ACTIVEMEDIA LLC, Vienna, VA (2011-Present)
Vice President and Program Manager. Coordinates technical team activities and interfaces with clients ensuring delivery of quality website development, social media marketing, and search engine optimization services and products.
- Executed multiple government programs improving small business’ online visibility and enhancing client sales.
- Improved pay-per-click campaign and website design & development services by prioritizing activities, streamlining processes, and enhancing communications within the organization and to clients.
BUSINESS SERVICES RESOURCE CONSULTING LLC, Severna Park, MD (2008-2011)
Principal. Coordinate back-office business processes including HR functions and compliance; payroll; proposal development; contract development, negotiation, execution and compliance; budget monitoring and quality control.
- Simultaneously managed multiple engineering and service contracts worth more than $10M in revenue. Meticulously tracked project expenditures and delivered results within budget resulting in superior customer evaluation ratings.
- Developed and implemented client quality control (QC) program to improve corporate functions and operations. QC program resulted in 100% contract compliance, improved quality of contract deliverables and accurate budget tracking.
- Managed client proposal process targeting $50M in new business with an above industry average 22% success rate.
DHS TECHNOLOGIES, Frederick, MD (2005-2008)
Vice President and General Manager. Orchestrated overall operations and business development with P&L responsibility of an operating unit in a $150M revenue company focused on the non-DoD market. Corporate Leadership Group member.
- Consolidated operations, fostered team-building and streamlined processes in overseeing the assimilation of the newly acquired unit. Contributed to a 20% reduction in production delays and 250% increase in accuracy of delivery dates.
- Developed and implemented strategy for product entry into targeted federal and state agencies and commercial market. Improved process and led RFP/RFQ/RFI/Sources Sought response efforts targeting over $200M worth of business.
SAYRES AND ASSOCIATES, Bowie, MD (2003-2005)
Executive Vice President. Accountable for overall corporate operations and business development in a $5.2M revenue start-up company providing technical and program management services to the federal government. Directly responsible to the CEO for corporate strategic planning, program capture and execution of operations.
- Developed and coordinated business development process resulting in company achieving highest evaluation on 10 major proposals worth more than $268M in revenue. Provided critical input into upgraded pricing strategy.
- Direct program oversight for two Department of Defense subcontracts worth $3.3M providing systems engineering support and Department of Energy $3M prime contract supporting R&D technology transfer efforts.
- Critical in establishing internal systems and processes overseeing company growth from $465K to $5.2M in annual revenue and from 5 to 41 personnel. Established HR policy, 401k plan, and improved payroll and benefit systems.
GEOLOGISTICS, Alexandria, VA (2002-2003)
Vice President and General Manager Project Operations. Directed branch office of 25 personnel in logistics management. Accountable for $10.5M annual office revenue, full $25M divisional P&L oversight responsibility, new business development and coordination of international project cargo operations in $1.5B revenue company.
- Directed turn-around of under-performing office regaining profitability. Implemented plan addressing client concerns. Personally retained four critical clients creating $2.2M in annual revenue and $660K gross profit.
- Scrutinized work processes implementing improvements. Reduced SG&A costs from 17.6% to 13.5% and warehouse expenses from 5.6% to 3.9% of revenue. Increased average monthly revenue 7.2% and almost tripled EBITDA.
- Developed corporate relationships with two key clients with potential revenue $75M and $50M respectively. Expanded government business relationships and operations developing new revenue sources.
- Significantly improved vendor relationships by reducing average A/P 28%; improved cash flow by reducing Days Sales Outstanding 35% and collecting over $524K in substantially delinquent A/R.
U. S. NAVY OFFICER (1981-2002)
U.S. NAVY PROGRAMMING DIVISION, Pentagon, Washington, DC (2001-2002)
Assistant to Chief of Naval Operations for Decision-Making. Coordinated Navy’s Cost Reduction & Effectiveness Improvement Program. Direct program management oversight evaluating projects based on cost savings, workload reduction and readiness improvement.
- Conducted financial analysis, verified technical feasibility, validated timeline and formulated recommendations to senior Navy leadership for funding $1B in investments. Solicited and validated 110 proposals from program managers with savings of $166M and 4000 man-hours. Revamped / streamlined process.
- Constructed Navy senior leadership’s decision and tasking memorandums and tracked status among Navy staff. In-depth experience interacting with senior executives throughout U.S. Navy organization.
U.S. NAVAL ACADEMY, Annapolis, MD (1998-2001)
Associate Chairman, Economics Department. Managed staff of 14 civilian professors, four officers and two technicians. Conducted curriculum evaluation, course scheduling, faculty hiring and counseling. Academic advisor to 47 midshipmen.
- Developed Cost Accounting course incorporating “real world” examples of activity-based costing.
- Taught six different courses ranging from financial management and analysis, to cost accounting, to ethics and leadership for the military officer. Consistently rated in top 5% of current faculty in student evaluations.
- Designated Master Instructor. Only military instructor to teach arduous senior research seminar mentoring 23 students.
Executive Officer, USS GEORGIA (GOLD), Bangor, WA (1994-1996)
Second in command of $2B, 18,000-ton nuclear-powered Trident submarine. Directed operation, maintenance, administration and training of 165 personnel in six diverse departments. Ranked #2 of 15 Executive Officers in squadron.
- Upgraded personnel retention through process improvement and quality-of-life initiatives. Awarded Pacific Fleet Golden Anchor Award as best in fleet of sixteen commands for retention and personnel development excellence.
- Implemented comprehensive training and monitoring program across five departments significantly improving four mission critical areas and promotion opportunities. Enhanced on-the-job training, expanded college education, developed proactive retention team and opened communications resulting in 73% increase in promotions, 25% college participation rate, a 300% increase in officer program selection and scores of “Outstanding” on six major evaluations.
- Coordinated and executed critical path timeline for four $9.5M maintenance periods without incident. Demonstrated astute understanding of all facets of work providing guidance to multiple department heads and maintenance entities.
Navigation/Operations Officer, USS ALABAMA (BLUE), Bangor, WA (1992-1994)
Supervised staff of 30 from four functional divisions in improving ship’s operation of $250M mission critical strategic navigation and communications equipment. Evaluated #1 of 16 Navigators in squadron.
- Guided organizational change; integrated and consolidated four diverse divisions into one seamless operational team. Created organizational structure, internal work processes and coordinated training.
- Improved operations attaining scores of “Outstanding” on two administrative and three operational inspections.
Engineer Officer, USS TINOSA, New London, CT (1990-1992)
Led 55 personnel across six functional divisions in operation and maintenance of nuclear propulsion plant and auxiliary equipment. Ranked #1 of four Department Heads on board.
- Directed execution of two $40M maintenance periods. Assessed critical work path; coordinated activities of three external agencies to complete both projects up to 25% ahead of schedule and $2.8M and $5M under budget.
- Initiated organizational transformation and culture change. Hands-on leadership, dynamic initiative and cogent communication skills resulted in department meeting 100% operational commitments, 333% improvement in officer retention and significantly enhanced reputation in squadron.
- Restructured maintenance and training programs incorporating “best practices”. Improved maintenance completion to 99%. Developed “best in squadron” damage control plan.
Previous assignments included: U.S. Naval Academy Company Officer overseeing professional development of 130 midshipmen; various engineering and operational responsibilities in all division’s of nuclear submarine.
HARVARD BUSINESS SCHOOL, Boston, MA
MBA 1998. Member of Management Consulting, Investment, Finance, and Armed Forces Alumni clubs. Lacrosse Club Co-President. Earned Navy financial management subspecialty.
UNITED STATES NAVAL ACADEMY, Annapolis, MD
BS 1981 in Political Science, with Distinction. Four-year member, nationally-ranked varsity lacrosse team.