Financial Manager for the MQ-9 Remotely Piloted Aircraft Squadron Operations Center (RPA SOC) Program as part of the ISR/SOF Directorate, supporting three major commands. This complex/ organically managed program requires knowledge of multiple Life Cycle funding lines that includes National Guard Reserve procurement, Other Procurement for Air Combat Command (ACC) and Air National Guard (ANG), RDT&E, and Operations and Sustainment funding for ACC/ANG.

Enabled successful funds planning/ financial execution within the Planning, Programming, Budgeting, and Execution (PPB&E) framework. Managed multiple fund types (RDT&E, Procurement, and Congressional Add Funds) on multiple programs that include F-15 Radar Modernization, Infrared Search and Track (IRST), SATCOM UON (organic program execution).• Analysis and support of Configuration Change Board (CCB) and Business Review Board (BRB) on all subject programs• Provided USAF support to utilize an additional $20M of unexecuted USAF funds working with SAF/FM, F/B Directorate, and contracting to ensure timely award prior to fiscal year-end close-out• Enabled successful initiation and on-going execution of the SATCOM UON New Start Program. This program has since been recognized as F-15 Q2 2017 Small Team of the Quarter, and Small Team of the Year. And, as a member of the F-15 SPO, recognized as the 2017 USAF/AFLCMC SPO of the Year.As 3010 Appropriation Manager, I was responsible for all F-15 Procurement funding, executing $6.5 billion in Procurement funds over the FY18 Future Years Defense Plan. I provided timely analysis to Fighter Bomber directorate/ F-15 Management during SAF/ FM Spring Program Reviews, Fall Program Reviews, and Congressional Staffer Day preparation for Reviews for the House Armed Services Committee/ Senate Armed Service Committee, and House Appropriation Committee-Defense/ Senate Appropriation Committee - Defense. Coordinated and briefed F-15 SPO Monthly Business Management Reviews (BMR)for senior management. Provided Financial Management Regulations (FMR) and policy interpretations and advice to F-15 Programs and Financial Management on Procurement and RDT&E USAF/ DoD funding laws, policies, and regulations. Managed/adjusted several program budget forecasts/ execution based on impact of Continuing Resolution Authority (CRA) on New Starts as well as funding limitation to prior year funding levels.

Provided management and planning of Research, Development, Test and Evaluation (RDT&E) funding for the C-130J International Program Office (IPO). Responsible for joint planning/management of funding requirements for seven nations, included USAF and six international partner nations as part of a Cooperative Partnership Agreement for joint RDTE funding of C-130J capabilities development. As lead Financial Integrator for the C-130J IPO, led and trained Advisory and Assistance (A&AS) contractor IPO support team for cost analysis, budget management, and earned value management due in the IPO.• Managed Monthly, Quarterly, Annual Acquisition reporting (MAR, DAES, SAR)• Provided and input the Presidential Budget (PB) and Best Estimate Submission (BES) for C-130J/ USAF• Coordinated budget requirements for C-130J program integration for all C-130J variants/partners that includes USCG, USMC/Navy, ACC, and SOCOM• Took over the Reimbursable Budget Authority (RBA) providing rigor to a complicated process that is now a tightly planned and tracked part of the program

Provided major bid opportunity support to Financial Self Service and Retail Store Automation sales to include evaluating account strategy, P&L modeling, identifying & quantifying financial & operational costs / risks, and recommending pricing strategies. Achieved several $100M+ in annual revenue in Major Accounts such as Bank of America, Wal-Mart, and new account wins in targeted new industries in Self Service. Presented opportunities and recommended strategies to Services and Sales management for review and approval. Improved pricing processes to reduce workload and drive efficiencies in the quoting process. Helped craft competitive proposals based on overall market trends and past proposal wins/losses. Supported Services Marketing initiatives to standardize and operationalize service offerings. Maintained competitive pricing intelligence for the Financial Self Service and Retail by utilizing like bid pricing to determine likely competitor price point, past price positioning, and probability of success.

Provided program support for multiple customer services programs / projects including management of service vendor contracts, Service Tools Calibration program/ process, Power program, and FDA process audits. Accountable for $5M plus in national service vendor contracts. Maintained vendor costs at or below prior year costs. Provided leadership for the new Power Solutions Program growing it 50% to $1.6M in 2002 and over 100% to $3+M in 2003. Led program with a revised sales initiative and process through the project management teams. With this initiative sales increased dramatically while improving customer equipment up time and resulting satisfaction. Hand-picked to lead tool calibration process resulting in turnaround time reduction from 6 months to 10 days. Planned and implemented the 2003 CS business process integration for the Power Program, Tools and Test Equipment, Calibration Process and Vendor Management for the acquired businesses, ADAC, ATL, Agilent and Marconi Medical. This effort resulted in 30% reduction in redundant costs while improving total processes for the acquired companies. Assigned overall project management for the Food and Drug Administration (FDA) Audit team for Customer Service for preparation of an FDA Audit of CS Processes. Achieved 100% FDA approval of audited processes.

Lead Teradata (Data Warehouse Division of NCR) and NCR teams in negotiation of software partnership agreements and development contracts to obtain favorable business terms and highlight risks. Coordinated and lead activities towards the formulation of business plan documents. Lead NCR/ Teradata constituents in development of strategy for business and negotiation alternatives. Worked closely with Teradata Channel Marketing developing favorable business relationships enhancing sales opportunities for Teradata solutions

Managed the Worldwide Customer Services team definition of Teradata service life cycle analysis deliverables, and the analysis and review of teradata file value and cost issues. Responsible for ensuring that all Teradata product release service pricing was successfully priced in the U.S. versus competition while meeting internal gross margin targets. Developed a software support costing/ pricing model and implemented for use for all NCR software product releases. Analyzed and recommended pricing for the annual re-pricing of Teradata support services. Managed all business units for the update and publication of the U.S. Scope of Service document.

Provided leadership on strategic bids developing successful proposals and pricing for the Financial Services Sales Teams. Added value in the Services’ sales process by consulting with Service Sales Consultants and Account Support Managers. This included development of competitive standard and complex bid solutions that resulted in customer specific pricing and bid strategy. Led the Services pricing team in development of a new/revised ATM services pricing offer. Developed an integrated pricing (P&L) model yielding significant improvements over the previous P&L model in terms of time to complete a bid, price positioning, and value of the output in the sales process. Acknowledged for service above and beyond with performance bonus award, Q1 1998 Crystal Award as part of the F&A Excellence Awards, and a 1998 NCR Great Performance Award for development of the Financial Services strategic bid/pricing model.

Managed development of a software application and platform to capture business innovation and develop business cases for management review. Revised Innovate-IT business model to provide new functionality and flexibility by allowing modification to the underlying business and financial assumptions.Successfully re-engineered the NCR Innovation process with a virtual team through the development of an enterprise wide Innovation Network/process. Honored with R&D team achievement award for certification of the Innovation Network. Recognized for contributions made to NCR’s transition and spin-off from AT&T.