Skilled Financial Manager adept at increasing work process efficiency and profitability through functional and technical analysis.
Strategic and financial planning expert
ERP (Enterprise Resource Planning) software
Strength in financial planning
Contract review and recommendations
Complex problem solving
Financial reporting expert
I was selected specifically to manage and analyze exceptionally large financial programs/projects under the department's IWC ETSO vision.
In conjunction with this task, I must function as liaison with OPNAV sponsors, NAVAIR HQ, and 4.0.
Financial Analyst08/2012 to CurrentDoD Federal GovernmentPatuxent River Naval Air Sta, MD
SERIES 0501 / GS - 12 STEP 07 (DAU AND FM LEVEL II CERTIFIED).
Sr. Financial Analyst VII05/2009 to 08/2012POSITION AIR 4.10 Warfare Analyses AoA/CBA/DAS Financial Lead TIMEFRAME EMPLOYER OMNITEC Solutions/AlutiiqLexington Park, MD
Financial Analyst Team Lead02/2007 to 05/2009EMPLOYER Eagan, McAllister Associates/SAICLexington Park, MD
SECURITY CLEARANCE: Top Secret - based on SSBI by OPM dated 12/12/12 Determined Eligibility of SCI - on 01/15/13 DoNCAF Financial Management Analyst GS-0501-12 Step 07 (DAU and FM Level II) Financial Management Analyst Temporary Promotion GS-0501-13 Step 03 SERIES 0501 / GS - 13 STEP 03 (DAU AND FM LEVEL II CERTIFIED) TIMEFRAME April 2016 - Temp Promotion (120 days) NTE 01-AUG-2016 EMPLOYER Federal Government, Patuxent River MD.
Senior Specialist09/2005 to 02/2007TIMEFRAME EMPLOYER Wyle Laboratories, IncLexington Park, MD
Senior Project Analyst02/2005 to 09/2005TIMEFRAME EMPLOYER Gryphon TechnologiesLexington Park, MD
06/2002 to 02/2005TIMEFRAME EMPLOYER BattelleMD
In Gryphon/ PMA 213 Air Traffic Control/Combat ID, I received my professional BFM exposure with SCN and FMS appropriations.
I was responsible for monitoring funds execution; monitoring/creating spendplans; utilizing and running SIGMA-SAP reports and populating related databases.
My main role was researching unliquidated obligations (UMDs/ULO's); reconciling funding commitments, obligations and expenditures; of prior year funds due to many UMDs/ULO's during the SIGMA-SAP transition and tracking current year commitments, obligations and expenditure reconciliation to ensure accuracy.
I also assisted in preparing, updating, and maintaining program spreadsheets and SIGMA-SAP databases.
POSITION 4.3 Air Vehicle Project Analysts.
Financial Analyst Team Lead01/2016
I was responsible for providing business, financial and fiduciary management strategies to the SES Director, Military Director and Chief Of Staff for AIR 4.3 Air Vehicle Engineering Department.
I am responsible for the planning, analysis, budget formulation, execution, and reporting for the Systems Engineering, Aeromechanics, Structures, Materials Engineering and Subsystems Divisions.
I am accountable for communication upstream to Branch heads, Division heads and System Engineers.
While serving as the 4.3 BFM Team Lead I was responsible for providing direction, instructions, guidance and workload for our four member team.
It was my responsibility ensure our team was adhering to the organizations strategic plan, mission, vision and values and incorporate them into the team's goals, objectives, work products and services in regards to financial management to ensure we were performing efficiently and of the highest quality.
As Team Lead I continued to communicate assignments/projects, milestones, deadlines, and timeframes for completion within the team.
I gave each team member individual support with problem solving methods and provided advice on work methods and procedures.
I ensured our team was always working on the highest priority work and aware of the priorities at hand by monitoring programs, projects, operations, or activities to safeguard short and long-term financial goals.
I assisted the team when questions arose with respect to funding regulations such as Bona Fide need, Anti-Deficiency, Misappropriation, appropriation life of funding, severable vs.
non-severable contracts, general PID/PR questions, and other daily matters.
As an effective team leader and to assist in the continued growth of our team, I have provided one-on-one training as needed, and I developed "How Too" training materials with step by step instructions from many different resources, processes and products within our office.
These "How Too" materials were solutions developed from listening to our team member's feedback while resolving work issues, troubleshooting product concerns/changes, and developing solutions where needed to provide additional products and services within our office.
As Team Lead I successfully met the department's goal of establishing exceptional working relationships with L2/L3/L4 mangers and understand what motivates each member in order to continue to provide outstanding results.
I attended 4.3 department meetings in order to obtain office resources and convey team findings and recommendations to officials or other customers.
I ensure all DPA's are executing to the targeted budget.
On a monthly basis, I track and analyze the indirect budget and provide L2 management with fiscal year trends, financial status, concerns and recommendations.
During mid-year reviews, I interface with the L3 managers and review the financial status of each division and review and evaluate budget requests and financial needs for the remainder of the fiscal year.
Providing suggestions to management aids the determination if the need can be met.
Using my expert written and oral communication, I prepare and present financial metrics to management on a monthly basis which includes PMA/PEO planned vs.
SUPERVISOR Rebecca Schaefer Financial Management AnalystEMPLOYEE FEDERAL GOVERNMENTPATUXENT RIVER, MD
LOCATION 47123 BUSE ROAD BLDG 2187 RM# 3340 PATUXENT RIVER 20670 I provide business, financial, fiduciary management and analysis to NAWC AD 4.3 Air Vehicle and Engineering Department.
I have experienced knowledge in all aspects of budget planning, analysis, formulation, and execution.
I have proficient knowledge of all phases of budget planning, formulation, and execution with the knowledge of the many diverse colors of funding such as RDT&E, OMN, APN 1, 5 & 7, Private Party and NWCF.
When I first started in my position I was individually responsible for 4.3.2 Aeromechanics & 4.3.5 Subsystems Divisions which includes two (2) Division Heads, ten (10) Competency Managers & over two hundred (200) technical engineers.
After a period of six (6) months I received a Temporary promotion to 4.3 Team Lead (120 days) and took on BFM duties for 4.3.3 Structures Division (8-12 weeks) as an additional part of my individual responsibilities.
Over a period of ten (10) months my position expanded to include 4.3.1 Systems engineering & 4.3.4 Materials Divisions which includes two (2) Division Heads, seven (7) Competency Managers & over one hundred & twenty five (125) technical engineers.
Currently I am individually responsible for 4.3.0/4.3.1 Systems Engineering, 4.3.2 Aeromechanics, 4.3.4 Materials Divisions here at Pax and Lakehurst and BFM rotation training/oversight of 4.3.5 Subsystems Divisions.
I am individually responsible for all funds acceptance with guards to AIR 4.3.0; 4.3.1; 4.3.2; 4.3.4 & 4.3.5 divisions; I ensure funds sent or received are spent accurately and timely to prevent over spending and reverting of funds.
This is done by providing status of funds & summary reports, which includes utilizing NERP to do resource planning, allocation of funds, creating WBS elements & chargeable objects, and updating project structures for each reimbursable or direct cite funding document received per direction of the receiving technical engineer (TPOC).
I review, manage and report actual obligations and expenditures on a monthly basis to management pertaining to Direct Project funds, which is an upward annual total of >$8.9M accepted through 4.3.1; 4.3.2; 4.3.4 & 4.3.5 and an additional but not limited to >$10M through other competencies.
I am also accountable for processing Outgoing Funding Documents (OFDs) to various activities within the DOD; the Navy, Army, and Air Force, as well as other external facilities.
In my capacity, I manage, develop, review, and provide detailed tracking pertaining to the financial status on the departments 4.3.2 SCC budget for the AP AERO Lab, which is an annual total of >$289K, 4.3.4 SCC budget for the MAT ENG LAB; which is an annual total of >$1.8M, by providing inputs to include labor, non-labor expenses to include annual maintenance contracts, anticipated purchase card expenses, and fees associated.
I manage & ensure the SCC is executing to the targeted budget by tracking invoices utilizing NERP and MS Excel.
I present SCC financial reports to 4.3.2 & 4.3.4 management and process CDASS recoveries on a bi-weekly basis and ensure the correct type of funding is used and funds are available to process the request using exceptional written & oral communication for the current year as well as out years.
Severing as the BFM for 4.3.1; 4.3.2; 4.3.4 & 4.3.5 I utilize N-ERP to extract data to analyze and interpret business and financial reports, I create and monitor PID/PRs for three (3) of the four (4) large contracts within 4.3 as well as various small procurements purchases and multiple Outgoing Funding Documents (OFDs).
I perform extensive tracking to ensure competency spend plan goals for the fiscal year are on targeted track.
By monitoring the 4.3.1; 4.3.2; 4.3.4 & 4.3.5 NWCF Overhead budgets of >$2.4M and provide management with financial status, monthly trends, concerns, & recommendations.
As the AIR 4.3.1; 4.3.2; 4.3.4 & 4.3.5 BFM I am responsible for applying incremental funding & exercising required Option Years on 3 large SeaPort contracts within 4.3 (SEAI, Compass Systems Inc., & American Systems, Inc.) for contractor support and ODCs, which is an annual total of >$33M and 47+ work years.
I am responsible creating and monitoring annual MODs of 90+ PID/PR's totaling >$8.6M and 11 maintenance contracts totaling >$197K.
I ensure and validate that the correct type of funds are being utilized, each field of the PR is complete and in compliance with the most current desk guide, the required documentation is attached to DMS, approvals, SOW, fee memo, Market Research, Sole Source, IT approval, and that it correctly relates to the services or material being purchased.
This requires development and interpretation of budgetary policies and practices using the most current guidance and regulations as it relates to funding documents and contract actions.
To prevent over spending and reverting of funds, I ensure funds received are spent accurately and timely.
To that end, I serve as the single financial POC between the 4.3 CORs, 2.0 Contract Specialist/Officer and other NAVAIR/NAWC activity BFMs.
I also serve as the financial representative at the bi-weekly VTC meetings with the L3 Manager, COR, Contract Specialist/Officer, Program Manager, & Branch Manager.
In problem areas, will provide resolutions, probability of success or failures, & lessons learned.
Government) / John Barstow (EMA/SAIC) TELEPHONE 301-757-6840 / 301-342-219 EMA/PMA 205 Aviation Training Systems was my "Sophomore Class" in the Business and Financial Management profession; where I was afforded opportunities to grow and expand my skills.
At EMA, I provided guidance, mentoring, and instruction to four new Program Analysts (CSS-Weapons/CNATRA, CSS - AV-8 PMA, CSS-F/A-18 PMA, and CSS E-6B PMA), one Government Intern Analyst, and one BFM Military Analyst (USN Lieutenant) relevant to IPT-based financial/budgetary planning and tracking systems and project execution across appropriations: OPN, RDT&E, APN-7 budget $102.8M OMN budget $13.3M Program platforms: MCATS, V-22, AV-8, H-1, CH-53, MH-53, C-130, H-46, USMC Services E2/C2, EA-6B, F/A-18, WEAPONS F-35 (JSF), CNATRA, E-6A/B and VH-3-60.
I was assigned responsibility for training and ongoing mentoring of new hires relative to funding documents, obligation/expenditure phasing plans, and the DOD Planning, Programming, and Budgeting System processes.
Moreover, I was charged with instructing peer colleagues on financial tracking approaches and correcting financial forms for funding processes, program funds issued, and overall fiduciary oversight; additionally addressing propriety of funds and anti-deficiency compliance for funding execution; commitments, and obligation of funds.
I was also responsible for the financial planning, budget formulation and execution, contract management, contractor financial analyses and cost analyses in support of an ACAT POR.
Related to this task, I performed individual cost planning (ROM estimation) within activity networks (e.g., Gantt-like structures) and standard work breakdown structures.
Additionally, I planned work breakdown structure elements, networks and external services; capacity evaluation in internal activities and activity elements; performed shift planning and capacity evaluation, and assessed resultant change in predicted project revenues (financial sensitivity analyses).
I additionally gained exposure to closing projects (task comprising reviewing of contractual obligations and inventory, setting the project to close, executing period-end closing activities).
As part of my BFM role here, I executed funds usage documents (WX, PX, RX and MIPR) and reviewed appropriations for conformity with budget and regulatory policy and appropriate document type; and ran various monthly execution reports from SIGMA-SAP to ensure accurate transaction postings and timely recording of commitments, obligations, and expenditures.
I assisted in updating cost plans in the SIGMA SAP database to reflect approved funding profiles for assigned ACAT PORs during the DON, OSD and PB submissions.
In these capacities, I was required to work closely with other Business Financial Managers (BFMs) in answering questions during midyear, NAVCOMPT and OSD hearings as well as various technical meetings in conjunction with IPTs - this was a great learning opportunity for me; an MBA-light.
I was responsible for representing the Program Office at budget meetings as required; and I performed individual, high-visibility analyses in the areas of contract obligation, outgoing funding documents, unmatched disbursement resolution, and tri-annual reviews.
In addition to my BFM roles, I was exposed to Enterprise Resource Planning Team.
N-ERP Production Kick-off Team: Phase I, Phase II and Phase III: Final data conversion Validate system using post SIGMA FY07 annual close production data against Navy ERP production data across all NERP reporting ERP to prime-time, I was involved in the first ERP budget structure building and program conversion, and assigned many diverse ERP testing, validation and verification responsibilities.
Mock 5 Validation - I was assigned specific responsibilities: Testing the validity of transferred Budget Structure, Project Structures, Purchase Requisitions, Purchase Orders, funds execution data (including other customer funds and FMS), fund balances, cost planning, project execution data, project balances and unmatched disbursements; all using N-ERP reporting and other transactions.
This was my initial (and challenging) exposure to ERP, and I found it fascinating.
As we then transitioned ERP to prime-time, I was involved in the first ERP budget structure building and program conversion, and assigned many diverse ERP testing, validation and verification responsibilities.
On the heels of this task, I was assigned responsibilities for monitoring funds/budget execution; monitoring/creating spend plans; budget formulation/justification, defense and execution duties for NAVAIR PMA-205, which was financed under a complex funding mix comprising OPN, RDT&E, APN-7 and OMN appropriations.
In PMA-205, my tasking included reconciling funding commitments, obligations and expenditures; and tracking commitments, obligations, and expenditures to ensure program milestone accomplishment.
Accomplishments: Letters of recommendation for Leadership Development Program offered with EMA.
SUPERVISORADDRESSEl Segundo, CA
In Wyle/ PMA 231 C-2 / E-2 Program, I received my initial professional BFM exposure.
I was responsible for monitoring APN 1, APN-5 and PRE, PRL appropriations funds/budget execution; monitoring/creating spend plans; utilizing and running SIGMA-SAP reports and populating related databases; researching unliquidated obligations (UMDs/ULO's); reconciling funding commitments, obligations and expenditures; and tracking commitments, obligations and expenditure reconciliation to ensure program milestones are accomplished.
I also assisted in preparing, updating and maintaining program spreadsheets and SIGMA-SAP databases.
I assisted in preparing budget exhibits; program briefs, preparing and updating program spreadsheets; and assist with budget related drills (Tri-Annual Review, FMEM Financial Status Reports, Trial Balance, Midyear Review, and Budget Exhibits etc).
Air Traffic Control/Combat ID Project AnalystsPOSITION PMA 213
Batelle/AIR 4.3 Air Vehicle was an elaboration on my Freshman BFM education started at Prometheus.
At Batelle, I provided management for RTD&E appropriations budget/financial, technical, and administrative functions to the NAVAIR PEO program office and NAWCAD field activity (AIR 4.3), and functioned as project team leader in the SAP system.
I began working with distinct programs (PORs) here, provide program or task administration, and document preparation support for the design and implementation of BFM systems.
I participated in client and government meetings in the development and execution of spend plans, schedules, and budgets.
I was assigned responsibilities for monitoring program execution, network activities and schedules, utilizing and running SIGMA reports, SOW preparation, interfacing with various IPT leads, and tracking program obligations and expenditures to ensure program milestone accomplishment success.
I also generated overarching systems engineering spend plans for lead systems engineers, IPT, and all level II PMA leads.
In addition to my Senior Analyst assignments, I was the Web page Administer; Requester/Processor Base Access: Maintain JPACE (Physical and Virtual) along with the Chemical Biological Defense (CBD) Library (Virtual), and base access POC.
DON Fund Usage Documents, NAS Patuxent River MD,2017Speed of TrustMDFundamentals of the Navy Working Capital Fund, NAS Patuxent River MD,
*Budget Formulation and Allocation: Navy Working Capital Fund, NAS Patuxent River MD,2005
*O&MN Budget Formulation, NAS Patuxent River MD2002RDT&E, N Budget Formulation/Execution, NAS Patuxent River MD,
Associate's Degree2004Cochise CollegeDouglas, AZ*Some College Credits towards
High School Diploma1993College of Southern Maryland Leonardtown High SchoolLeonardtown, MD
POSITION 4.0M.E Special Projects OFC Mission Engineering & Analysis Dept - BFM
SERIES 0501 / GS - 12 STEP 06 (DAU LEVEL II CERTIFIED)
TIMEFRAME August 2012 - October 2015
EMPLOYEE FEDERAL GOVERNMENT, PATUXENT RIVER MD
administrative functions, AD, AD 4.3, Air Force, Analyst, AP, Army, Trial Balance, basic, billing, budget planning, Budgeting, budgets, Budget, bi, C, closing, oral communication, contract management, contracts, prepare contract, conversion, CSS, client, data conversion, databases, database, decision-making, direction, documentation, engineer, ERP, Enterprise Resource Planning, Financial, financial analyses, financial management and analysis, Financial Management, financial planning, financial reports, focus, forms, funds, Government, instruction, instructing, interpretation, inventory, invoicing, Leadership, Team Lead I, Team Lead, team leader, Leadership Development, Letters, listening, Director, managing, Market Research, Materials, MBA, meetings, mentoring, Access, MS Excel, Office, 3.1, WEAPONS, Navy, NAVAL, NAS, network, networks, organizational analysis, plan development, Policies, PR, pricing, prime, problem solving, processes, Procurement, Programming, progress, project plans, Promotion, proposal, Purchase Requisitions, quality, quantitative analysis, receiving, reconciling, recording, reporting, requirement, researching, revenue recognition, RFP, SAP, FM, SECURITY CLEARANCE, SIGMA, sound, spreadsheets, Strategy, strategic, Systems Engineering, System Integration, TELEPHONE, training materials, troubleshooting, type, upstream, Validation, vision, Web page, written
DON Fund Usage Documents, NAS Patuxent River MD, 2017 *Budget Formulation and Allocation: Navy Working Capital Fund, NAS Patuxent River MD, 2005 *O&MN Budget Formulation, NAS Patuxent River MD 2002 Associate's Degree 2004 High School Diploma 1993 POSITION 4.0M.E Special Projects OFC Mission Engineering & Analysis Dept - BFM
SERIES 0501 / GS - 12 STEP 06 (DAU LEVEL II CERTIFIED)
TIMEFRAME August 2012 - October 2015
EMPLOYEE FEDERAL GOVERNMENT, PATUXENT RIVER MD
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