General Engineer (9/21-Present)- Key Program Support Team (PST) member, contributing significant value to ACAT 1 major defense acquisition program, performing contract review, evaluation of nonconforming material, review of engineering change proposals/notices, and planning/performing surveillance, resulting in inputs to Program Assessment Report (PAR) and eight Corrective Action Requests (CARs).- Local Subject-Matter Expert for Agency’s transition of surveillance planning to Product Data Reporting and Evaluation Program Automated Information System (PDREP-AIS), training team members and peers, developing ad-hoc reports, and identifying data and input discrepancies.- Value added Integrated Project Team (IPT) member, focused on DCMA Headquarters sponsored affordability initiative, by leveraging customer engagement lessons learned, successes, and enhancements for DCMA’s footprint and service offerings within DoD and government acquisition community.- Central member of ELP Capstone Project Team that coordinated with DCMA Total Force leadership, to develop recommended modifications to structure and content of DLEAD 201 Supervisory Skills Development Course, providing project strategy, creative content, and task management leadership.TSN Coordinator (11/2018-9/2021)- Local Subject-Matter Expert, acknowledged by DCMA Headquarters and Western Region as field authority for Technical Support to Negotiations (TSN) analysis, process enhancements, and policy compliance.- Coordinated 60 TSNs/6 TSIs, delivering $165M (7.0%) in proposed savings from $2.4B in proposals.- Trained, coached, and mentored teammates; developed and negotiated project plans and solutions with stakeholders; recommended balanced workload and tasks; and managed workload data and statistics.Quality Assurance Engineer (5/2018-11/2018)- Evaluated contractor over & above work, and processed nonconforming material and engineering change proposals/notices for compliance, validity, and verification.

Industrial Specialist (10/2017-5/2018)- Facilitated deliveries from 45 local contractors while improving on-time delivery rates and mitigating risks.- Enhanced communications between suppliers, buying commands, and DCMA Contracts and Quality teams.- Implemented process evaluations to improve supplier performance and establish follow-on benchmarks.

Prior Chairperson and 23+ year Volunteer Member of the Supervisory Committee.•MyPoint Credit Union is a $460M local financial institution.•Volunteer leadership responsibilities in Finance, Audit, and Regulatory Compliance.•Review, interpret, analyze, and verify implementation of a variety of policy directives, procedures, proposed and existing legislation, and required modifications from regulatory oversight and audits / reviews.

Provided administration, coordination, management, and guidance to families, individuals, and small businesses, on a range of personal and business topics.

I was honored to be a member of the Department of the Navy / Southwest Fleet Readiness Center team. I accepted my Department of the Navy (DON) / Fleet Readiness Center Southwest (FRCSW) Industrial Engineering Technician (IET) position.Duties:Assist in the areas of the development and implementation of Master Work Plans.Assist in the conducting methods improvement studies of organizational functions or entire work systems.Assist in preparing detailed process and flow charts, workload charts and descriptions of work-in-process.Assist in creating and maintaining Bills of Material requirements, replacement rates and incorporation of technical data changes.

Developed internal processes and systems, for a premier southern California commercial landscape management company.•Recommended fleet, inventory, repair and preventative maintenance management systems.•Developed processes and systems for controlling costs related to service vehicles, motorized equipment, fuel management, spare parts, consumables, labor, and department overhead.•Created standardized processes, equipment, and vehicles for efficient and cost effective operations.•Redesigned safe, orderly, and user friendly work spaces that comply with regulatory requirements.•Grew the scope of the operations team to provide value add to other parts of the organization.

Temporary consulting project internship working with INOVA in conjunction with UCSD LEAN Six Sigma Black Belt Program, which required a project with minimum of $100K in annual savings.•Gathered and documented data on both existing (current) and improved (future) state of operations.•Developed, validated, tested, trained, and implemented system modifications.•Performed LEAN Six Sigma Black Belt Program requirements – Kaizen Events and Design of Experiments.•Project managed activities via meetings, schedules, action items, and written and verbal communications.•Implemented system and process modifications, resulting in overall savings of $146K per year.

Temporary / seasonal / part time position.As a Seasonal Tax Associate:•Completed H&R Block Tax Preparation training and hired as first year Tax Associate for 2014 tax season.•Met with walk-in, appointment, and referral clients.•Prepared and performed electronic filing of 2013 federal and state tax returns.•Prepared prior tax year and amended returns for client filing.•Offered added value services, provided tax planning guidance, assisted teammates with complex taxes and issues, and participated as a member of the office and client services team.•100% Customer Service Satisfaction and Net Promoter Score, and exceeded revenue and volume targets.

Part time internship consulting opportunity to utilize project management and administrative skills.•Assisted the Department of Rehabilitation with the Talent Acquisition Portal (TAP) job search engine client roll-out, the Schedule “A” Client Database migration, and other projects on an as needed basis.•Short term assignment that was placed on hold for DOR computer system upgrades, and completion of UCSD LEAN Six Sigma Black Belt Program.

Focused on the needs of a volunteer position, a senior parent, and some friends with small businesses, while continuing professional training during a period of transition.Provided administration, coordination, management, and guidance. Key accomplishments:•Created a complex and detailed contractual agreement, with input of key stakeholders, being used to guide the activities, operations, and responsibilities between a local non-profit and a paid vendor. (6 month effort)•Helped a senior citizen - a family member - living alone on the East Coast, to transition to an Independent (and subsequently Assisted) living community in San Diego, addressing and solutioning a variety of complicated financial, logistical, residential, medical, and social concerns. (24 month effort)•Coached and assisted a number of small business owners - trades, retail, and professional - on a variety of business planning, marketing, and operations opportunities, to help them further and grow their business activities. (7 months total effort)

Same-day transportation company using independent contractors to offer courier, regional distribution, and dedicated fleet outsourcing services, 24x7x365. Led Business Operations, Sales, Customer Service/Quality Management, and Personnel Management, with Full P&L Responsibility.•Directed all branch activities and operations to ensure profitability, productivity, sales, customer relations, and the achievement of targeted performance standards, through the effective management of staff / employees and Independent Contractor drivers, and the application of relevant technologies, standard operating procedures and accepted business practices. •Brought over $1.2M new business on board successfully through comprehensive staff and driver training, management of operational activities, and monitoring of key quality, performance, and financial indicators.•Mitigated impact of competitive losses, reduced business, and customer attrition by instituting a customer service quality program, and by reducing internal and route costs, to maintain healthy bottom line NOI.•Implemented branch wide cross training and standard operating procedures to optimize and improve productivity and customer service.•Directed the operations of 17 employees, 9 vendor companies, and over 80 independent contract drivers.•Planned and directed facility and equipment upgrades, modifications, improvements, and new installations.•Managed line item activities of approximately $5.9M in annual revenue and $4.8M in annual expenses.

Marketing and Customer Relationship Management for Automotive Dealerships in United States and Canada.Recruited to assist in the realignment of the company as a result of ongoing business turn-around attempts.Company was sold October 1, 2007.Director of Call Center Operations•Directed one on-site and two outsourced call centers – 22 direct and 145 indirect reports.•Directed activities for predictive dialer operations, campaign management, call center agent activity, agent quality and performance metric evaluations, and coaching, training and development.•Increased quality, deliverables (appointments or surveys), and productivity of over 45k outbound and 5k inbound average daily contacts, for 5 core products, by a cumulative 2%, 7%, and 1% over 10 months.Director of Inside Sales•Sales management and leadership of 2 managers, 33 agents, and over 2,000 existing accounts.•Slowed client cancellation rate by coaching relationship building, engagement lists, and consultative sales skills, and participating in fulfillment and product improvements with the operations and marketing teams.•Increased revenue per core client by 3% over 5 months, by ensuring agents demonstrated the value and increased the need for imbedded existing services, and the value and benefit of additional services.Director of Sales Support Operations•Coordinated the support for Inside and Outside Sales – 11 managers and 67 agents.•Architected sales team technologies and infrastructure, and associated reporting systems and processes.•Directed activities for Salesforce.com account and territory management, compensation and commissions, sales training and development, collateral development and distribution, and sales support systems.

Telecomm Master Agency in the Indirect Sales Channel.Recruited to assist this small family run business in developing corporate processes and presence, and to position it for growth in sales and marketing.•Developed strategic plan for company operations •Redesigned business development activities for best in class service and performance.•Implemented a new sales activity tool •Developed and implemented methodologies to analyze and assess company, sales agent performance, and vendor performance..•Implemented a marketing plan and calendar, and launched 1 existing and 3 new marketing events.•Developed and established 11 new sales agent relationships, and added 3 new lines of products and services.•Grew opportunities by 15% and revenue by 4% over a 12 month period.

Regional Bell/Long Distance Carrier.Recruited for operations experience leading first line teams, grew to strategic roles in sales, service, and project management, in individual contributor and supervising manager roles.Associate Director, Complex Solutions/Proposals Project Management (8/02-5/05)•Project Manager-led strategy, solution, timeline, and support of RFP responses, and strategic multi-product opportunities exceeding $1M total contract value.•Resolved product, pricing, service delivery, and contract requirements.•Managed/coached 5 managers leading separate opportunities.•2004 Results: 62 Projects/$2.152B Contract Value/$736M Contracted Revenue.Associate Director, Business Customer Service Management (7/01-7/02)•Lead CA team- 59 people, 7x24x365, as single point of contact for service quality/service outage resolution, 600 high end business customers.•Implemented initiatives to raise customer service quality– ensuring consistency in service operations, and ensuring issues resolved to completion and corrective actions implemented.•Delivered Results– Customer Service Quality 98.9%/Booked referral revenue $1.1M.Senior Account Manager, Public Sector Sales & Marketing (2/00-6/01)•Managed 28 accounts– City of San Diego, Water Districts in San Diego/Imperial Region.•Contact for sales, service, billing, and customer relationship; consulted and developed solutions to enhance effectiveness and optimum ROI.•Generated results- 102% recurring services/$735K strategic service and product revenue.Strategic Initiatives Manager, Public Sector Sales & Marketing (6/98-1/00)•Complex Solutions Project Management for County of San Diego’s outsourcing IT & Telecomm.•1999 Presidents Club Pinnacle Award for leading $385M contract win.Network Operations Supervisor, Network Operations Center (10/96-5/98)•Supervised 27 technicians programming complex systems to complete work orders.•Reduced backlog 90%/increased on-time performance 80% to 96% within one year.

Senior Mission Project Engineer / Deputy Program Manager, Space Systems Division (Jan 1990 to Dec 1992)•Project Mission Integrator for a $210M Atlas / Centaur satellite launch program.•Achieved overall customer satisfaction – the launch of 3 General Electric and Loral produced Intelsat communications satellites into Earth orbit – on time and 7% under budget.Senior Test and Operations Engineer, Convair Division (August 1985 to January 1990)•Supervised 25 Tomahawk Cruise Missile Production test technicians, mechanics, and administrative support personnel.•Key team member for the planning, construction, maintenance and operation of a complex test facility and associated capital equipment.•Re-engineered a production and test process that reduced costs by $250,000 per year.

Strategic Systems Division, MX Missile System – Validation, Verification and Deployment Program•Performed complex simulations, trade studies, and deployment analyses for research and development program.•Performed site analyses and planning, complex facility planning and design, and capital equipment selection and installation planning.