Manage the finances for a $300M (900 personnel) revenue Business Unit (BU) with a focus on balancing near term profit with long term growth. My primary responsibility is ensuring revenue recognition and maximizing profitability (EBIT). I have excelled in these efforts and my BU is currently at the top of our division for revenue. I continuously balance the BU revenue and EBIT forecast to add new work while mitigating the risk of work loss due to sliding contract awards, contract losses, “unmaterialized” bids, and new Government impacts (such as the limits on contractor support services). Planned the current year and forward pricing rates for 11 indirect rate/pool budgets in detail. Once established, I aggressively manage the indirect rates at or below the budgeted threshold. In this position, I routinely make executive level business unit (BU) decisions and communicate them to the SVP (and other executive leadership as required). These include the evaluation of capital needs to meet short term and long term goals of the BU and redirection of capital funding to meet those needs. These decisions are not always well received, so I have established long-term working coalitions with key stakeholders including department and program managers. To improve these relationships, I initiated monthly meetings with each Department discussing trends, areas of concern and overall BU impact. These reviews were well received and cover the position of the department and its associated program details including P&L, upside/downside/roadmap, overceiling, risk, suspense, direct/indirect labor, headcounts, and an overall summary review with burn rate calculations. This open exchange of critical execution data creates an atmosphere of trust and collaboration that enables our BU to be more agile.

Manage the finances for a $300M (900 personnel) revenue Business Unit (BU) with a focus on balancing near term profit with long term growth. My primary responsibility is ensuring revenue recognition and maximizing profitability (EBIT). I have excelled in these efforts and my BU is currently at the top of our division for revenue. I continuously balance the BU revenue and EBIT forecast to add new work while mitigating the risk of work loss due to sliding contract awards, contract losses, “unmaterialized” bids, and new Government impacts (such as the limits on contractor support services). Planned the current year and forward pricing rates for 11 indirect rate/pool budgets in detail. Once established, I aggressively manage the indirect rates at or below the budgeted threshold. In this position, I routinely make executive level business unit (BU) decisions and communicate them to the SVP (and other executive leadership as required). These include the evaluation of capital needs to meet short term and long term goals of the BU and redirection of capital funding to meet those needs. These decisions are not always well received, so I have established long-term working coalitions with key stakeholders including department and program managers. To improve these relationships, I initiated monthly meetings with each Department discussing trends, areas of concern and overall BU impact. These reviews were well received and cover the position of the department and its associated program details including P&L, upside/downside/roadmap, overceiling, risk, suspense, direct/indirect labor, headcounts, and an overall summary review with burn rate calculations. This open exchange of critical execution data creates an atmosphere of trust and collaboration that enables our BU to be more agile.

Managed the finances for a non-profit organization with annual revenues of $7.5M derived from Intergovernmental Personnel Act (IPA) program.Accomplishments: oCash Management/DSO - Highly successful in cash management and DSO reduction; at date of hire, the organization was at the maximum limit of their credit line ($500K). After assessing the financial needs and reviewing each subcontract and IPA agreement and dealing with the various government agencies on receivables, successfully recovered all monies due the organization and grew a money market reserve account to over $1 M. oPlanning and Execution – Optimized the accounting system to align the accounting practices/processes and records to be in compliance with GAAP and IRS regulations. oNew Business Pricing - Developed several pricing strategies and negotiated with various contractors and government agencies regarding subcontracts and IPA agreements on behalf of The Patuxent Partnership.

Developed and managed corporate financial planning and reporting. This included developing an annual operating plan of $66M, provisional rate development, capital planning and DCAA rate approval as well as managing the long range strategic financial planning for the entire organization. Designed, developed and implemented a project planning process that provided easy program control and management while improving the information processing and analysis, resulting in the additional ability to meet corporate planning/reporting requirements with one tool rather than multiple tools. Managed a team of (10) Financial Planning and Control Analysts with accounting report interpretation and presentation of financial data/findings on various programs for corporate program reporting and senior level management review as well as contractual reporting for programs requiring Earned Value Management (EVM). Managed and approved all purchases made by 2 buyers. Also made several flexible purchases for key components on critical programs during this time period as well as aligning the purchasing operations with Northrop Grumman corporate purchasing policies. Designated System administrator for MPM and Deltek System .

Financial Controller at this Boeing subsidiary. Generated/supported DOD governmental reporting/billing requirements and proposal efforts (over 100 each year with a combined total of $34M annually) for an IDIQ contract. Reduced the monthly closing process and financial statement reporting time from 10 days to 3 days by implementing Continuous Quality improvement (CQI) techniques. Created and managed a monthly rate analysis which resulted in a 20% drop in overhead rates over a 3 year period as well as allowing the organization to achieve a less than 1% variance to projected overhead rates on all contracts.

Financial Analyst/Manager on several programs with estimated costs varying from $14 Million to $31 Million with a management team of 2 financial staff. Developed budgets and monthly reporting using Cost/Schedule Control System criteria (EVM) as well as internal management reporting.