Christy Jobe Carter
**** ***** ***** **., ** Southport, NC 28461
703-***-**** acc05r@r.postjobfree.com
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.
[pic]
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