new acquisition requirements.

Provide acquisition oversight and contract surveillance small and major purchases using the Purchase Requisition and Commitment (PR&C) process, FFP and cost plus award fee (CPAF) type contracts that support the mission for the 402nd. Liaison and Advisor for FFP; time and materials; and cost reimbursable contracts; valued at $125M at Joint Base Balad (JBB) Iraq. Advised and provided recommendations for the total acquisition and life-cycle process for the Rough Terrain Container Handler (RTCH) program and improved the repair and replacement structure of RTCH program

• Billed and collected account receivable for 218 Porsche dealerships monthly receivables ranging from $35M to $500M.• Established and Fostered relationships with owners’ of Porsche dealerships, PCNA and PCL leadership and internal section to resolve problems at the lowest level.• Generated month end ad hoc Allowance for doubtful accounts to VP of Finance and dealerships.• Generated monthly ad hoc 60-90 delinquent accounts to VP of Finance and dealerships.• Generated daily cash receipts worksheet to facilitate with monthly cash reconcile reports for each dealership.• Generated monthly past due accounts of dealership that pose a financial risk to PCNA and PCL.• Established account receivables policy, procedures and desk guide to streamline PCNA billing and collection processes. • Negotiated payment plans for dealerships with delinquent receivables accounts balances greater than 60 days.• Negotiated payment plans, issued credit memo for employees, dealerships, and third parties vendors regarding merchandise or vehicles.• Principal account representative in support of year end external audits conducted by PCL.• Conducted research for all accounting errors and collection accounts; provided ad hoc reports and recommendations per findings.

• Generated monthly financial metrics to increase potential cash flow projections for business units across North American region.• Lead analyst providing assessment of monthly provision recommendations and ensure specific provisions are properly supported by documented cash flow projections as required by regulatory policies.• Researched and interpreted policies, procedures and regulatory guidance for the invoice audit accuracy team. • Developed and launched new streamlined techniques for Lucent Technologies Invoice Accuracy Audit Program. • Provided new strategies and recommendations for a 5% improvement of billing accuracies for each business unit across the North America region to executive leadership.• Managed and provided training instruction to four employees on the Invoice Accuracy Audit Program over a six month period.