Vice President and Sector Manager
October 2010 to Present
Direct and manage SPARTA's Intelligence Business Unit (NSBU) growth and success by leading strategic business development process. Plan and successfully execute BU annual financial plan. Deliver on profit, revenue, and indirect cost objectives. Maintain top standards for technical and business performance. Ensure strength of SPARTA culture and core values. Understand BU's business risk and appropriately manage it at all times. Assist, encourage, and promote employee development and growth within the company. Work closely with BU management team to ensure appropriate resource allocation to perform work at multiple locations. Establish standards and hold people accountable. Conduct performance reviews, communicate with staff, conduct staff meetings, help coordinate business and personal priorities, and advocate promotions where appropriate. Encourage a team philosophy that invites active, broad participation and ownership.
• Immediately went to work to re-build the pipeline. Hired professional business development staff and worked on redefining corporate business development process. The pipeline has been increased by over $700M ( a 200% growth from last year)
• Pushed the company into taking the actions necessary to position for a $200M opportunity. Implemented the construction of an industry leading capture team, ready to aggressively compete with large-scale systems integrators including Lockheed Martin, Boeing and Raytheon. This team has an excellent P-win!
• Restructure organization by hiring professional managers to conduct the business management process. Train and empower mid-level managers to control and be accountable for their programs.
• Hired 100% new Operations Management team to change the culture of the organization.
• Developed and led the effort to design and implement a Cyber Security Operations center into the current SPARTA Information Technology architecture.
• Incorporated the IT infrastructure into an operational construct implementing an enterprise approach.
• Developed and led the strategy to horizontally integrate the SPARTA Cyber warriors into a cohesive, aggressive unit. Developed an integrated the take-to-market strategy to pursue larger competitive proposals.
• Aggressively developed and presented the SPARTA message during divestiture negotiations.
Senior Vice President and General Manager
2008 to 2010
Profit and loss responsibility for the $51M Intelligence Community based business sector at NCI Inc. Personally recruited away from L-3Communications to re-build a deteriorating business unit that had been suffering from five years of revenue loss. Initiated business unit wide transformation over a distributed team of 125 professionals. Redefined the business operations and business development for the business unit. Provided direct actions that are turning around the loss record of the organization. Immediately identified personnel and program issues, developing then implementing critical recovery actions. Identified key operational and functional hires required to move the organization forward. Change agent to move the culture from a small company mentality to a highly effect, aggressive action team, obtaining greater market share.
• Created a new business management process. Training and empowering mid-level managers to be in charge of their programs and how they are effectively run.
• Worked closely with functional managers to re-establish basic business principles for execution within the business unit.
• Re-built ties to the other NCI business units (previously underutilized by the previous GM) and created cross unit opportunities taking full advantage of cross company competencies for the development of co-led captures and business opportunities.
• Identified and led Merger and Acquisition due-diligence for all potential Intelligence based companies.
Vice President and General Manager, Division Director, Division Manager
2005 to 2008
Intelligence Solutions Division & Intelligence & Special Operations Business Units
Profit and loss responsibility for the $238M Intelligence Community based business sector. Provided business unit leadership over a distributed team of over 600 professionals, engineers and vendors who provided customer Intelligence and Special Operations, operations and analysis support. Directed short and long-term fiscal and operational plans promoting recognition of company's quality programs among customers. Developed and implemented employee communication and training programs regarding quality objectives, strategy, and processes.
• Launched a new market initiative with minimal assets, developed a new market offering for a very broad market. The Intelligence Analyst Apprentice School (IAAS) is now being demonstrated at different Intelligence Community partners.
• Created strategy and led the effort that culminated in a 20% growth from 2005 to 2006.
• Reduced operating expenses 40% through employee innovation.
• Developed and implemented tactical operating processes to attain teamwork; increasing workload output 35%.
• Reduced costs 10% by streamlining operational processes and increasing productivity 15%.
Vice President, Intelligence Sector
2003 to 2005
Profit and loss responsibility for the newest business sector at Maden Technologies. Provide corporate leadership over a distributed team of security professionals, engineers and vendors who safeguard customer information, computer systems, high profile assets and perform operations and engineering support. Responsible for all aspects of government contracts including proposal preparation, specification/interface definition. Managed the development and implementation of program level support, security policy, standards, guidelines and procedures to ensure ongoing effective information security performance. Interfaced with a variety of functional, technical, and programmatic teams to determine impacts, work-arounds, and appropriate change vehicles for implementation. Identified security risk reduction goals and objectives consistent with corporate strategic plan. Provide practical program solutions in a timely matter, balancing security concerns with business execution requirements.
• Developed operating procedures and strategic planning process, increased productivity by 40% and grew existing program offerings.
• Provided security solutions to the Security & Intelligence Directorate, Defense Advanced Research Projects Agency.
Senior Vice President, Business Development
2002 to 2003
Rosslyn, VA 2002 - 2003
Veridian was acquired by General Dynamics in August of 2003 and my role was eliminated
Senior Vice President, Business Development
Demonstrated track record of success leading Veridian Systems, Business Development in capturing targeted programs in the Intelligence/Defense sector. Tracked "big" wins in the key customer segments and developed an acquisition process enabling additional sales and revenue generation to move the company "up-the-food-chain". Drove the strategic planning process and established the Business Development Metrics currently adopted within the company. Led the proposal team to write, complete, compelling, and compliant winning proposals as well as created campaign plans for multi-pursuit captures.
Clearly, proven sales leadership and marketing savvy plus strong organizational management skills. Reorganized Systems Division into an aggressive and lean competitive company. Recognized within the corporation as the innovator of "best practices" with respect to business development process, methodologies and competitive discipline.
Structured key partnerships and alliances and to establish and grow new relationships for the Systems Division. Oversaw the M&A plan for the division. Experience in the government provided the necessary exposure to be familiar with the maze of rules, regulations and idiosyncrasies that drive the federal government technology capture process.
• Developed and implemented business development and strategic planning initiatives to attain teamwork; increasing workload output 40%.
• Reduced operating costs 15% by streamlining processes, thereby increasing productivity.
Director, Business Development
1999 to 2002
Reported to the Vice President-National Systems Business Unit for the identification, pursuit and capture of new business opportunities. Led and developed all business development planning activities. Won new Federal government business by effectively balancing short and long term objectives. Coordinated with other corporate entities to understand on-going activities and potential application to current and future business opportunities.
Applied Raytheon Six Sigma to improve customer value as integral part of business leadership strategy. Achieve National Systems financial objectives, working as integral part of business unit management team.
• Worked very closely with Raytheon legislative support to identify and support Raytheon and congressional projects and opportunities.
• Generated and won over of $900M in new business.
• Created cost effective New Business Resources (NBR) allocation and tracking process, reduced costs 25% by streamlining proposal processes, increasing productivity 15%.
• Increased corporate-wide productivity by heading a Raytheon wide horizontal-integration strategic planning process, described as "the way Raytheon will be doing business in the future".
Senior Member of Technical Staff
July 1999 to December 1999
General responsibilities involved developing new business, planning and executing public relation campaigns for major, quality clients. Coordinated with other corporate entities to understand on-going activities and potential application to current and future business opportunities. Coordinated findings with other corporate elements to facilitate development and subsequent capture of new business. Represented the classified customer in the Intelligence Community wide requirements development process.
• Identified and won $3M in new business.
• Created a multi-business unit functional meeting to share customer problems across similar customer sets.
1999 to 1999
1979 to 1999
Electronic Warfare Officer, Multiple Locations
Twenty years of diverse experience in management of a myriad of challenges from realignment of a multi-million dollar military construction plan and subsequent force realignment, directed the operational planning and execution of a complex multi-billion satellite constellation, helmsman for start-up of a Secretary of the Air Force chartered team to integrate National Reconnaissance Office (NRO) and Air Force missions, and management of personnel creating highly potent and motivated teams.
Advised the Senior Military Member of the NRO (Deputy Director for Military Support) on NRO policies and system performance. Assisted him in preparation for congressional testimony and briefings to senior DoD Officials winning support from those he briefed. Developed strategy for NRO military customer support which improved customer satisfaction 50%.
Spearheaded a two-year organizational/operational restructuring and military construction downsizing plan which saved $150M in Base Realignment and Closure (BRAC) dollars. Initiated the rebasing of specialized reconnaissance, command/control aircraft and associated force structure within the United States that became the Air Force position. Saved the Air Force from expending $85M dollars on a basing strategy that would not have worked.
Managed the requirements process for a $700M space program utilizing a $30M mission planning system. Reduced time required to generate daily requirements collection requirements scheme to two days from seven simultaneously raising product output by 30% and response to tasking 50%.
Developed and implemented an NRO-wide "Total Quality Management" process for multiple programs to identify shortfalls and establish common solutions. Efforts provided a 200% improvement in shortfall identification and resolution.
Masters in Program Management
MA in History
BA in Political Science