Manager Data
Resume:
Marie Agrinzoni
Owens Crossroads, AL 35763
**********@*****.***
SUMMARY OF ACCOMPLISHMENTS
I have over 13 years of Government contracting experience, successfully performing in private industry (large and small) and in the Department of Defense. I have extensive experience in large scale programs supporting the Ground-Based Midcourse Defense (GMD) program with Boeing, the ARES program (NASA) with Boeing, and the Sensors program with the Missile Defense Agency (MDA). Many of my positions required hitting the ground running with little to no training. I’m an experienced Contracting Officer working with all types of contracts from cradle to grave. I have had the pleasure of both writing proposals and evaluating proposals. I maintain a professional conduct at all times with both internal and external customers, as well as, with management.
CLEARANCE
Secret (active)
EDUCATION
Masters in Business Administration, October 2008
University of Phoenix
Phoenix, AZ
Bachelor of Science in Management (Summa Cum Laude), May 2002
Troy State University
Eglin AFB, FL.
CERTIFICATIONS
Level III DAWIA certified in contracting, April 2015
Certified Federal Contracts Manager (CFCM), June 2013
Warrant
Certificate of Appointment, unlimited warrant, received May 2015
PROFESSIONAL EXPERIENCE
Director of Contracts May 2017-Present
All Points Logistics - Huntsville, AL
Responsible directly to the Chief Executive Officer. Duties include:
Producing and maintaining policies and procedures for contracts, subcontracts, and general procurement
Provide pricing support
Develop Request for Proposals (RFPs), evaluate proposals from our subcontractors, and write proposals for our customers
Teach classes on a monthly basis to our procurement representatives on FAR/DFARs, Contract Types, Cost Realism vs Cost Reasonableness, and Price Analysis vs Cost Analysis
Provide contract compliance support; as well as represent the company and build rapport with Government and partner contracting officials
Contracting Officer August 2014-April 2017
Missile Defense Agency (MDA) - Huntsville, AL
Contracting Officer for the Radar Sustainment Contract (RSC), valued over $1B. This contract is for Research and Design (R&D) improvements, studies, initial hardware prototyping, and upgrades for all Sensors (SN) Radars. This contract is critical to the daily operations of Missile Defense network and its support to the warfighter. Each Radar is a unique asset that requires consistent and recurring maintenance, support and monitoring. This contract is extremely high OPTEMPO as it supports various research and test requirements to include Ground/Flight testing and rapid sensor upgrades. Given the changing nature of the test schedule, I rapidly adapted to meet both short notice changes and major adjustments to test requirements and schedule.
My duties on this contract include:
Conduct Market Research
Review and provide guidance on Acquisition Plans and Justification and Approvals
Prepare Determination and Findings
Work collaboratively with a diverse team of professionals, including engineers, logisticians, financial managers, attorneys, and policy analyst preparing the solicitation (RFP) to ensure the RFP is FAR, DFARS, and MDA policy compliant
Determine the appropriate terms and conditions for solicitation and contract
Develop an appropriate contract strategy and structure such as contract type, incentives, and Contract Line Item Numbers (CLINs)
Determine appropriate color of money/funding such as Research, Development, Test and Evaluation (RDT&E), procurement, or Operation and Maintenance (O&M)
Evaluate the reasonableness of the contractor’s proposed price through cost and price analysis
Prepare and present business clearance briefings and price negotiation memorandums
Negotiate and facilitate the contract award to ensure it is fair and reasonable and in the best interest of the Government
Monitor post award performance and make changes when needed
Mentoring - Mentor other Contract Specialist by implementing a “FAR Boot Camp” within our organization. Each week, we study and understand a different part of the FAR. We evaluate “what if” scenarios and how we would use the FAR/DFARs to help solve the problem.
Empower my specialist to take the lead in the FY17 negotiations. Teach them to base the negotiations on the merit of each task, not based on a position; to be soft on the people but hard on the problem. Monitor negotiations to provide constructive criticism to my Specialist, letting them know what worked well and what they can improve on. This will allow the Specialist to take time to reflect and to improve (and keep improving) for the next negotiations.
Lead my contract specialist to fill the role of a Contracting Officer one day. I ask more questions of them so they can learn to do more critical thinking. I don't want them to just accept something; I want them to question it. To "Trust but Verify" but more importantly, to understand the "why" of what needs to be accomplished. Understanding the "why" helps prevent one from being close minded and short sited and allows them to give better advice.
Leadership - Acting deputy director. Participate and brief Senior Leadership at the (SES) level in meetings and provide advice to the group. Flow down information that is obtained in these meetings to our Contracting Officers, Specialist, and CORs to ensure policy is followed. Review and advise on e-tasker policies and procedures to ensure information was correct and meaningful. Provide advice to other Contracting Officers and lead them to their decisions.
Key Leadership Development Program (KLDP) class - Participating in this class has taught me a lot about myself and how I need to change if I am going to be a successful leader/mentor/coach to my specialist. In fact, if I am going to be a good leader, the first person I have to lead is myself. I have learned that there is a difference between a Manager and a Leader. I am trying every day to be a better Leader today than I was yesterday. I have learned that it is very difficult to find out what the real problem is of a situation. It is harder to define the true problem than it is to find a solution. I must not assume everyone has the same information. It is imperative that I communicate everything I know to ensure everyone is on the same page and no one is missing a key ingredient. I must make risk based decisions with limited data, and I'm required to get it right! I believe the most important lesson I learned is that before I criticize someone for doing something wrong, I need to take a look in the mirror at myself, as I probably said or did something to cause someone to make that decision.
Data Rights – Worked with DAP to implement a "data rights decision tree" into the Comprehensive Acquisition Process (CAP). This allows others to quickly find information (such as lessons learned, myths of data rights, what PMs need to know about data rights, how to determine the need for rights, information that should be included in CDRLs, information that should be included on CLINs, and option examples). The Government does not always know what, if any, data rights are needed. This can 1) prevent the Government from competing future contracts and 2) possibly pay for rights we already have rights to. By using this tool, MDA can be smarter at the decisions we make and prevent the aforementioned happening.
Currently working with DAP to implement a "data rights repository" system. This is important because the directorates within MDA must know what data rights each have. This "communication" tool allows easy access to see if rights are restricted, government purpose, or unlimited. This prevents the Government from believing it needs to sole source or possibly pay for rights we have already obtained.
Briefed SES and MDA Director on Data Rights Project (inside MDA). Brief Ms. Claire Grady, Director of DPAP, and Mr. David Ahern, former Under Secretary of Defense for Acquisition, on my project for data rights (outside MDA). Mr. Ahern stated that he was very impressed with my knowledge of data rights and that he wanted to copy and paste my entire briefing into the Defense Acquisition Guide (DAG) that is currently ongoing.
Received a “plank” signed and presented by the Admiral for a successful project on Data Rights.
CPARS - Conduct a CPARS meeting with the Contractor to go over the Government's evaluation of their work performance. Explain the results of our evaluation and provide guidance in the area's we want to see improvement.
Contract Specialist August 2010-August 2014
Missile Defense Agency (MDA) - Huntsville, AL
LRDR - Organized an Industry Day for the Long Range Defense Radar (LRDR) effort, which enabled the interested contractors to better understand MDA’s objectives for the LRDR for improved homeland defense. Provided guidance and expertise to the LRDR team regarding industry responses for the LRDR RFI so assessments, risks, and opportunities could be incorporated into a comprehensive LRDR Market research report. Provided guidance and expertise to the LRDR team in developing the Acquisition Strategy Panel (ASP) content and briefing to MDA leadership. The LRDR is a very high priority for MDA and my efforts allowed the Agency to quickly coordinate the ASP through leadership for agreement on key acquisition strategy positions. Drafted a Request for Proposal (RFP) for the LRDR effort and coordinated and led meetings with Legal, Policy, the Acquisition team, and Property to ensure the appropriate clauses, CLIN structure, and contract type were included in the RFP. Worked closely with the Cost Analyst to ensure the appropriate pricing instructions were included in section L.
UEWR - Managed the Upgraded Early Warning Radar (UEWR) contract which involved both MDA and the Air Force Organizations. Due to the challenges of having 2 different Government entities and 3 different locations (Alabama, Massachusetts, and Colorado), I implemented an End of Week report in order to keep both the Air Force and MDA in the in the loop at all times. This allowed both organizations to know what was needed of each other and when something was accomplished.
Radar #12 - Led negotiations of a major award ($187M) for Ballistic Missile Defense Systems (BMDS) Radar #12. Negotiated a $14.4M (8%) savings that enabled the Agency to secure options for other vital radar components and spares. Worked closely with the acquisition team and cost analyst to award Radar #12 in just five months. From procurement initiation to contract award, implemented and followed a plan to allow a contract award without the use of an undefinitized contract action.
Radar #11 - Led negotiations of a major award ($208M) of Ballistic Missile Defense System (BMDS) Radar #11. Negotiated a savings of $17.5M (7%) that enabled the Agency to secure options for other vital radar components and spares. Worked closely with the acquisition team and cost analyst to award Radar #11 in just three months. From procurement initiation to contract award, implemented and followed a plan to allow a contract award without the use of an undefinitized contract action.
Radars #9 and #10 - Led negotiations of a major award for two BMDS Radars (#9 and #10) which exceeded $360M dollars. This effort included:
Work collaboratively with a diverse team of professionals, including engineers, logisticians, financial managers, attorneys, and policy analyst preparing the solicitation (RFP)
Determine the appropriate terms and conditions for solicitation and contract; developing an appropriate contract strategy and structure such as contract type, incentives, and Contract Line Item Numbers (CLINs)
Determine appropriate color of money/funding such as Research, Development, Test and Evaluation (RDT&E), procurement, or Operation and Maintenance (O&M)
Work with both DCMA and DCAA to incorporate their material findings into my evaluation
Evaluate and negotiate the individual cost elements of a proposal (direct and indirect labor dollars/rates and fee)
Develop complex spreadsheets to streamline proposal reviews and cost analysis.
Prepare and present business clearance briefings and price negotiation memorandums
Negotiate and facilitate the contract award to ensure it is fair and reasonable and in the best interest of the Government
Monitor post award performance and make changes when needed
Received a certificate of appreciation from the MDA Director for this effort
Mentor-Protégé - Worked with the small business office to implement a three-year Mentor-Protégé agreement between a major defense contractor and a small business. This agreement will likely lead to more robust future completion, allowing the Missile Defense Agency to benefit from industry innovation and cost savings.
Procurement Agent February 2006-July 2010
The Boeing Company - Huntsville, AL
From cradle to grave, managed the GMD Fire Control and Communications (GFC/C) and Command Launch Equipment (CLE) subcontract. This effort included:
Prepare a request for proposal
Conduct cost analysis
Coordinate the technical evaluation
Prepare and present a negotiation brief to management which requested authorization to negotiate, independently negotiating the settlement, and administrating the contract after award
Post award management activities included participating in program management review (PMR) meetings and evaluating monthly earned value management system (EVMS) data to determine if actual costs and planned costs were in line
For the National Aeronautics and Space Administration (NASA) Astromaterials Research and Exploration Science (ARES) program:
Led competitive procurement for the upper stage booster components
Conducted market research to compile a complete bidders’ list
Facilitated the development of sections L (instructions to offerors) and M
(evaluation factors) of the RFP
Led the evaluation of proposals
Conducted discussions and/or evaluation notices (ENs)
Briefed manager on the source selection recommendation
Debriefed unsuccessful offerors.
Data Analyst August 2005-February 2006
Computer Mainstream Corporation - Huntsville, AL
Acquired data from flow meters, edited data, applied adjustments as necessary, calculated final flow quantities, and performed quality assurance on either long-term flow monitor installations or temporary flow monitoring projects; imported Location Information Files (LIFs) into approved analysis software, reviewed the LIFs against Site Reports and reported any discrepancies to the Field Manager for clarification; created pipe tables in approved analysis software with the Installation Generator module and maintained the network schematics; documented information in the data review checklist or Location Data Reviewer (LDR) and investigated all unusual net flow patterns; collected and reviewed field logs which involves reviewing the crew site visit logs as they became available, comparing field confirmation measurements to the instantaneous firings of the ADS meter.
Office Manager October 2003 – June 2005
Dental Care Alliance – Oxon Hill / Forestville, Maryland
Managed two of the organization’s fifteen dental offices; planned, executed, and managed the two offices to consistently reach or surpass their $137,000 monthly revenue goal; reviewed and prepared a monthly budget not to exceed four percent of our gross monthly intake; submitted reconciliation sheets for bank deposits daily; prepared and tracked office work orders for equipment repairs; conducted monthly inventory and order/receive supplies as necessary while staying within the month’s budget; collected payments from patients and negotiated payment plans as necessary; corresponded in writing with patients, financial institutions, and collection agencies regarding outstanding bills; backup patient database daily; as the sole security manager, developed and provided a security procedural document for the regional manager; attended planning conferences with the primary focus on the security of office procedures; conducted periodic, unannounced physical inspections of the offices to ensure there are no Hippa and Osha violations; created reports listing any deficiencies of inspections; perform developmental training as required by Hippa and Osha regulations; reviewed personnel files and conduct interviews to determine qualifications of potential employees; conducted training activities for the development of new employees; performed annual reviews on performance and proficiencies and allocate raises accordingly; created and maintain employee schedules, timesheets, and payroll and authorized any changes; maintained confidentiality of progression from our competitors.
MEMEBERSHIPS
Member of National Contract Management Association (NCMA)
Member of Defense Acquisition Corps
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