Manager Management

Christy Jobe Carter

**** ***** ***** **., ** Southport, NC 28461

703-***-**** *.****.******@*****.***

www.linkedin.com/pub/christy-jobe-carter/15/57/370/

Program/project manager: with 14 years of large program experience. Twenty-

one years experience in Intelligence Sector of US Government with TS/ISSA

clearances, certified in Six Sigma Lean and Green belts, Program Management

certification through CIA Directorate of Science and Technology, Web

Development and Design certifications.

Summary

. Experience in program / project / change management, research,

collection, assessment, and analysis of intelligence for the Central

Intelligence Agency as direct and contract employee.

. Working as a program manager, with a successful record of the techniques

needed to lead and influence others to work in a co-operative team of

over 150 personnel, managing four large programs concurrently achieving

100% award fees. Projects required management of risk, scope, time, cost,

and quality for projects of complexity.

. As Program manager, maintaining effective relationships with employees,

customers, board members, and stakeholders, working closely with them,

winning their trust and respect.

. Certifications in: Six Sigma, web development and design, and CIA's PMP.

Have Internet experience to include security, DDoS, and management of IT

contracts. Expert in Sarbanes Oxley, background in Business Development

and RFPs.

. Expert user of Microsoft products to include Excel, Project, PowerPoint,

and Word. Experience with Adobe Illustrator, and Photoshop. Expert in

online and traditional research methods, analysis, briefings, reports,

and matrices.

. Effective communicator, via written communications to include reports,

technical documentation, formal memos, and direct communications via

PowerPoint briefings and oral presentations to diverse groups.

. Top Secret, ISSA security clearance held with the CIA. Maintained and

protected U. S. Government sources and methods. Bachelors of Science

emphasis in Applied Geography: Cartography and Satellite Imagery,

Planning, and History. Master's work in Managerial Organization, 3.94

GPA.

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Experience: Sept. 1992-Present: Agency Employee or Contracted to the

Central Intelligence Agency (CIA)

Nov. 2012 to Dec 2014: Raytheon Telemus, Staff Operations Officer

(SOO)/Analyst Libya:

. Staff Operations Officer/Analyst on a sensitive contract to CIA's

National Clandestine program.

. Excellent briefing, research, and writing skills exhibited in this

position. Regular briefed senior policy makers on issues within the

counter proliferation area.

Jan. 2006 to Nov. 2012, GCI, Ltd., Deputy Program Manager, Collection

Management Officer (CMO).

. Deputy Program Manager, on the largest contract endeavor within the CIA

National Clandestine Service. Exhibited excellence in assertive effective

decision-making, time management, maintained calm working environments in

chaotic organizational structure, and ability to see and finesse final

goals for large team.

. Proven record of project management fundamentals, ability to quickly, and

accurately analyze key issues or situations, ability to show receptive

attentiveness to all new ideas and positive responsive in all

interactions. Ongoing analysis of project risks, developing and deploying

contingency plans in cases of war zone emergencies, maintained reputation

for sound, logical, and timely decisions.

. Coordinated with principals.to handle hiring process in a low-keyed

manner, ensuring proper skill set for positions. Counseled and provided

feedback for the annual HR reviews. Maintained personnel on the programs

with a low rate of employee attrition. Worked closely on long-term skill

sets and ongoing training plan for each employee, enabling continuity on

each project within the program. Worked to assist employees wishing to

change their career focus.

. Implemented a number of processes to stream line and make information

protocols more efficient. Developed an ability to work through the issues

in a clear and concise manner; assisted by Six Sigma training and

application to requirements.

. Served as a Collection Management Officer focusing on three war zone

bases. Expert level experience with the tools provided by the

Intelligence Community and the Microsoft suite of tools. SME on

Afghanistan Eastern Provinces.

. Served as a Staff Operations Officer on Special Activities, working on

marketing campaigns, efforts to influence.

. Special Activities Division (SAD) Marketing Program: ran the raw data

reports received from marketing firms, analyze the target audience,

distribution channels, analyze communications campaigns overseas, and

analysis of competition of the message and the media.

. Compared reporting from over 12 governmental agencies, their reporting

methods and abilities, then analyzed and correct any gaps. Outcome was

cleanest product presented to the Executive Branch.

. Worked closely with business developers to insure communications to

created business opportunities that add value and increase profitability.

Interviewed candidates, wrote resumes to assist in streamlining contract

proposals, and hiring process. Worked on proposals (RFP) as a resume

consultant, writer of the technical volumes. Resulted in winning a large

number of major contracts awards for GCI.

Jan. 2005 to Jan. 2006, SpecTal, Technical Collection Management Officer.

. Served as a Technical Collection Management Officer (CMO) reviewing new

technologies.

. Wrote detailed reports to assist the policy maker analysis, reports on

technologies and information. Wrote technical reports to assist ongoing

dissemination of technical information across 3 governmental agencies.

. Served on intelligence community advisory boards to develop web-based

databases to assist in the collection and organization of data across the

CIA.

Aug. 2001 to Jan. 2005, Northrop Grumman Mission Systems, Program Manager.

. Program manager on four IT contracts concurrently with CIA and Northrop

Grumman Mission Systems.

. Responsibilities included; IT Management, program management, personnel

management, financial reporting, wrote and met all requirements for the

Sarbanes Oxley and the FCO act.

. Developed reputation for sound, logical, and timely decisions through

managed work plans for self and employees.

. Brought all programs from a 40%- 47% award rate to a 100% award rate on

each contract, for each year of responsibility.

. Earned Program Management certification from CIA and Northrop Grumman;

earned Six Sigma Green Belt.

. Worked with NGMS Business development to add three major contracts win to

NGMS portfolio. Was requested Resume Team Lead on four major winning

endeavors two of which developed over 250 resumes. Coordinator as "on-

site transition" manager, integrating more than 170 employees within a

large contract.

Feb. 2001 to Aug. 2001, UNISYS: Info Sec Operations Area, Manager.

. Duties included; strategic planner/ program manager for a variety of

Information Security Operations endeavors. Supplied operational support

to team members in the field. Developed a business management plan for

the division.

. Obtained certification as a Web Developer and Designer, while working on

Microsoft and CISSP certifications.

Sept. 2000 to Feb. 2001, General Dynamics, Chief of Proposal Center.

. Established a corporate wide federal proposal center. Created from

internal resources and used state of the art technologies, conservatively

saved the corporation over 1.5 million dollars in expenditures.

. Hand selected staff, who have remained employed by the proposal shop for

the last twelve years. This shop is now the main proposal shop for TS/SCI

RFPs for General Dynamics.

Mar. 1996 to Sept. 2000, ManTech, Multimedia Specialist, Combined Community

Intelligence Division, DCI Counterterrorism Center.

. Served as the senior Graphic Artist. Worked with all 21 members of the

Intelligence Community. Developed long-ranged goals for the Intelligence

Community graphic requirements, conservatively using a multi-million

dollar printing budget.

. Managed, designed, and produced briefings, briefing boards, and

publications for the DCI Counterterrorism Center.

. Made formal recommendations of new technologies, hardware and software to

productions shop board, based on available budget and future technical

requirements.

Sept. 1992 to Mar. 1996, CIA, Visual Graphic Specialist.

. Created graphics for the CIA. Graphics were included in briefings that

were presented on the Hill, White House and Intelligence Community

members.

. Developed new and cutting edge designs focused on developing products and

on the senior customer's needs.

. Served on technology boards, working groups looking at future needs and

technologies.

Education & Associations

Radford University: Bachelors of Science emphasis in Applied Geography:

Cartography and Satellite Imagery, Planning, Physical Science, and History.

First Cartographic Intern to National Geographic Society. Web Developer

Certification 2001, Web Designer Certification 2001, Six Sigma Green Belt

level 2002, Program Management Certification Northrop Grumman Mission

Systems, Program Management class 147 via CIA U.S.G. Contract Management

General Dynamics 2010. University of Phoenix: Masters of Arts

Organizational Management (3.89 GPA). American National Security Policy,

International Relation, Education and Computer,. Computer Graphic Design,

Photoshop, Glock and small arms training for the war zone, continuous

courses on Counterintelligence, Assorted Intelligence classes, Essential

Management Skills Course, Risk Management, Internet Security: An Overview,

Internet Security: Cryptography, Internet Security: Public Key

Infrastructure, Internet Security: Secure Web Commerce, Internet Security:

Internet Site Security, Internet Security: Firewalls. MS. Project.

Associated with: Virginia Commonwealth University: Industrial Advisory

Board to the Computer Engineering.

ACHIEVEMENTS

Program Management

Employee training - Company policy had not been followed when it came to

training requirements and individual training plans impacting morale and

performance. Interviewed all personnel individually; requested each provide

a list of courses. Requested training and cross training for all personnel.

Set up a mentoring board to pick the best classes. Held a monthly lunch

where all personnel who had training reviewed training taken, their opinion

of the training, and additional resources that they gained. Maintained a

spreadsheet on the training; found free training on various websites.

Requested that all information be followed up with an email from the

employee to capture that discussion. This created training information

others could review before going to that specific training or to take

instead of training. Result: Saved over $250,000 in training costs by

defining and focusing our personnel to specific training courses. After

four years managing the program had the lowest attrition rate on any

Mission System program.

Facilitated a smooth and efficient transition of 170 employees onto a

contract - Reviewed all clearances, made sure all incoming employees had a

meet and greet with the government customer, partnered them with personnel

already versed in the program and the work that was going to be handed

over. Armed with knowledge that previous contracted employees were

excellent employees, worked with personal contacts and Contract Officers to

place many professionals across the community as possible. In response they

worked closely with incoming employees for smooth transition. Managed to

place many of the outgoing personnel in other slots around the CIA. Result:

Increased morale in personnel that were leaving program. Managed to get all

pertinent information passed to incoming employees, assisted government

managers in filling slots and holes in existing contracts. Performed

without any loss of productivity and with no additional costs to government

customer.

Identified need for a company-wide proposal shop. Evaluated the outcome of

Request for Proposals (RFP) from the company in response to the U. S.

Government's Intelligence sector. Evaluated the response time, the

facility, security issues, and the win record. Outcome was, last minute

issues, lost business, lost talent, and lack of team effort. Developed a

plan to create a proposal shop attached to the business unit. Coordinated

with company wide resources to obtain space in dedicated facility, brought

in company employees whose clearances and talents matched the need, crossed

trained all proposal shop employees. Result: Actions led to an appointment

as the Director of Proposal Shop for corporation, saved the company $42,000

a year in rent costs, saved over $1.5 Mil. in cost to obtain security

clearances and a 18 month wait. Thirteen years and two buy outs later the

original group is still working in the company proposal center. The shop

services at least ten business units and has an 82% win rate as of 2010.

Global; Policy Management / Government and Compliance Regulations

Sarbanes Oxley and the FCO act impact on Northrop Grumman Mission Systems

program managers. NGMS had been instructed that they had to meet all of the

requirements of Sarbanes Oxley and the FCO act. Became the Subject Matter

Expert (SME) for this endeavor; maintained all the records on a cleared

system, garnered one top executive the ability to access the files. Worked

with developers to set up a database other managers could record their

figures in. Result: An inexpensive database built and information stored on

this one database, as the SME on SOX was able to review and certify

information. Reduced redundancy, streamlined the input of information, and

maintained all records for any audit.

Migration of mainframe programs to individual servers, without any down

time or interruption to overseas services. A group of 16 Oracle trained

programmers had to move the information from the mainframe to the

individual servers; migrated at a time when volume of information going

back and forth overseas was quiet and slow. To do this we had to take in

consideration a 24-hour work day around the world, and the geo political

situation. Scheduled all personnel, have mainframe and server company

representatives present, who, due to security issues could not touch the

keyboards. In addition; a security officer had to be present to observe.

The scenarios had to be practiced so every person was completely sure of

their roles and timing. Our developers had to compact the information, so

it could be sent in short bursts. Due to schedule issues we had to make

sure that we had everyone there for the rehearsal. Result: Migration of

information was done quickly and cleanly with a nod towards corporate think

and what was best for the Agency. We were able to still get real time

updates from the field as we did not block the gateway. Received 100% award

fee from the government, increased communication between government COTR,

program manager and personnel.

Organizational Development / Analytics

Inefficient method of analysis and response. Noted that all personnel

working on the program had no way of going back through history of

responses received from overseas stations to see if there was a value added

response to another office or program. Developed an Excel based database

that all the officers working on this program had input to. The office

running the program received the funding at a later date to develop a

database used the Excel as exemplar. Result: Actions led to a more cohesive

working group; database developers received an outline for the programs

saving over 8 months of work. Streamline the process allowing us to go

through response in an efficient manner, upgraded our ability to respond to

the field by 80% increase within six months.

Identified lack of understanding to technical reporting coming from

overseas. Requests for clarification on technical reporting from overseas

was becoming common place after 9/11 due to personnel who did not have the

technical background to understand the issues and importance of

reporting. Identified six of the largest consumers of information,

developed a CD Rom containing a technical glossary, and a series of short

technical seminars. Two series of CD ROMs, one classified and one

unclassified were developed. Result: Actions led to a broader understanding

of the product, and a clearer set of collection requirements. This saved

time and money, and brought requirements up by 60%.

Response time to incoming information was not in accordance to speed of

business. Due to the sheer volume of information, responses were not being

sent according to the speed of business. The goal was to investigate and

request additional information if warranted. As responses were not sent to

the original correspondent needless duplication caused additional work and

loss of productivity. It was determined that a simple fix to the web design

and development would assist in getting us contact information, giving the

person a specific customer care number to refer to later, and expanded the

language on the website. Result: Less duplication, better follow on

information, better tracking ability, and the ability to share the

information throughout the Intelligence community. It increased the number

of leads to follow by 60% the first year due to addition of languages other

than English.

Communications & Marketing

Employee retention and reduction of meetings - Determined two meetings a

week were all that were required versus the 5 meetings a week as set up by

previous managers. These meetings took on two distinctly different avenues.

The first meeting focused on the contract requirements and migration; the

schedule, issues that had that arisen, and that determination of

information movement. The second meeting focused on personnel, training,

vacation, schedule of upcoming events company wide. Requested a 3 line note

from each developer on their accomplishment of the day before they logged

off, created a weekly report highlighting these accomplishments. The

company required employees to work on proposals in off times, determined

that this was a hardship for the 24/7 staff on this contract. Negotiated a

change in policy to relieve 24/7 personnel of this expectation. Determined

if a SME was needed by the company they would perform the duties to the

business development unit during the work day as part of their contractual

duties. Result: Increased time on the program by relieving them of RFP

duty, decreasing the number of meetings, decreased the gap that existed

between the real time and program schedule, allowing personnel to more

latitude and more work accomplished.

Employee health concerns and benefit requirements. An employee and family

had health issues. Issues had landed them in hospitals many times. Due to

the nature of the issue and privacy concerns, information could not be

divulged. Employee was an excellence worker, had complete history of the

area he worked in, and had all the required training. Due to the health

issues and Leave Without Pay (LWOP) he never knew how much his paycheck

would hold. Worked closely with the employee, HR, and legal to arrange that

portion of his pension plan (5% of expected return) be placed to the side

and used to "purchase" leave at a reduced rate. He had a full pay check

when he had to be out due to his health or that of his family. Result: His

morale and productivity improved. The government customer was delighted, HR

was proud that they were able to work around this issue and started looking

for others that had similar concerns and worked to make the same thing

happen.

RFP calling for over 250 assorted personnel / talent. A ten year proposal

calling for more than 250 assorted professionals required a large number of

resumes; Government did not want to have people sitting on the contract

when not needed. Determined that a resume book be brought in with the RFP.

Worked with the nine partnered companies to create a roll-on roll-off work

flow chart, only using talent when needed. Result: Contract award,

commendation from Government customer, COTR remembered and 9 years later

allowed my company flexibility and latitude as long as I was the point

person.

Mentor to Government Contracts Officer. In 2004 was requested to be the

business mentor to the National Geospacial Agency Government Contracts

Officer (COTR). As a Master's in Business Management Student this was a

requirement of the program. Worked together for his tenure until his

graduation. Result: Actions led to his successful completion of the

program, the ability for him to ghost the Director of Central Intelligence

(DCI) for a day and then the Executive Officer to the CIA through my

contacts. He graduated with honors, and has since gone to work successfully

in the private sector. An additional result is all contracts were allowed

to grow at a time when most contracts did not.

Research

Budget of DCI Counterterrorism Center (CTC) Graphic shop. Due to

capitalization costs expenditures services were going to be billed to the

specific offices. Requested that the printing plant "bill" us once a month

so we could forecast our expenditures. Due to foresight the DCI

Counterterrorism Center (CTC) knew exactly how much was needed to budget

for printing of graphics and publications. Designed a request system to

further break down what office within CTC was making requests, so that we

could more closely allocate funds for specific offices. Result: The CTC

budget, which is approved via Congress, was more detailed, clear, and

lowered the percentage of going back to the hill to request additional

monies.

Agile technologies, Denial of Service Enterprise, Project, Development,

implementation, budget, life systems, stakeholders, scope

Agile technologies, Denial of Service Enterprise, Project, Development,

implementation, budget, life systems, stakeholders, scope

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