Experience

• CNS Consultancy

  Contracting Specialist

  • Subcontracted with the USPS to assist the Village Post Office Program (VPO).
  o The first two months, increased the contracts awarded 65%, promoted to lead for VPO Contract program.
  • Streamlined the solicitation and negotiation process.
  o Eliminated third party for identifying competitors, reducing cost and time to initiate negotiations by 50%.
  • Managed all VPO contracts in United States.
  o Prepared solicitations, conducted negotiations, purchase and award determination recommendations, T & C reviews, modifications and cancellations.
  • Expanded business strategies for sourcing of services.
  o Coordinated with retail area market representatives on target demographics.
  • Liaison with Internal/External customers.
  o Briefed, area representatives, program manager and Vice President monthly via telecom on the number of VPO awarded contracts, solicitations and negotiations in progress, policy updates.
  

• Lockheed Martin

  Project Lead Customer Relationship Management

  • Managed the integration of two new strategy systems for the Customer.
  o Worked with system developers & customers to ensure proper tool development.
  o Ability to understand technical systems led to becoming subject matter expert in 2 weeks.
  o Developed user training and trained users on both systems.
  o Created training videos for external customers to learn new systems.
  • Managed reconfiguration of two critical infrastructure operations training facilities:
  verified requirements, established schedule, and coordinated design. Ensured trades
  properly upgraded power, relocated projector and screen, reconfigured furniture,
  installed fiber for three new networks, two printers, and 30 computers.
  o Both high visibility projects exceeded customer expectations and completed
  $3,000 under budget and on schedule.
  • Identified process inefficiencies in campus wide work order system.
  o Organized stakeholders to develop new process, reduced work order submittal
  time by 50%.
  • Analyzed current method of identifying critical mission equipment failures caused by power outages. Current procedures were confusing and not based on mission needs.
  o Designed maps and check off sheets based on correct mission restoral needs.
  Reduced time to identify critical failures and restore mission equipment.

• U.S. Navy

  Senior Enlisted Advisor/Administration Dept Head

  • Approval Authority for annual training budget of $1.7 Million.
  o Provided all essential data for budget expenditures, requirements and liquidation; as well as, budget requirements for the following fiscal year.
  o Monthly/quarterly accounting updates of accrual/actual/liquidation reports.
  • Governed the Task Management System for Pacific Theatre.
  o Responsible for 8 divisions, insuring all deadline required tasks were created, distributed and completed; monthly average over 200 tasks.
  • Regulated inefficiencies affecting 256 personnel members drill pay.
  o Developed a pay process which reduced the 60 day wait time for pay to 10 days. Midwest Region adopted the process for all Naval Reserve Centers.
  • Identified/Corrected several major system discrepancies within Defense Travel System, which impeded the Navy Intelligence community’s’ ability to arrange, liquidate and receive pay for military travel.
  • Lead Instructor for all career development and technical training for Southwest Region.
  • Executive Office Manager, developed/implemented policies pertaining to system functions and personnel.
  o Created/Updated/reviewed 500+ policy setting manuals, instructions, and notices governing direct oversight of government/military operations within the Pacific Theatre; pertaining to approximately 325,000 assigned military/civilian personnel
  

• Hunter Inspired LLC

  U.S. Patent

  I was awarded a Design Patent

• The Children’s Treehouse Foundation

  Volunteer Project: The Director, Denis Murray requested assistance to develop a Marketing Plan for attracting both national and international clients; as well, as expanding awareness of their program, CLIMB. This request was brought to me by my CAPSIM coach at Colorado Technical University. I was able to find areas within their current foundation the Director could access to expand their client base, over 200%. Additionally, I advised the Director to leverage the extensive knowledge and networking abilities of his board members. Since this is a non-profit organization, the board members have a responsibility to demonstrate their personal investment to the foundation by being Champions of the foundation, arranging fundraising efforts and bringing awareness to the cause.