Laura Manuel Email and Phone Number

Responsible for the financial and resource management for consulting firm that provided regulatory and litigation assistance to the nuclear materials and power industry. I was responsible for management of all financial matters including accounting functions of accounts payable and receivable, payroll, general ledger and financial reporting, human resources,employee benefits plans, 401K administration, contracting, facility management and office services. I am fully versed in Microsoft Office products as well as Microsoft Dynamics accounting software. I was responsible for all interactions with external auditing and tax services providers. I worked directly with the President to support the sale of the company (a partnership) to an acquiring company. I assisted in all negotiations and was responsible for producing all documentation to support sale at closing. After closing, I successfully managed an 18 month transition to the parent company's processes and procedures including merging 401K plans and employee benefit plans. Left company to pursue new challenges.

Responsible for managing the infrastructure for the National Security Space Office. Directed the efforts of 35 military, civilian, and contractor personnel in the functional areas of financial management, human resources, information technology, collaborative technology, security, facilities, logistics, and contracting. During tenure conducted source selection that combined the efforts of over 15 expiring contracts into a single competitively awarded contract for systems engineering and technical assistance efforts for the NSSO. Based on direction from the Director of National Intelligence (DNI) to become self-sustaining, led the NSSO’s effort to disengage from the support structure of the National Reconnaissance Office (NRO).

Responsible for leading the FY2006-2007 National Security Space Program Assessment (NSSPA). Directed the efforts of 23 military, civilian and contractor personnel in conducting the third annual NSSPA to evaluate whether the FY2006-2007 budget submission by the Department of Defense (DoD) and the Intelligence Community was in compliance with all current guidance and direction for national security space, a multi-billion dollar annual group of programs. Results were reported to the DoD Executive Agent for Space and the Deputy Director of Central Intelligence for Community Management. Published the first report of findings and recommendations which influenced the budget cycle resulting in correction of 10 of 12 identified areas of non-compliance.

Served as senior advisor to the Director on intelligence community, financial management, and strategic planning issues. Also, served as liaison between NSSA personnel and the offices of the Director of Central Intelligence to facilitate communication and understanding between the two cultures. Also served as the Deputy Chief for Integration, leading a diverse team of military officers, civilian employees and contractor personnel in developing the processes necessary to ensure the Architect’s recommendations were incorporated into the planning, programming and budgeting (PPBS) functions of the Department of Defense and the Intelligence Community.

Served as Project Manager, Secure Facility Project. During that time, I led the design, acquisition, and construction of a new 38,000 square foot secure facility (SCIF) for the NSSA. This effort also included developing the operating procedures and logistics support agreements to allow the NSSA to function in a non-GSA leased facility. Also, I was responsible for coordinating the physical move of personnel and records to the new location.

Served as senior advisor to the Director on intelligence community, financial management, and strategic planning issues. Also, served as liaison between NSSA personnel and the offices of the Director of Central Intelligence to facilitate communication and understanding between the two cultures. Also served as the Deputy Chief for Integration, leading a diverse team of military officers, civilian employees and contractor personnel in developing the processes necessary to ensure the Architect’s recommendations were incorporated into the planning, programming and budgeting (PPBS) functions of the Department of Defense and the Intelligence Community.

Senior advisor to the Group Chief within the Community Management Staff on Department of Defense related resource management policies and issues. During this assignment, I developed the prototype process to standardize reprogramming of financial resources across the Intelligence Community. Also, I co-led the team to redesign the primary Intelligence Community budget documents, both in overall structure and content. Once approved, we managed implementation of the new structure and developed appropriate analytical tools.

Recruited by NRO as a DoD expert in budget and financial management issues in response to Congressional interest in improving NRO financial management practices. Led development of the Concept of Operations and Systems Specifications for the NRO Integrated Financial Management System, ensuring that the resultant system would be compliant with OMB and Treasury guidelines. Led the acquisition effort from RFP development through Source Selection and project kick-off..

Senior civilian advisor to the Director on all aspects of weapons systems acquisition including policy, financial management, and Congressional issues. Coordinated program reviews, budget justification, and Congressional interaction for Air Force fighter aircraft, command & control systems, and weapons and missile defense programs. Provided leadership to a team of military officers, civilian employees, and contractor personnel responsible for the Secretariat level management of over 140 Air Force acquisition programs. Led efforts to standardize program status reporting allowing key decision criteria to be displayed on a single page. Developed the first training plan within the Secretariat to chart the path for acquisition certification under the Defense Acquisition Workforce Improvement Act.

Competitively selected for one year fellowship at the University of Southern California, Washington Public Affairs Center resulting in a Master’s degree in Public Administration. I focused on several areas of study including organizational behavior, strategic planning, historic perspective of policy development in the US, and leadership in the public forum. Co-authored a research paper with Dr. Ronald Stupak on the career implications of long-term training on Air Force mid-level managers that was published by USC in 1992.

Personally recruited by the Assistant Secretary of the Air Force (Financial Management) to establish the Air Force Office of Fiscal Control (a Secretary of the Air Force initiative). I led a team of budget analysts and systems accountants to develop the policies and procedures to govern the release and control of all Air Force budget authority. This centralized the Air Force process to control the release and distribution of Air Force budget authority to the operational elements into a single office rather than management by appropriation. I was responsible for oversight of the process to (1) release budget authority, maintain the automated funds release system, and (3) analyze and ensure Congressional language and restrictions were transmitted in conjunction with funds release. the Department of the Treasury and Office of Management and Budget for the Air Force. The Office also served as a single focal point for Air Force communications with the Department of the Treasury and Office of Management and Budget for all matters concerning budget authority and funding release. After Congress eliminated the merged accounts (government 'overdraft protection' for acquisition programs, I was responsible for developing and managing the implementation of the Air Force policy for the phased elimination of the merged, or M, accounts. I developed the policy for funding payments in the absence of the merged accounts. I provided analysis of the legislation and historical trends in spending over the previous decade and projected the impact of the merged accounts elimination on future Air Force budgets. I briefed the analysis and my recommendations to the Secretary of the Air Force. The resultant policy and analysis was published as an official Air Force pamphlet. I served as guest lecturer at the Defense Systems Management College on the subject.

Led financial management of AF highly classified R&D and acquisition programs. I was responsible for establishing a centralized financial management function for all highly classified research, development, test, evaluation, and acquisition programs managed by Air Force Systems Command (predecessor of the Air Force Materiel Command). I developed the organizational structure and goals and developed the position descriptions, recruited, and trained the staff. I served as Acting Director for the first six months prior to arrival of the military officer selected to head the office. The challenge of this organization was to provide all the services of a classic Controller organization with a very small staff and preserve the compartmented security requirements. During this assignment, I led the certification of the cost and schedule reporting system (CSCS/C) for a major DoD contract. Based on my efforts, I was selected as the Air Force Systems Command Resource Manager of the Year.

As Budget Analyst, I was responsible for oversight and analysis at headquarters level of the budget of the Electronic Systems Division. I reviewed budget submission documentation, analyzed execution against plan, and reported variance with recommended corrective action.As Systems Accountant, I was responsible for oversight and analysis of commercial services policies and procedures for the Command.

Conducted acquisition and logistics audits of AF electronics and command & control systems. I was responsible for developing and executing audit plans of internal controls, efficacy of program management, and possible fraud, waste and abuse cases. I was responsible for supervising the work of auditors assigned to my efforts. I was also responsible for developing reports of findings, impacts and recommended corrective action and then obtaining management agreement with the contents of the reports. Significant achievements included an audit effort that identified excess spare aircraft engines in the logistics systems and reallocating them to an acquisition program saving the Air Force $50M. Also, during an internal controls audit of the commissary system, I uncovered criminal activity in the meat procurement system that allowed substandard meats to be purchased for premium prices and sold to military families. Vendors were providing monetary incentives to commissary personnel in exchange for acceptance of substandard products. Twenty-five federal indictments were issued.