Ms. Geneva D. Henderson

**** ****** ****

Springdale, MD 20774

240-***-**** (Cell)

Email: ablgcw@r.postjobfree.com

Professional Group Inc.

**** ********** ****, ***** *** Dates Employed: 12/2006-

Largo, MD 20774

Investment Representative

Present investment options to sell the company financial products such as

life insurance, mutual funds, individual retirement accounts (IRAs), long-

term care insurance, tax-sheltered investment plans, etc. Interview

clients to determine assets, liabilities, cash flow, insurance coverage,

tax status, and financial objectives Analyze client's financial status,

develops financial plan based on portfolio analysis Prepare and submit

documents to implement plan selected by client. Conduct client follow-up,

and responses via direct mail, e-mail, voicemail, etc. Ensure compliance

with FINRA and State regulations.

Program Executive Office

Washington Navy Yard Dates Employed: 12/2005-

12/2006

CVN 21 Future Carrier (PMS 378) Grade Level: NH-340-III

614 Sicard Street, SE Hours per Week: 40+

Washington, DC 20376-7007

The CVN 21 program strategy provides a challenge to identifying logistics

requirements in the contract. I have worked with the Ship Design

Manager(SDM) to anticipate problems and ensure logistics support

requirements are considered in design documentation and letters to lead

design yard (NGNN). The results of this effort influenced the design and

arrangement of ship spaces, supportability strategy and reduced the risks

associated with development of the CVN 21 ship platform.

PEO Carriers PMS 378 conducted a Post Milestone B Logistics Update in

October 2005 chaired by NAVSEA 04L. Immediately upon being hired, I have

worked diligently to complete and distribute the final report. I

communicated regularly with the ILA assessors to resolve 6 of 8 findings

from the Independent Logistics Assessment (ILA) and Certification. I

provided additional logistics plans, responses via emails, meetings and

telephone to the assessors to support closure of each finding. The team

was comprised of SME from NAVSEA (03, 04), NAVSUP, OPNAV, NAVICP and NSWC.

I also provide comments to the new DON ILA policy guidance.

I contributed to the CVN 21 Specification Reading Sessions with the SDM

(SEA 05) and LDY (NGNN). Interacted with SDM and LDY particularly on the

training specs and requirements. I completed review of logistics related

ship spec sections 077, 080, 085, 086. I cooperated with the SDM to

advocate the verbiage that would be advantageous to the Fleet customer.

Led a team of ILS subject matter experts (SME) in the development of

critical ILS documents such as (Supportability Plan, Human Systems

Integration Plan, Facilities Criteria Plan, Shipboard Integrated Data

Environment Management Plan and Computer Resources Management Plan). I

gained consensus and adjudicated comments to be recommended to the APML.

I spearheaded the effort to develop a preliminary Shipboard Integrated Data

Environment (IDE) plan and roadmap. I met with SPAWAR and contractor SMEs

to obtain consensus and approval on the approach. I presented an outline

and articulated the strategic vision. Follow-on discussions and briefs

have been conducted to determine program requirements and applicable

funding. The results of this effort are to obtain better collaboration,

improved readiness and reduced total ownership costs (TOC) aboard carriers.

Naval Sea Systems Command Dates Employed: 09/2000-

12/2005

Fleet Support Office (SEA 04L) Grade Level: GS-13

1333 Isaac Hull Ave. Hours per Week: 40+

Washington, DC 20376-4072

As Deputy Program Manager for Distance Support, Distance Support/Anchor

Desk integrates existing tools and business processes to provide the sailor

a single point of entry for reduced shipboard workload, streamline support

infrastructure and a "Virtual SYSCOM Presence. I lead 3 functional

managers and a team of 10 field activity personnel. I provide acquisition,

program and execution management direction and oversight with regular

updates to senior management personnel in the form of reports and

briefings. I established liaison with Program Executive Officers (PEO)

/Ship Program Manager (SPM), In-service Engineering Agents, Echelon 2

commands and government and industry partners interested in improved

acquisition and logistics process as well as interoperability and product

support for 21st century. I am responsible for directing the support of

government and contractor organizations on matters related to program

status, logistics policy, information technology (IT) interoperability,

business financial management and acquisition life cycle.

I developed an integrated approach to managing the information technology

(IT) investments that provides for the continuous identification,

selection, control, life-cycle management, and evaluation of IT

acquisitions. I developed an IT investment worksheet for the program.

Focused IT acquisitions on achieving outcomes that contribute to mission.

Established metrics to determine IT prioritization. Using analyses of

processes, workflow systems and analytical models, I provide output metrics

and performance feedback. I manage an IT portfolio of emerging tools and

technologies with business case analysis to justify budget expenditures and

identify lines of business. Launched a major effort to implement common

business and strategic planning for a suite of IT applications that are

deployed across the Navy support infrastructure. Identified and provided

baseline, high-level metrics for program line of business for assignment of

"Intelligent Target" efficiency goals.

I prepare supportability and acquisition logistics documentation; provide

logistics leadership and guidance applicable to Requirements Transition,

Analysis of Alternatives, POM Development, Systems Engineering,

Acquisition, and Business Case Analyses providing guidance on information

systems, financial management information systems, establishing mentoring

programs/policies and life cycle management.

I developed detailed OM&N, OPN and RDT&E execution plans for field activity

and contractor support of the program. The FY04 budget totals $12M. I

approve task proposals from over 8 different field activities and 3

different defense contractors. I made decisions on level of funding and

reallocations to improve efficiency and provide tangible Fleet products. I

was selected for collateral assignment to SEA 04L2 Performance Based

Logistics (PBL) group, serving as contracting subject matter expert to the

Director. In this capacity, I approved and corrected the initial PBL

statement of work and cost proposal for executing PBL policy and outreach

program command-wide. I drafted business case analysis to assess cost

efficiency and reengineer business process to impact Fleet readiness.

I developed policies and procedures for establishment, management and

maintenance of a common knowledge management solution/interface throughout

the command and support infrastructure. This responsibility is key to

change management, implementing a shared data environment, identification

of logistics and engineering improvements, total ownership costs (TOC)

reduction and better resource allocation. I am the focal point for the

integration of the ten DoD logistics elements, life cycle management

functions, commercial logistics best practices, and recommend and support

contract logistics support certification programs. I have been the sponsor

for Supply Chain Management initiatives to introduce new methods and

functions.

I lead several innovative logistics product support and business

transformation initiatives. Directed efforts to develop Distance Support

curriculum and training aids for all Navy schoolhouses, SWOS, ATG etc.

This project was prototyped at Mine Warfare Training Center (MWTC)

successfully and is being deployed Navy-wide. Over 30 schoolhouses have

received the curriculum model. The model has successfully demonstrated

Fleet acceptance and utility of Distance Support processes and products. I

prepared standard operating procedures for Fleet use concerning maintenance

and modernization and I trained Navy Forces on use and familiaraztion of

the system to collaboration and sustainment.

I lead a small team representing different government organizations in the

development and implementation of a common Fleet feedback reporting system

for PMS, TMDERs, COSAL etc.. This will result in a 36% reduction in Fleet

support costs, streamlined information and collaboration across

organizations. As a result, of this effort standard feedback forms and

data fields, improved response processes are being implemented.

I have been selected to represent the command on several integrated product

and process team and DoD level teams which include Joint Distance Support

Response Advance Concept Technical Demonstration (ACTD), OPNAV N40 Navy

Logistics Integration Board, Enterprise Resource Planning (ERP)

representative, Independent Logistics Assessments (ILA), ONR Naval

Logistics project, NMCI liaison, Fleet Knowledge Management working group

and others to expand organizational and leadership requirements to

implement best practices and culture change. (Supervisor's Name: John

Hurley. Phone: 202-***-****.)

Naval Sea Systems Command Dates Employed: 09/1997-

09/2000

Program Executive Office Mine Warfare Grade Level: GS-13

1333 Isaac Hull Ave. Hours per Week: 40+

Washington, DC 20376-4072

As Logistics Manager for Mine and Undersea Warfare (490L) for ACAT I to IV

programs, which include ICWS, SQQ-32 and OK-520, I was involved from cradle

to grave in the acquisition and life cycle support and management of these

programs. As such I conducted research and development, contract review,

logistics, acquisition financial and life cycle management for various

surface mine countermeasures combat and weapon system programs including

AN/SQQ-32 Sonar, OK-520 Winch, Integrated Combat Weapon System (ICWS). I

identified and grouped Block upgrades for operational suitability and

logistics supportability. I was the subject matter expert (SME) for the

inclusion of logistics support requirements in the System Design Reviews

(SDR), Critical Design Reviews (CDR) as well as other significant program

reviews. I identified maintenance requirements then planned and executed

surface mine system maintenance and modernization programs, managed the

quality assurance and surveillance program.

I lead adoption of new concepts such as Contractor Logistics Support (CLS)

to improve and resolve logistics programmatic challenges. I initiated a

major maintenance initiative to establish intermediate level maintenance

capability and reduce maintenance hours, which resulted in a 62% reduction

in total ownership cost. I received an award for the timely resolution of

several systemic logistic support issues that resulted in removal of AN/SQQ-

32 from Trouble Systems Program (TSP). I prepared and implemented many

policy statements to direct Fleet disposal of obsolete paper technical

manuals resulting in a 36% to 96% cost avoidance.

I created the business and financial management plan for submission to

Congress. This plan included execution strategy, costs, return on

investment and risk mitigation. I supervised two field activities and two

major Defense contractors, to ensure logistics support and funding

requirements from cradle-to-grave for new construction AN/SQQ-32 (V)3

upgrades.

My direct involvement with logistics support for the introduction of first

Commercial Off-the-Shelf (COTs) power supplies for the SQQ-32 system, which

were installed on MCM 1 Class, significantly enhanced the war fighters'

readiness and provided a cost avoidance of over $1.2 M. I then executed

life cycle planning for removal and disposal of the AN/SQQ-30 legacy sonar

system from the Fleet. (Supervisor's Name: Clif Mitchell. Phone: 202-781-

4411.)

Naval Sea Systems Command Dates Employed: 04/1994-

09/1997

MHC/MCM Ship Class Program Grade Level: GS-12

1333 Isaac Hull Ave. Hours per Week: 40+

Washington, DC 20376-4072

As Logistics Manager for MHC and MCM ship classes, I reported directing to

the Director of Logistics and Program Managers for both MHC and MCM ships.

My responsibilities included delivery of new construction ships, ensuring

all ILS requirements were in place at the specified threshold by verifying

shipboard allowance, resolution of logistics discrepancy reports and

conducting program review meetings. During my tenure, I consistently

exceeded outfitting target percentages and technical documentation goals.

I managed MHC 51 and MCM 1 Class Maintenance Program and worked closely

with Port Engineers, Commander Surface Forces Atlantic (COMNAVSURFLANT). I

conducted over 10 Logistics Support Analyses (LSAs), monitored resolution

of all discrepancies, and collaborated with commercial Shipbuilder and

Supervisor of Shipbuilding to ensure that all LSA requirements were

properly executed in accordance with contract specifications and

configuration technical specification policy.

I coordinated Mine Warfare Ship class Fleet Modernization Management

Program (FMP), including the analysis and update of data in the Fleet

Modernization Information System (FMPMIS) database for ship alterations

(SHIPALT) planning and budgeting responsibilities. I reviewed SHIPALT

packages, entitlement process and participated in scheduling conferences.

As SME, I approved engineering change proposals (ECPs) for install based

upon configuration control board (CCB) recommendations.

I managed the full spectrum of DoD and DoN Program, Planning and Budgeting

System (PPBS) for OPN & WPN appropriations including coordinating

requirements of NAVCOMPT Mid-Year review, reprogramming between budget line

items, developing obligation plans and other designated budget drills for

reclamas and justification of program allocations. Selected to represent

PMS303 as member of FMP Improvement Working Group.

I launched a major logistics initiative to review the Hull Mechanical and

Electrical (HM&E) PMS deck for all MHC and MCM ships to reduce PMS burden

on ship's force resulting in over 100 maintenance tasks being transferred

to intermediate or depot level activity. A reduction of failure rates on

MHC class ships was realized as a result of my coordinated effort between

both Supervisors of Shipbuilding. This effort resulted in a 51% reduction

in failures on the MHC class ships. (Supervisor's Name: Craig Brandenburg.

Phone: 717-***-****.)

Naval Sea Systems Command Dates Employed: 09/1993-

04/1994

Corporate Operations (SEA 09BW) Grade Level: GS-12

2531 Jefferson Davis Highway Hours per Week: 40+

Arlington, VA 22242-5160

As special assistant to the project manager for the Base Realignment and

Closure (BRAC) Office (SEA 09B), I established budget reporting criteria,

answered DoD data calls and reviewed staffing plans for BRAC 95. I

developed high-level budget reports supporting NAVSEA and OPNAV Quarterly

Summary Plans for BRAC actions, drafted correspondence in accordance with

CNO guidance and established a detailed audit trail for all data. I created

a report from the BRAC Budget Exhibit of the one-time implementation costs

and recurring O&MN costs by specific categories for submission to the

Executive Director of NAVSEA. I prepared the Work Request to fund full

design and engineering services, calculations and cost estimates required

for engineering assessment of Crystal City buildings NC2 and NC3.

(Supervisor's Name: Bill Bell. Phone: 703-***-****.)

Naval Sea Systems Command Dates Employed: 08/1992-

09/1993

Surface Ship Directorate (SEA 91) Grade Level: GS-11

2531 Jefferson Davis Highway Hours per Week: 40+

Arlington, VA 22242-5160

As Logistics Manager, I reported directly to the Director of Logistics (SEA

91L) for all Surface Ship programs. SEA 91L office was responsible for the

management of all logistics support policies, innovative products and

assessments across the command. During this assignment, I briefed flag

level personnel and provided several presentations at Naval logistics

acquisition conferences and symposiums. I assessed logistic policies and

procedures to implement alternative actions and develop innovative

approaches. I authored the Independent Logistics Assessment (ILA) plan and

checklist in accordance with DoD 5000.2 to be used by ship and system

platform managers preparing for milestone reviews of acquisition programs.

I launched a major project to determine the future requirements for low

smoke cables across all surface ship platforms that resulted in

identification of unsupported material and appropriate substitutes.

I wrote command policy guidance to address the introduction of Commercial

Off-The-Shelf (COTS)/Non Developmental Item (NDI) products into the Fleet.

Along with other duties, provided guidance messages to all the

Configuration Data Managers (CDM) concerning omission of Boat Allowance

Part List (APLs) in SCLSIS database for ships.

During this same period of time I was the Logistics Manager for an ACAT III

AN/KSQ-1 Amphibious Assault Direction System under the cognizant of the

Amphibious Warfare Program Office (PMS 377). I prepared and promulgated

the initial program and logistics documents to support the introduction of

AN/KSQ-1 system into the Fleet.

I researched and authored papers for the annual Surface Ship Logistics

Workshop (SSLW) entitled, "Defense Acquisition Workforce Improvement Act

(DAWIA) Certification Requirements, "Fire Retardant Packaging," and the

"American with Disabilities Act (ADA)." (Supervisor's Name: Nick Welch.

Phone: 703-***-****.)

Commander, Naval Surface Force Dates Employed: 01/1991-

08/1992

U.S. Pacific Fleet Grade Level: GS-9

Naval Amphibious Base, Coronado Hours per Week: 40+

San Diego, CA 92155

As Logistics Manager, I reported directly to the Pacific Fleet Ship

Overhaul Manager. During this position, I verified the configuration of

shipboard equipment, Planned Maintenance System (PMS) documentation, and

reported changes/deficiencies to the ship. I traveled to sea with the crew

of the USS Tisdale (FFG-27) for a ship exercise to reconcile Ship

Configuration and Logistic Support Information System (SCLSIS) reports,

ship's equipment file, and the Summary of Effective Allowance Parts Lists

(SOAPL). I also conducted a Combat System Readiness Review (CSRR) onboard

USS William H. Standley (CG-32). My responsibilities included assessing

ship's stock records for over 1,500 allowance items verifying the stock

status, configuration, accessibility of the required documentation and test

equipment, thereby allowing the ship to order spares.

I performed sight validations of all computers and peripheral equipment of

a prototype installation of the AN/UYK-88 Digital Computer System onboard

USS Anchorage (LSD-36). The results of this validation provided accurate

nomenclatures, locations and serial numbers in accordance with OPNAV 4790

CK reporting requirements. I inspected Fault Isolation Kits for current

configuration and technical documentation for several combat systems. I was

required to assist Naval Surface Force Command N715 (COMNAVSURFPAC) in

coordinating all Pacific Fleet ships' overhauls/availability's and

accurately addressing the logistics impacts of the alterations.

I updated the Fleet Modernization Program Management Information System

(FMPMIS) database with the type of support, COSAL authorization, location,

and other information that was critical in scheduling, planning and funding

overhauls/availability's. Along with these requirements was my

responsibility to maintain monthly SCLSIS Validation ILO/COSAL schedule and

distributed to the Pacific Fleet ILO sites and other activities. I

conducted a comparison of the FMPMIS report and the in-house SCLSIS

database to ensure accuracy of the scheduling of ship overhauls.

Additionally, I provided facilities, support, and training required to

assist ship's force in an Integrated Logistics Overhaul (ILO).

I validated Maintenance Index Pages (MIPs) and Maintenance Requirements

Cards (MRCs) on various ship classes and updated the Weapon System File

(WSF) with current Allowance Parts Lists (APLs). I produced Standard Data

Interface Format (SDIF) tapes and submitted them to the Configuration Data

Managers (CDM) for updating the SCLSI database as well as processing the

Automated Shore Interface (ASI) tapes for the ships in ILO. (Supervisor's

Name: John Hatchett. Phone: 619-***-****.)

Naval Sea Systems Command Dates Employed: 06/1990-

01/1991

Amphibious Warfare Program Office Grade Level: GS-7

2531 Jefferson Davis Highway Hours per Week: 40+

Arlington, VA 22242-5160

I begin this position as a Logistics Intern and reported directly to the

Logistics Manager for the Amphibious Warfare Program Office (PMS 377) for

new construction ships LSD, LHD, LSD (CV) and LCAC ship programs. I

resolved Final Contractor Trials deficiencies, interim support issues, and

provisioning and training issues. In this capacity, I developed a detailed

Logistics Readiness Review (LRR) Matrix for all PMS 377 programs. I was

designated the principal contact for LSD, LSD (CV), and LCAC class ships

technical manual requirements and maintenance including drafting the

Technical Manual Development Plan (TMDP) and tracking Technical Manual

Deficiency/Evaluation Reports (TMDER) closure. I also participated in many

Preliminary Design Reviews (PDR) and Quarterly Design Reviews (QDR) for

introduction of the LHD class ships. In addition, I approved and

disapproved contractor and government Provisioning Technical Documentation

(PTD). (Supervisor's Name: Roberta Edge. Phone: 202-***-****.)

JOB-RELATED TRAINING COURSES:

2004 Knowledge Management E-Gov

Institute

2003 Performance Measurement PMI, Inc.

2002 Chief Information Officer (CIO) Training National

Defense Univ.

2001 Advancing into Supervision HRSC,

Capitol

2001 Economic Analysis for Decision Makers Univ. of

Massachusetts

2000 Political and Legal Aspects of Defense

George Mason University

2000 Defense Leadership and Management Program

Dept. of Defense

1999 Capital Hill Workshop CRS,

Capitol Hill

1998 Cost as an Independent Variable (CAIV)

Acquisition Center

1997 Seven Habits of Highly Effective People HRSC

Capitol Region

1997 Open Systems Architecture of Weapon Systems BRTRC,

Inc.

1994 Fleet Modernization Program Management(FMPMIS)

HRSC Capitol

1994 Fundamentals of System Acquisition DSMC

1993 Navy Program, Planning & Budgeting System (PPBS)

Pentagon

1993 Logistics Support Analysis DSMC

1992 Contracts Management for Technical Personnel HRSC

Capitol

1990 Logistics Career Intern Program

NAVSEA

JOB-RELATED CERTIFICATES AND LICENSES:

Member of Acquisition Professional Community (1994)

DAWIA Level III certified - Acquisition Logistics ((1994)

DAWIA Level II certified - Program Management (1997)

DoD Chief Information Officer (CIO) Certification (2002)

National Defense University Advanced Management Program

(2002)

Contact this candidate