Manages a large diverse team of professionals supporting stateside/overseas clients; and is responsible for quality assurance, risk mitigation, resource acquisition, workforce management, contract execution, client-facing operations, organic on-contract growth, new business, and employee and customer/client satisfaction. Primary efforts include Business Operations, Client Operations, Risk & Compliance, and Mergers & Acquisitions.Business Operations: Include development, direction, and support of Resource Acquisition, Data Management & Governance, and Workforce Management efforts to deliver a single hub for communication, execution, and reporting between delivery-to-delivery, delivery-to-growth, and delivery-to-headquarters.Client Operations: Includes all project/contract-based activities for the DoD, Defense Agencies, and State, Local, and Federal Civilian (non-defense) clients. Specifically, activities associated with day-to-day operations directly supporting clients and the detailed execution of contract performance work statements and tasks incorporating proprietary and industry-leading technologies and consulting services to provide objective insights, strategic recommendations, and practical assistance to support missions, overcome obstacles, capitalize on opportunities, and enhance overall client performance. Major focus areas include, but are not limited to Account, Sector, and Project Performance; Contract Execution & Management; Business Development; and People Management.Risk & Compliance: Include the development, direction, and support of Quality Assurance and Risk Mitigation frameworks, controls, and evaluations to improve project execution, end-to-end business process oversight, and training tailored to improve delivery operations, ensure customer continuity, facilitate corporate reporting, and KPI analysis to support managerial decision making and outcome-oriented corrective actions.Mergers & Acquisitions: Details can be provided upon request.

See roles and responsibilities in CDO role above. Additional items are provided below.Facilitated and managed Sehlke’s continuous growth and superior performance that resulted in numerous accolades, including:• Inc. 5000’s Fastest-Growing Companies in America (#768, 2019 & #1678, 2020)• Inc. 500’s Fastest-Growing Companies in America (2017, #319 & 2018, #435)• Inc. 500’s Top Virginia Companies 5000 (2017)• Inc. 500’s Top Washington, DC Companies 5000 (2017)• Inc. 5000’s DC Metro’s Top Companies of 2020 (#63)• Washington Business Journal’s 75 Fastest Growing Companies (2020, #55, 2019, #26, & 2018, #9) • Inc. 5000’s Vet100’s Fastest-Growing Veteran-Owned Business (2018, #18, 2019, #28, 2020, #58, & 2021, #94)• Inc. 500’s Vet50’s Fastest Growing Veteran-Owned Business (2018, #18)• Inc. 500’s Vet50’s Fastest Growing Veteran-Owned Business (2019, #28)• Virginia Chamber of Commerce’s Fantastic 50 (2019, #5)Facilitated collaborative, comprehensive, and leading solutions between Sectors and lines of business, including Robotic Process Automation (RPA), Business Process Improvement, Financial Management, Program Management, Acquisition Management, and Logistics and Supply Chain Management.Successfully united subject matter expertise, technology, and effective communications to achieve increased accuracy, efficiency, and compliance to deliver comprehensive and timely solutions by exceeding expectations and addressing and resolving clients’ mission-critical issues. Results of superior performance are illustrated through continued exceptional ratings within the Contractor Performance Assessment Reporting System (CPARS).

Delivers expert advice, analyses, and assistance in carrying out responsibilities and all actions required to support FIAR initiatives. This includes developing Process Cycle Memorandums (PCMs) to identify and document internal controls, systems, and risks for business and financial processes for the following: Civilian Pay (CIVPAY), Transportation of People (TOP), Contract Vendor Pay, Transportation of Things (TOT), Military Standard Requisitioning and Issue Procedures (MILSTRIP), Funds Receipt and Distribution, Reimbursable Work Orders (RWO) and Asset Management. Identifies deficiencies and assists the SOJ8 Comptroller office in the development of Corrective Action Plans (CAPs) for implementation. Additionally, performs internal control testing of each segment to support CAP validation and sustainment. Support also includes supporting current USSOCOM/USPACOM audit support requirements, through providing quality assurance reviews of audit sample Key Supporting Documentation (KSD) prior to being submitted to auditors within compressed timeframes.

See below for specific details.

Provide Financial Management Support (FMS) services to the Resource, Evaluation and Analysis (RE&A) section within III Marine Expeditionary Force and subordinate MSC Comptrollers. FMS services include outlining processes, drafting policies, providing audit, advisory, and assistance services, and assisting in financial reporting. Work involves overall project management, development and execution of the Plan of Action and Milestones (POA&M), isolating and defining unknown conditions, resolving critical problems, and developing new theories concerning financial processes, budget, accounting, and internal controls. FMS services also include establishing and maintaining an effective Managers Internal Control Program (MICP) to meet the objectives of the Federal Managers’ Financial Integrity Act (FMFIA); implementing legal and regulatory controls over approved budgets; and providing advice on effective and efficient methods for the acquisition and use of funds to support the organization’s programs and activities. A variety of other fiscal, accounting, and financial management duties and responsibilities are also performed.

Served as the primary Project Manager and lead SME (Subject Matter Expert) providing support to the Prime (Accenture) and the Government Client (Department of the Navy) for the STARS-FL (Standard Accounting and Reporting System-Field Level) to SABRS (Standard Accounting Budgeting and Reporting System) migration. The migration involves analyzing existing system interfaces, reviewing existing financial structures and business processes, as well as providing recommendations for new interfaces, developing new financial structures, and implementing change management practices. As a result of continued analysis, data exchange crosswalks for individual systems were created, SABRS control tables were developed, and datasets were processed into the SABRS test environment with extensive testing at all levels of financial execution. This includes ensuring data integrity critical to Financial Improvement and Audit Readiness (FIAR), accuracy, and compliance with all regulatory and legislative mandates. Furthermore, the project includes the discovery, development, and implementation of SABRS and SABRS Management Analytical Retrieval Tool System (SMARTS) training focused on pre-conversion, conversion, and post-conversion instruction for all Navy personnel. Training includes overarching functionality, detailed modules, live training aids, and mobile training teams. Additional Project Management duties include Charter and Plan of Action and Milestones (POA&M) collaboration, developing internal/external briefs and reports, monitoring progress on effort completed for assigned tasks, and in depth Working Group participation.

Assigned to the Comptroller, III MEF in Okinawa, Japan, which included duty with the 3D MLG SMU and Comptroller. Also served at MCAS Cherry Point and II MEF Forward in Afghanistan. Experience included documentation and analysis of financial and functional transaction flows, financial oversight, analysis, and FY operations of transactions and budgets. Advised on appropriation law, policies, guidance, regulations, and procedures in regards to historical, current, and future financial execution, budgeting, and accounting. Managed multiple projects that required the creation of automated reports/queries, extracting and synthesizing data, and conducting thorough analysis that resulted in the development of recommendations for financial plans, C2RAM, program objectives, and Tri-Annual Reviews. Coordinated and conducted financial audits from external agencies to include the SBR, SBA, ICOFR, and FIAR. Implemented and developed proper accounting procedures to support and streamline financial processes and operations. Reviewed, analyzed, corrected, and utilized quantitative and qualitative methods to track metrics for accounting performance indicators: UMD, AAP, AAR, ULO, NULO, CIF, UDO, OTO, and OTA. Liaison to DFAS, Contracting, Disbursing, higher headquarters, and other financial stakeholders. Served as the administrator and subject matter expert for all financial management systems ensuring integrity of contractual, transportation, consumable, and property financial records, interfaces, and business processes. Developed material and curriculum to provide audit readiness training, conducted formal and informal financial management training, inspections, and internal audit assist visits. Supervised a staff in all aspects of financial management and had a significant impact on the success of implementation of the GCSS-MC, Defense Travel Operation Center (DTOC), WAWF, and Family Readiness Officer (FRO) programs while serving as the command level project manager for each.

Assigned to the Comptroller, First Marine Expeditionary Force (I MEF) and Comptroller, First Marine Division at Camp Pendleton, California. Managed direct and reimbursable contractual, transportation, consumable, and property accounting transactions and ensured the accuracy of commitments, obligations, expenses, liquidations, bills, and collections. Supervised each fiscal year closeout/startup and reviewed/approved accounting system entries and accounting system table modifications. He reviewed, analyzed, corrected, and utilized quantitative and qualitative methods to track metrics for accounting performance indicators. Monitored and processed corrections for vendor payments and conducted root-cause analysis for incurred interest penalties. Conducted multiple Tri-Annual Reviews of more than 15,000 documents exceeding $20 million and spanning six (6) fiscal years each. Conducted formal and informal financial management training, audit inspections, and financial assistance visits to enforce policy and directives and to support Internal Controls over Financial Reporting (ICOFR). Was the administrator and lead for financial management systems ensuring the integrity of financial records and business processes.

Recruiting School; Then assigned to the Recruiting Station at Cleveland, Ohio where he conducted sales presentations to individuals and groups. Recruited applicants in person, via phone, through sales leads and spoke at community, university, and high school events. Interviewed, approved, and disqualified potential recruit applicants. Completed administrative applications, written waivers, and background investigations. Prepared applicants for recruit training and the challenges they would face mentally and physically. Meritoriously promoted for outstanding performance and ahead of his peers.

Recruit Training; Marine Combat Training; Then assigned to the Defense Finance & Accounting Service, Ford Island Hawaii and the Defense Accounting Office, Marine Corps Base Hawaii. Additional details are available upon request.