Results-oriented Chief of Staff supporting organization's culture, structure and challenges to generate improvements in functioning, procedures and planning.
I worked with our HR department to plan and deliver a tailored out of cycle mini climate survey. The purpose of the survey was to assess workforce morale and well-being after a reorganization earlier in the year. The survey feedback helped us understand our employee needs as they adapted to the changing work
environments within the offices and allowed us to better identify specific concerns by office and location and prioritize actions to take in response, such as improving communication, workplace environment (i.e. carpet and paint), or information technology equipment. We are using the feedback and associated actions to drive improvements to our workplace culture and employee productivity.
I conduct exit interviews to departing employees. I offer them the opportunity to do this using an in person interview, telephone call, IM chat, or email. It's really easy to conduct, the employee gets to do it in the manner they choose, it's a small investment that provides valuable information. I have developed several questions worded in a manner that helps us receive in depth information from those departing. The exit interviews are proving to be a great way to gain insight into why people leave and helps us provide a better working environment - experience for our current employees as well as future employee and hopefully
I reach out to our new hires once they have accepted our offer. This allows us
to let them know how excited we are to have them joining us and to build a rapport with them before they start. I send follow up emails once a quarter letting them know where we are in the hiring process and that the security clearance process can take anywhere from months to a year so don't be concerned or worried at this point. This gesture lets our new hires know we care and provides them a friendly person they feel comfortable talking to if they have any questions or concerns. The new hires that I have done this with have reached out to me just to check in or ask questions.
I revamped our employee awards process to be more effective, efficient, and flexible. Long and unproductive meetings were removed and the offices now have more ownership of the decisions made. I used input from others, lessons learned from experience, differing needs, and the impact of the changes on others to make the changes. The solution implemented is one that we can easily sustain and provides more communication throughout the process. The hope is these changes will convert our managers into enthusiastic supporters and partners of the process.
I review actions assigned to our offices to ensure the information being provided is complete and is pertinent to the decision or solution of the action. 100% of our action responses are on time, are well coordinated, detailed, and comply with any special instructions.
I am a sounding board for the organizations leadership to help maintain and build a healthy organization. I handle confidential and sensitive information with discretion and professionalism. I use strong leadership, partnership, and teamwork skills to coordinate and facilitate organizational level events such as All Hands, off-sites, organizational anniversary celebrations, and numerous external and internal meetings such as the Architecture Executive Committee and the SeniorManagement Group. I drive our internal/external communication strategies including web pages ad items such as the weekly activity reports. I adapt the content, tone, style, and form of the materials to suit the needs of the audience, the subject, and the purpose of the communication. I exercise executive level communication skills both written and verbal, leverage the art of writing concise and impactful emails, memos, and talking points.
I am reliable, accessible, and will listen and follow-up with employees that come to me with issues and concerns. I am very good at noticing and interpreting what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior. I have used my self-awareness, social awareness, and relationship management skills to try and resolve conflicts in SED. I have had honest and supportive discussions with managers and their employees having conflicts to help resolve the issues. I have had one on one discussions with employees who are unaware of the impact of their behavior on others and have used these discussions as an opportunity to tell the employee about employee assistance programs that could provide help, learn about the employees' sense of mission and values, their life goals and to let them know we do care. I take time to observe behaviors that contribute to or detract from others' success and share those observations with them by giving specific non-judgmental feedback.
Upon arrival to this position I examined the current business processes and reviewed the execution of the various acquisition meetings and program reviews along with the corresponding policies and procedures used for each respective effort. I assessed the documented procedures did not reflect the current processes for executing these activities. I took action and worked diligently to produce written Standard Operating Procedures (SOPs), making them available to all appropriate staff. I used prior experience and expertise and implemented a plan to document critical procedures and repeatable processes to provide consistency in the execution of acquisition activities.
The SOPs provided staff with a resource to obtain knowledge of current policies and procedures for conducting acquisition reviews. The process improvements implemented provided a structured repeatable process for executing acquisition reviews thus producing better and timely decisional information and feedback on acquisition activities for the leadership team.
Our Governance documents had not been updated in three years. Although updates had been initiated by the former personnel none had been completed. After researching the reason for the delay I discovered a cumbersome process was the issue. Some of the reviews were duplicative and could be eliminated to expedite the process. I reached out to other organizations and SMEs who had been impacted by the delayed updates and working together with them and quickly identified inefficiencies to be eliminated. I was able to reduce the number of document review cycles from three to two and implemented changes to the review process. Because of these changes we were able to successfully update five governance directives during the year.
Our acquisition decision memo process took over 60 days from inception to Director Signature as compared to the corporate decision memo process that was usually completed within two weeks of a corporate decision. I reviewed the corporate process and found it could work for us for review and coordination of our acquisition memos thus shortening the coordination cycle time by over five weeks.
I received feedback from several of our organizations that our acquisition program templates were too long and very bureaucratic. After listening to their concerns and reviewing the templates I found I could develop a concise template that focused on key areas critical to the decision-makers. The improvements to the template received kudos and rave reviews from stakeholders. The new template promotes focused presentations highlighting key issues and concerns of decision-makers providing clarity, and articulating the impacts of recommended courses of action to facilitate sound corporate decision-making.
Support, coordinate, and assist in the development of Business Information Technology (BIT) strategic plans and roadmaps that aid in transitioning NRO's portfolio of business applications to the Intelligence Community Information Technology Environment (IC ITE). Ensure effective BIT governance through the establishment of division governance processes. Develop decision briefing packages for the Corporate Decision Process. Coordinate and engage with Business Subject Matter Experts and customers to facilitate the understanding of business needs and processes, translate IT system capabilities for our customers, and work to formulate improved business solutions using IT for the enterprise. Help the agency achieve mission goals and accomplish agency/mission objectives by evaluating information system projects to determine the best mix of projects and the right level of investment to make in each. Help to balance the IT portfolio between ongoing maintenance initiatives and development/modernization/enhancement and strategic initiatives.
Serve as Contracting Officer's Technical representative (COTR) on a large software development contract with multiple contract line item numbers. Support all phases of procurement, from initial requirements through procurement, contract administration and closeout. Assist in interpreting technical requirements; develop statements of work; generate government cost estimates; monitor contractor performance; review and accept services/products; review and reconcile invoices; and recommends payment. Prepare statements of objectives (SOO); statements of work (SOW); requests for proposal (RFP); contract modifications; exercising options; and yearly period of performance renewal and SOW requirements generation. Develop and maintain schedules and cost estimates for CLINs as well as phasing and schedule alternatives based on various scenarios and assumptions regarding the timing of available funds. Monitor the contractor's progress in fulfilling the technical requirements specified in the contract, ensuring that all required documentation and data are submitted in accordance with the deliverable schedule.
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