Scott Crews , Pmp, Mba Email & Phone Number

Washington, Dc, Us

Herndon, Virginia, Us

• Experienced leader and trusted technical advisor to IWS 80 Program Office MPM and DMPM directly supporting Navy ship warfare system engineering for CVNs / Amphibs / Littoral Combat Ships.• Develops and coordinates executive stakeholder communication for senior DoD /DoN executives and stakeholders. Uses extensive knowledge of DoD processes, reporting requirements, and required tools for tracking and managing executive tasking• Identifies, analyzes and resolves complex systems engineering issues involving the modernization and evolution of Navy combat systems.• Experienced with U.S. Navy Combat Systems, Naval Operations, DoD/DON Policies and Procedures related to systems engineering processes as well as test and evaluation of Navy combat systems.

Washington, Dc, Us

• Provides Engineering Support Services (ESS) to Naval Sea Systems Command (NAVSEA’s) Program Executive Office Integrated Warfare Systems (PEO IWS 6.0) $50M portfolio. Oversees the development, production, fielding, and sustainment of NAVSEA’s navigation portfolio maintaining five projects. • Trusted advisor to IWS 6.0’s leadership providing cradle-to-grave program management support for major IWS 6.0 product lines: 1) Cooperative Engagement Capability (CEC), 2) Automated Celestial Navigation System (ACNS), 3) Navy Electronic Chart Display and Information System (ECDIS) and 4) Inertial Navigation Systems. • Responsible for systems engineering support for navigation HW production, SW eng, test and eval, interoperability, risk management, and configuration management. • Served as Project Director to NAVSEA PEO Electric Ships (PMS 320), providing oversight of fifteen Naval Power and Energy projects with an annual budget of $20M-$80M. Hiring manager and supervisor of a diverse team of fifteen geographically dispersed engineering and technical professionals.• Provided strategic oversight to support the integration of high energy, pulsed weapons and sensors into multiple shipboard platforms providing technical recommendations on key power and energy performance trade-offs.• Led efforts on behalf of PMS 320 to manage and produce COMNAVSEA’s Naval Power and Energy Systems Technology Development Roadmap. Conducted requirements analysis, identified material solutions, and provided strategic power recommendations to enable future warfighting capabilities. •Developed the Naval Power and Energy System (NPES) Digital Engineering Plan, documenting PMS 320’s approach for developing a suite of networked, digital models to simulate shipboard distribution architectures.• Developed and maintained PMS 320 key acquisition documents such as the NPES TDR, Initial Capabilities Documents, Acquisition Program Baselines, Acquisition Plans, Systems Engineering Master Strategy (SEMS).

Washington, Dc, Us

• Thirty-year Navy career resulting in multiple command tours providing strategic support to national-level decision makers. Worked with multiple DoD commands to shape activities to achieve organizational strategic plans, and their associated goals and objectives. Provided program management support to multiple intelligence commands to ensure organization wide strategic initiatives met delivery, quality, and schedule goals. Identified opportunities to improve and streamline processes to identify and resolve issues. • Served as the officer in charge of the Tomahawk Planning System Afloat (TPSA). Oversaw the development, installation, and implementation of four multi-million-dollar combat systems. Facilitated communications, costs, and schedule analysis between gaining command and TPSA’s program office.• Managed the development, installation and implementation of the Tomahawk Command and Control System (TC2S). Officer in Charge responsible for successfully porting software from theatre mission planning centers and delivering an APS, digital imagery workstation suite, mission distribution system, and precision targeting workstation to enable battle group commanders to rapidly plan/modify Tomahawk Land-Attack Missile missions. • Served as CEC coordinator onboard USS KIDD (DDG 993); Coordinated the U.S. Navy’s first-ever installation, integration, and at-sea CEC Development Testing and Operational Testing (DT/OT), where each ship within the battlegroup independently constructed an identical composite track and identification picture.• Served as USS BRISCOE (DD 977) Fire Control Officer, responsible for the supervision, training, and management of more than twenty combat systems technicians including combat systems qualification trials, Mk 41 Vertical Launch System installation, and NATO Sea Sparrow Missile System (NSSMS) exercises.

• Responsible for program management for acquisition management, financial modeling, and cost analysis support to USSS portfolio. In this capacity, he advised USSS senior leadership on cost, schedule, and performance of USSS acquisitions. Developed and maintained executive level reporting system.• Worked with multiple program management offices to prepare required Acquisition Lifecycle Framework and System Engineering Life Cycle (SELC) documents to achieve program milestones & Acquisition Decision Events. • Resolved complex program management and organizational problems in a dynamic working environment. Coordinated and reviewed Lifecycle Cost Estimates (LCCEs) for multiple programs with values up to $300M.• Exhibited a high degree of ingenuity, creativity, and resourcefulness in problem-solving. Developed innovative responses to external government inquiries to include: Congressional, OMB, OIG, and GAO requests.• Possesses strong communication skills to interact with client and provide clear and effective guidance to team. Coordinated cost analysis between financial, budget and procurement to ensure cost reasonableness of programs.

Bethesda, Md, Us

• Successfully managed the NISC Financial Management Team (FMT). Responsible for the daily financial operations of ten FAA programs with an annual budget of $80M. Coordinated and oversaw budget preparations, financial analysis, and monthly reconciliation of all FAA Power Services Group’s financial systems. • Oversaw the monthly reconciliation of financial expenditures from multiple financial management systems. Coordinated with FAA financial team to ensure all internal accounting systems reconciled. Provided timely financial guidance on budget formulation and execution to FAA management to make sound, budgetary decisions. Provided ongoing collection, tracking, verification, and reporting on budgets, commitments, and obligations. Assisted in the program level prioritization of projects to ensure critical projects received funding.• Provided critical communications with FAA management to ensure FAA HQ taskings were correctly prioritized and efficiently coordinated with regional FAA offices, program managers, and team leaders.• Responsible for multiple financial deliverables including: execution strategy, project prioritization, Capital Improvement Plan and monthly program financial summaries.• Managed team's workloads, improved internal communications, conveyed deadlines, and addressed emergent tasking.

Bethesda, Md, Us

• Provided technical management oversight of a Business Operations team of finance, planning, and contracts personnel that supported National Geospatial Intelligence Agency programs ($100M). Successfully captured Integrated Engagement Capability (IEC) follow-on business ($250M). Skillfully managed team to ensure contractual compliance, cost management, budget development, financial estimating, and proposal support to IC customer. • Developed Independent Cost Estimates (ICE) to support divisional and corporate level business decisions on proposals, new business ventures, and existing programs. Briefed senior level executives on ICE analyses for critical new business efforts ensuring program cost credibility.• Conducted extensive operational research and analysis to develop risk assessment of lines of business’ long range plans. Performed strategic planning that focused on competitor analysis, historical past performance, market growth and award fees to determine the risk and cost realism associated with predicted orders, sales and EBIT.• Successfully prepared, coordinated, and presented division’s (IS&GS’) indirect rates to senior level management and government officials. This annual indirect rate submission took over six months to accomplish, crossing multiple functional disciplines to develop.

Bethesda, Md, Us

• Served as pricing and cost volume lead for Port Authority of NY/NJ Perimeter Intrusion Detection System (PIDS) proposal (major proposal > $100M Base, $200M proposed). Led a multi-faceted team to develop and produce: two high quality cost volumes, multiple customer Evaluation Notifications (ENs), and a BAFO response. • Served as the financial lead for the $350M User Request Evaluation Tool (URET) program. Oversaw a financial team that developed monthly internal/external financial metrics and status reports. Briefed LM executive management and the customer on program financials and Earned Value Management (EVM) on a monthly basis.• Served as lead financial analyst for the En Route Communications Gateway (ECG) program. Provided EVM and financial support for the $100M FAA air traffic communications program. Strong fiscal oversight resulted in ECG program underrunning and exceeding EBIT expectations with a double digit ROS.• Certified Lean Six Sigma Black Belt. Led a multi-functional team in the systems analysis of subcontractor payment system. Interviewed finance, contracts, subcontracts, and engineering personnel to develop “as-is” state of paper invoice payment process. Developed system engineering process diagram to determine cost drivers. Successfully implemented vendor labor claiming system (VLCS) which led to $1.8M annual cost savings.• Developed configuration data management metrics for major aviation systems programs, applied Statistical Process Controls (SPC) to them and provided management with key performance indicators to manage the program processes, resulting in Business Area’s successful accreditation as CMMI Level V.• Oversaw and provided financial oversight of the Contract Depot Logistics Spares (CDLS) program resulting in a $3.0M+ program underrun. Worked closely with program to develop monthly EVM status for business area execs.

New York, Ny, Us

• Provided direct project and financial management support to the Office of the President in support of technical projects throughout NASDAQ / AMEX. Provided financial management, industry and operations research, statistical analysis, and briefs to executive level management• Provided business process modeling, technical solutions to business problems, cost and budget variance analysis, financial accounting, and impact assessments of complex business initiatives.• Served as project manager for MBA capstone to develop electronic health records solution for local health organization. Provided cost, schedule, and technical data in developing a cost versus buy analysis to determine the most cost effective solution for the organization in a fiscally austere environment. The organization implemented the capstone solution, saved $60,000 in development costs and the project team received an A+.• Developed excellent communication and interpersonal skills through multiple executive level presentations to LM management and senior intelligence community customers. Effective communicator up and down the chain of command. Successfully resolves complex issues at the lowest level to drive team performance to superior results.• Worked closely with multiple programs to assess and minimize cost, schedule and technical risk associated with programs. Worked independently in a dynamic, fast paced environment to provide financial analysis of program performance. Developed cost models to support cost conservatisms, and strategies to reduce risk.

New York, Ny, Us

• Project Director for Life Cycle Integrated Process Team (IPT). Oversaw financial execution, tracking, cost analysis, EVM, and budget development associated with multi-million dollar Operations and Maintenance, Navy (O&M, N) and Torpedo Support Equipment (TSE) appropriations. • Developed and maintained a program management model that established financial and production metrics for the Navy’s Intermediate Maintenance Availabilities (IMAs). These metrics were utilized to identify schedule, budget, and production variances from end-of-year production goals.• Developed a life cycle cost-estimating model to determine total costs associated with outsourcing the Navy’s Pacific Fleet IMA. This model identified an unrealized $1.3M of start-up costs to NAVSEA.• Conducted monthly variance analysis of planned versus actual costs. Coordinated the reconciliation of financial data between multiple field activities and NAVSEA’s financial records to ensure zero deficits.

Bachelor Of Science, Industrial Engineering

Mba, Management

Masters Of Science, Systems Engineering