Mr. Cushley is pleased to be a part of Braxton-Grant Technologies (BGTech), a growing, female / minority owned and operated, small business, information security consulting firm founded in 1997. In addition to being a value-added reseller of hardware and software products, BGTech offers leading-edge integration solutions to meet the ever-changing needs of today's dynamic network security environment. Mr. Cushley's responsibilities include: expanding the current business base, capture/ proposal management, new business development, project management, operations management, and contract management. He is also the lead for the company's four industry certifications and NIST 800-171 compliance.

As part of the executive management team at MasterPeace Solutions, a growing Advanced Software and Systems Engineering firm focused on providing elegant solutions to complex Intelligence Community projects, Mr. Cushley's responsibilities included: expanding business within the current contract base; supporting employees on programs; developing value propositions which enabled MasterPeace to join new teams; supporting MasterPeace on proposal teams; meeting with customer decision makers to introduce services, solutions, and product development capabilities; working with vendor partners on marketing their products and solutions to the government; and taking an active role in the selection of top candidates to fill the needs of MasterPeace customers. He expanded the vendor program while with MasterPeace, facilitated the company being added to three new teams, and helped increase the billable base by +66% FTE growth.

As a Business Senior Manager Mr. Cushley's responsibilities included coordination of staffing for a Delivery Order which has nearly 200 staff members. He was also responsible for preparation of documentation for the weekly meeting with the Government. He compiled and edited the monthly status report. He coordinated staffing activities and managed subcontractor issues. He also compiled bi-weekly pay differential reports and worked with the Program Control Office for financial matters. He was responsible for completing the monthly deliverable status report for the customer.

Responsibilities include leading Process Operations to include: data management/ configuration management, materials handling, Six Sigma, CMMI, and Performance Management teams. Responsible for oversight of all process improvement and quality management efforts across a large IDIQ. He led the effort for the program to achieve its CMMI rating. He has been an appraiser numerous SCAMPI Appraisals. He has assisted in capture on the re-compete of a large IDIQ contract including capture manager for one of the successful bids.CSC, Deputy Operations Manager, March 2003- May 2006Responsibilities centered on maintaining the business aspects of Program Management to include working with Program Control to present monthly financial updates. He coordinated with 15 subcontractors to manage the performance and financial health of the Delivery Orders while growing the labor and revenue on the contract. He was responsible for overseeing the execution of new Technical Task Orders and subsequent Subcontractor Authorizations. He was responsible for communication with the Government Contracting Officer and COTR for all aspects of cost, schedule, and performance of the CSC and subcontractor staff. These delivery orders achieved all staffing and financial goals during the period and satisfaction on the part of both customer and staff increased.CSC, Capture Manager, June 2002 – September 2003As a Capture Manager he was responsible for coordinating capture efforts for all opportunities on a Blanket Purchase Agreement (BPA). Pursuit efforts resulted in a win rate exceeding 80% and total award value of $880M. Duties included development and documentation of processes, and coordination with horizontal support organizations. He performed capture management duties including strategic direction, coordination of teaming efforts, pricing strategy, leading internal reviews, writing, production and oversight of the proposal management process.

As a Manager he was responsible for the performance of a team of consultants in a nation-wide, pre-sales environment. He built the pre-sales consulting team for the Bethesda office, split part of it off to commercial and built the team anew for Public Sector. Recruited new team members and created development plans for all. Tasks included forecasting, account strategy, scheduling, preparation for account activities, administration, evaluation, and personnel issues. He coordinated with the Associate Vice-President of Public Sector Sales and Regional Managers (RM) to develop strategy for sales activities on an area level to attain revenue quotas. (Revenue responsibility = $28M/annum); worked with RM’s, account executives and members of the sales force from other regions to ensure proper coverage for technical validation of account activity. He also provided updates to the AVP of Solutions Consulting (SC) for all account activity; reconciled SC activity against forecast accounts; and coordinated with corporate departments to provide the SC staff with necessary resources, information, and training opportunities. He fostered the development of staff through coordinated education, cross-training, dry runs, shadow opportunities and one-on-one training and evaluation.