Experienced Chief Financial Officer with 12 years of expertise in planning, programming, budgeting and financial management execution in the United States Air Force. Ability to grasp new ideas; integrate them into desired results; and a demonstrated history of improving operations. Unmatched versatility in the financial arena: skilled in budget formulation, justification, presentation, and execution; allotment control; financial systems; internal controls; working capital funds; travel, payroll, obligation authority; contract management; and managing human resources. Dynamic, results-oriented problem solver with emphasis on implementing practical ideas while building consensus with the ability to elicit the best possible performance from both teams and individuals. Accustomed to producing results in diverse, fast-paced and world-class environments. Strong analytical and critical thinking skills, including the ability to think strategically, identify requirements, and develop recommendations. Proficient in Microsoft Office Suite of products to include Excel, Power Point, Access, Project, SharePoint, and Word.
SAF/FMPWashington D.CHQ Air Force, Deputy Assistant Secretary
Salary: 131,000 USD Per Year Hours per week: 40.
Principal advisor to the Deputy Assistant Secretary of the Air Force for Financial Operations (SAF/FMP), the Associate Deputy for Financial Operations, and the Chief Information Officer for Financial Management and Comptroller.
Confidential advisor and liaison to 8 directorates, 450 staff, Department of Defense (DOD), Office of the Secretary of Defense, Defense Financial Accounting Service (DFAS) and Major Command Comptrollers.
Lead consultant in all matters relating to accounting and finance policy, military pay, travel pay, financial systems, financial improvement and audit readiness.
Supervises team responsible for materials and data collection, ensuring effective decision making on sensitive and contentious issues like program management support, audit liaison, banking and credit union programs, cash management, and travel computation and payment support for Air Force personnel.
Responsive to over 300 annual inquiries ranging in varied levels of government, regarding financial systems portfolio and operations.
Drafts correspondence, on behalf of SAF/FMP, in response to inquiries from Congress, Secretary of the Air Force, Chief of Staff of the Air Force, and other Headquarters Air Force directorates.
Expertise provide informed decision-making on issues that directly impact AF-wide active military and retired pay, financial and accounting systems development and accounting decisions.
Manages priority action areas, to include assigned directives and strategic initiatives.
Assures coordination and cross-organizational collaboration of all assigned projects and assignments to facilitate decisions on major or sensitive topics related to Agency Financial Operations: a $1.7B financial systems portfolio.
Publishes annual financial reports; tracked Financial Improvement and Audit Readiness (FIAR) and Anti Deficiency Act programs.
Ensures recommendations provided to the Secretary are thoroughly researched and analyzed for proper addressing.
Tracks major internal and external projects on behalf of the Chief Information Officer (CIO).
Establishes controls and oversight for timely execution of tasking, including but not limited to briefings and memoranda.
Assists in providing governance, management oversight and information technology compliance of Air Force financial management systems.
Providing overall guidance, standardization, integration, prioritization, and maintenance of the Financial Management Portfolio and Enterprise Architecture.
Provides executive leadership and direction for all functions occurring in the divisions responsible for Agency Financial Operations, including Quality Assurance, Policy, Budget, Financial Management Systems, and Financial Management.
Develops strategy for presenting the budget for important substantive programs; recommends approval, disapproval, or modification of budget requests and justifications.
Reviews and analyzes budget requests from subordinate components of the agency; combines, and consolidates budget estimates into a balanced, multi-year funding needs request for the organization.
GSCommander and Chief Financial Officer
8th Comptroller Squadron, Kunsan Air Base, Republic of Korea.
Salary: 131,000 USD Per Year Hours per week: 40.
Principal financial advisor to the Kunsan Air Base Wing Commander, servicing a population of over 3,700.
Charged with budgeting, executing and accounting for $120 million annual budget, with direct supervision of over 36 military and 9 civilians.
Commanded performance of financial management activities, management of financial programs and operations, including accounting liaison and payroll services, budget preparation and execution, program, cost, and economic analysis, and non-appropriated fund oversight.
Estimated the cost of Air Force programs; developed budget estimates and financial policies.
Directed budget justification and provided guidance in compliance and administration of funds for all base organizations; liaised between Air Force Audit Agency and DFAS on all financial issues as the base's focal point.
Oversaw facility administration and purchases of equipment and supplies related to contract requirements for use of Government Purchase Cards (GPC).
Developed, implemented and executed financial plans and programs using successful coordination with command leadership and subordinate resource managers.
Proffered guidance and recommendations on validity of requirements, effective allocation and use of financial resources, and redistribution of resources within fund limitations.
Reviewed budget estimate inputs for compliance with policy, rules, regulations, and procedures prescribed and provided by higher headquarters.
Oversaw compilation of budget schedules, reports, information papers, briefings and management reports and narratives as required.
Published monthly, quarterly, and special reports reflecting ceiling, commitments, obligations, and available balances.
Certified estimated costs; ensured they were realistic and reasonable; noted deficiencies in reports from audits, and inspections.
Formulated guidelines for phasing in projected programs and mission changes.
Drafted requirements justifications and submitted financial plans, budget estimates and supplemental budget requirements to higher headquarters.
Validated obligations to reflect accordance within the language of appropriation acts, current laws, and governing directives.
Agent of statutory responsibility, prevented the over-obligation of appropriated funds through funds certification oversight and stringent controls.
Established and implemented procedures and safeguards against fraud and fund losses in the cash disbursement function.
Conducted special studies; analyzed resource management issues; provided recommendations and presented solutions to higher headquarters and leadership.
Superb CFO/command leadership resulted in squadron's rise in ranking from number 4 out of 9 to the number 1 squadron in the Pacific Air Forces command.
Consistent flawless administration maintained the number 1 ranking for the remainder of my time in command and garnering the Air Forces Comptroller Squadron of the year awarded for my unit's stellar performance for fiscal year 2013.
I was also recognized as the number one CFO in the Pacific theater of operations by winning the prestigious Comptroller of the Year Award for the Pacific Air Forces, for fiscal year 2013.
GSFinancial Management Career Field Manager
HQ Air Force, Financial Management Workforce Development & Executive Services, Pentagon, Washington D.C.
Salary: 131,000 USD Per Year Hours per week: 40.
Trusted advisor to the Assistant Secretary of the Air Force for Financial Management, and Comptroller on all officer education, promotion, training, data collection for research on officer studies, and policy issues.
Direct support to the Chief and Director, Workforce Development and Executive Services for Air Force Financial Management (FM).
Supporting over 7,500 Air Force Financial Managers, I collected, organized, analyzed, and synthesized key workforce development, demographic, cost and performance, and organizational effectiveness data, utilizing key analytic resources such as the Total Human Resource Management Information System (THRMIS) to conduct studies.
Employed rigorous, systematic, advanced analysis and evaluation of key metrics to identified problem and high performance areas.
Provided impact recommendations to senior leaders on how to improve the objectivity and rigor of key education, training and workforce development programs affecting the FM community for both military and civilian employees.
Led implementation of the mandatory DoD FM Certification Program for Financial Management and Cost Officer Career Field.
Primarily responsible for interpreting program guidance and workforce impact based on language contained in the fiscal year (FY) 2012 National Defense Authorization Act (NDAA) as part of Congressional Public Law 112-81, December 31 2011.
Delivered FM subject matter expertise, detailed analysis and sound leadership to Senior FM leaders on primary aspects of implementing a professional credentialing certification program to the military and federal civilian workforce.
Liaised with the Office of the Undersecretary of Defense - Comptroller (OUSD (C)) and ensured the AF FM Certification Program strategy and implementation approach met higher headquarters' expectations and timelines.
As SAF/FM's focal point for all Officer Certification, occupational education and training, and workforce development, guided, directed, and coordinated to meet training needs; established specialty descriptions, course outlines, and supplemental course requirements.
Led the effort to solve the Air force Institute of Technology, Financial Management Master Of Science Degree shortfall by increasing the funded slots from one to nine and restoring the program to full fledge status.
Served as the principle financial adviser to the CFO and Wing Commander, on all budgetary issues, in support of 140 million dollar annual budget.
Supervised a team of 8 military and 5 civilians as the installation's Budget Officer; direct decision maker to the Commander on all issues relative to Financial Management.
Negotiated funding requirements to meet programmed operational commitments while interpreting financial trends; took responsibility for the formulation and/or revision and dissemination of all accounting, budget review, and financial reporting policies, procedures, and guidelines.
Led the development of yearly spend plans totaling 140 million dollars; provided funds status and budget updates on the base's financial operations and performance, to wing leadership regularly.
Monitored budget execution, ensuring organizational requirements were in line with yearly spend plan.
Ensured validity of obligations within the language of appropriation acts, current laws, and governing directives by paying strict attention to internal controls, Air Force instructions, comptroller general decisions, General Accounting Office recommendations and Office of Management and Budget (OMB) policies and procedures.
Analyzed resource requests from senior resource advisors and provided recommendations to senior leadership on the financial viability of their proposals.
Provided ad hoc financial reports such as contract obligation and expenditure reports, end-of-year funding balance, as well as weekly status of funds reports.
Reviewed, verified, and analyzed data for consistency with financial program objectives and for adherence to instructions.
Considered information on current and past cost in financial statements and reports; made recommends to operating offices regarding the options for adjusting estimates of funding needs.
Provided group and squadron commanders and their representatives with procedural and regulatory guidance on the availability of or limitations on use of funds for supplies, travel, payroll, equipment, contracts, and related expenditures.
Consolidated budget and requirement estimates into decision packages for submission to higher headquarters for approval.
Assisted in the preparation of future year budget requests, ensuring operating plans are strategically aligned to organization's mission, strategic requirements, and performance goals.
Researched and resolved current or potential issues that could arise in the areas of budget, payroll, and cost estimating.
Analyzed a wide range of past and present programs, employment statistics and financial data to ensure sound financial management stewardship.
Reviewed hiring requests for funding and proposed staffing levels in relation to current obligations and expenditures.
Assessed the impact of changes in programs and regulations on salaries, travel, benefits, overtime, and related expenses on the agency's budget.
Also, compiled data and prepared budget schedules, reports, information papers, briefings and management reports and narratives as required.
GS Directorate of Financial Management AMC Scott AFBILCommand Budget Analyst
Salary: 118,000 USD Per Year Hours per week: 40.
Allocated funds to individual organizations and programs based on analyses of budget estimates; monitored monthly obligations, expenditures, and work-year limitations for assigned accounts; analyzed the need for reprogramming between budget accounts and or organizations; and participated in monitoring the year-end closing to ensure proper and full use of provided funds with no anti-deficiency violations.
Program Element Monitor for three Program Element Codes, responsible for drafting narratives and consolidating inputs for Air Mobility Command's input into the Air Force's Program Objectives Memorandum (POM) in preparation of the President's Budget.
Assisted in developing policy and procedures in the planning, programming, and budget formulation, justification, presentation, and execution phases.
Analyzed and interpreted agency DOD/OMB budget and program guidance for use in preparing assigned portions of the command, agency or Presidential budget; developing detailed programming and financial planning justification and documentation.
Conducted special studies, utilizing common budgetary methods and techniques; applied basic statistical formulas, and contrasted/compared current and historical budget and program data for the same or closely related programs to accurately discern trends in spending and anticipated needs for funds or reprogramming actions.
Used quantitative and qualitative analysis to recommended financial strategies and actions for meeting program requirements.
Effectively coordinated the presentation of annual and long-range budgeting for substantive programs; ensured necessary actions were taken to provide a thorough, sound, and factual presentation.
Maintained configuration control of systems and databases throughout iterative program/budget formulation exercises to meet decision process requirements as well as OSD/OMB and Congressional reporting requirements.
Ensured budget systems provided timely and accurate information in support of the Air Force Budget submission to OSD, OMB and Congressional Committees.
Conducted analysis of funds obligations and expenditures then coordinated with the Wing comptrollers and Directorate FMs if anomalies were found.
Performed end of year close-out procedures for Air Mobility Command as the lead analyst; coordinated with the Wings and Directorate to ensure all available funding was obligated on time, allowing for maximum use of resources.
Responsible for the allotment and transfer of funding sent from the Secretary of the Air Force, Financial Management (SAF/FM) to the base Comptrollers and AMC Directorates.
Coordinated and conducted the transfer of funds from AMC Directorates to Air Force Material Command depots for stateside Programmed Depot Maintenance and Contractor Logistics Support.
Conducted Business Case Analyses for multi-million dollar projects; coordinated with the contracting directorate to conduct Analysis of Alternatives for various requirements: Military Construction Economic Analysis, and Flight Test Cost Estimates.
Many of these studies supported funding requests to Headquarters Air Force and Congress including a Business Case Analysis resulting in over $50M in Military Construction funding for the repair and replacement of the Edwards Air Force Base main runway, used for Air Force Flight Test Center and NASA Dryden flight test.
Maintained statutory responsibility for preventing over-obligations of appropriated funds through the funds certification process.
Evaluated impact of legislative action, executive orders on financial operations; provided leadership with decision support and proposed changes to existing work flow process to improve efficiency and effectiveness among internal and external organizations and offices.
Directorate of Communication, HQ Air Mobility Command (AMC), Scott AFBIL
Salary: 118,000 USD Per Year Hours per week: 40.
Led team of 10 financial professionals in directing the formulation, preparation, execution, and executive level management of a $400M annual information technology budget for the Directorate of Communications, Headquarters Air Mobility Command.
Managed annual financial plans for 11 communications programs involving 12 military bases.
Advised leadership and subordinate staff on the status of financial issues regarding the information technology programs.
Monitored the efficiency of program managers, providing them feedback and proper training in the budgetary process to meet program needs.
Provided training to 86 project managers on financial management; cost projection; budget planning; develop internally vs.
buy decision; job order costing; regression analysis; resource utilization effectiveness and economic analysis on a quarterly basis.
Developed, updated, and prepared financial reports for monthly and quarterly meetings.
Consolidated and analyzed monthly expenditures budget vs.
actual spending variances for senior management presentation.
Assisted Multi-Year Planning Process; coordinated and implemented Compensation Planning Process.
Provided complete and final budget estimates by established deadlines; identify budget changes and demonstrated how these changes may impact agency operations.
Analyzed budgetary and financial aspects of the organization's on-going operation to identify fiscal, budgetary, and accounting vulnerabilities and challenges; crafted solutions to resolve all issues.
Determined cost-effectiveness of funding requests and expenditures through review of budget/accounting transactions, and analysis of productivity, workload, and program accomplishments.
Advised senior staff on the status and availability of resources.
Prioritized, developed alternatives, and recommended redistribution of resources within established limitations to provide for new/emerging requirements.
Served as the Contracting Officer Technical Representative (COTR) and Contracting Officer Representative (COR) on projects and/or service contracts under the directorate's administration, and acted as liaison to program management and headquarters budget staff.
Reviewed invoices and approved expenditures in accordance with established procedures.
Prepared, reviewed, analyzed, and defended budget submissions through the budgetary process for major software development programs and telecommunication contracts to include Connection by Boeing contract for Air Force One, valued at $400 million.
Developed Program Objective Memorandum milestone timeline to ensure budgetary compliance.
Analyzed, evaluated, and recommended a course of action involving areas of concern, such as unfunded requirements, under-funded programs, President Budget (PB), Budget Estimate Submissions (BES), and year end closeout.
Led the preparation of the agency's Program Objective Memorandum (POM), Program Review (PR) and Issue Paper submissions and justifications for changes in funding requirements.
Prepared RAPIDS and made adjustments to ABIDES for the AMC Communications Program Elements for Air Force Corporate Structure.
Created PEM parades and "Get to the Bottom Line" solutions to support and defend financial decisions, disconnect and offsets, that affects AMC Communication and Information Panel Programs.
Directed the preparation of impact statements, below threshold requirements, reprogramming, executive summaries, studies, strategies, and coordinated with program managers, and analysts to provide timely response.
Utilized quantitative and qualitative analysis to develop spreadsheets, briefs, and supporting documentation or presentations to support Congressional Briefings, as required on Senior Leader Communications Systems utilized by Air Force One and Secretary of State.
Applied executive-level management theories for continual improvement in the resource management program.
Directed, coordinated and oversaw the work of subordinates; developed, set, and adjusted priorities and prepared schedules for work completion.
Ensured end-of-year close-out procedures achieved maximum use of funds.
As a direct result of extensive pre-planning and comprehensive knowledge of communications program concepts, the directorate acquired an additional $8.7M in funding in the last month of Fiscal Year 2007, and $25.4M in the last month of Fiscal Year 2008.
GS Directorate of Communication, HQ Air Mobility Command AMCLuke AFB, AZChief, Network Engineering Flight
Salary: 68,000 USD Per Year Hours per week: 40.
Directed team of 8 technical administrators, technicians, help desk personnel and other technical team members in support of a 5500-user Local Area Network in a mixed Netware and Windows/NT environment.
Served as project manager and technical lead on all network upgrades.
Worked closely with the Air Force Education and Training Command Network (AETC) Operations Security Center (NOSC), the Information Assurance Office (IAO) and other organizations in implementing technical solutions for sensitive, secure systems.
Provided high-level technical assistance in support of the Non-secure Internet Protocol (IP) Router Network (NIPRNET) and Secret Internet Protocol Router Network (SIPRNET) with weapon system partners for access to critical program information for day-to-day operations.
Supported network/systems administration needs and hardware/software support for SAP/SAR Programs (Special Access Program/Special Access Required) and other classified systems and associated equipment.
Collaborated with the IAO and AETC NOSC to respond to monthly/quarterly network security suspense such as Notice to Airmen (NOTAM) and Time Compliance Network Order (TCNO) suspense compliance tracking vulnerability scans, emergency security bulletins and updates.
Utilized desktop management software such as Systems Management Server (SMS), logon, startup and shutdown scripts and Group Policy Objects (GPOs) in accomplishing security maintenance.
Upgraded numerous server hardware and software platforms, including standardizing the server configuration.
Implemented Citrix Presentation Server solution for client remote access.
Standardized computer configuration design for numerous desktop, laptop, and server implementations.
Directed the testing, implementation, maintenance and security of the Air Force standard desktop configuration integrated in desktop and laptop images for the entire base.
Directed successful migration of numerous networks from Novell environments to Windows NT platforms.
Migrated data and network devices and converted numerous mail platforms to Microsoft Exchange server solutions.
Engineered administration and configuration of File Transfer Protocol (FTP), Dynamic Host Configuration Protocol, Exchange Mail and Windows Internet Name Service and collaborated on SMS and SQL implementation and configuration on servers running NT 4.0 in a Xylan switched environment.
Utilized SMS to create software packages, inventory rules, auditing, remote control and administration and support for user network devices.
Installed and configured external RAID systems, CD Towers, ftp/WEB servers, print servers and backup servers.
Air Command and Staff College ACSC
Comptroller of the Year Award, 2013, Pacific Air Forces Comptroller Organization of the Year Award, 2013, Pacific Air Forces Budget Office of the Year Award, 2013, Pacific Air Forces Financial Service Office of the Year Award, 2013, Pacific Air Forces Company Grade Officer of the Quarter, 2011, Air Mobility Command Company Grade Officer of the Year, 2011, 19th Comptroller Squadron Company Grade Officer of the Quarter, 2011, 19th Comptroller Squadron Company Grade Officer of the Year, 2010, 19th Comptroller Squadron Company Grade Officer of the Quarter, 2009, Air Mobility Command Company Grade Officer of the Year, 2007, Air Mobility Command Directorate of Communications Company Grade Officer of the Quarter, 2005, 2006, 2007, Air Mobility Command Directorate of Communications JOB RELATED TRAINING Planning Programming Budgeting and Execution (Mar 2013).
Squadron Officer School (SOS)
Webster UniversitySt Louis, MOMaster of Business Administration: Procurement and AcquisitionGPA: GPA: 3.84Procurement and Acquisition GPA: 3.84
Hawaii Pacific UniversityHonolulu, HIB.S.B.A: FinanceGPA: Cum Laude GPA: 3.76Finance Cum Laude GPA: 3.76
Community College of the Air ForceAssociate of Applied Science: Logistic ManagementLogistic Management
American Society of Military Comptrollers
PMT352A Program Managers Course (Jul 2008) Air Force Financial Management Staff Officer Course In-residence (June 2008) Enhanced Defense Financial Management Course (Feb 2007) OMB Circular A-123 Training (Feb 2006) Automated Budget Interactive Data Environment System (ABIDES) Training (Sep 2005) Resource Allocation Programming Information Decision System (RAPIDS) Training (Sep 2005) Contracting Officer's Technical Representative (COTR) Training (May 2005) Business, Cost Estimating and Financial Management Workshop (BCF 301) (Aug 2005) Fundamentals of Earned Value Management (BCF 102) (July 2004) Supervising Government Civilians (Jan 2004) Air Force Financial Management Staff Basic Course In-residence (Dec 2003).