Manager Accounting

Glen M. Smith

Mailing Address: **** S. Underwood ST, Kennewick, WA 99337

Permanent Address: 5059 South 4800 West, Rexburg, ID 83440

(E-Mail) **********@***.***

SUMMARY

•Audit and Cost/Price Analysis

•CIA Contract Audit Manager (Equivalent to Defense Contract Audit Agency)

•Agency-wide CIA Proposal Cost/Price Analysis

•CIA Vendor Payments Manager

•CIA Financial Statements Manager

•Agency Level Budget Analysis and Program Cost Analysis

•Federal Inspector General Audit Experience

•CIA Agency Level Chief Financial Officer-Federal Working Capital Fund

•Intelligence Community Level Independent Cost Estimator of Major Programs

•Member of Agency Acquisition Review Board

•Chaired Agency Level Process Improvement Teams

EDUCATION

MBA

Bachelors

Pepperdine

BYU

Business Admin

Accounting

WORK HISTORY

Current - Bechtel Subcontract Auditor, Bechtel Nuclear Waste Treatment Plant Cost Reimbursement Project ($13B), Richland, WA

Summary of Responsibilities: Perform Subcontract Audits and Cost/Price Analysis in compliance with Generally Accepted Government Auditing Standards and Bechtel Acquisition Policies and Procedures. The Subcontract Auditor must use professional judgment to determine the scope of the audit and to select procedures and techniques best suited to the audit objective. The Defense Contract Audit Agency (DCAA) has numerous reference materials available to perform contract audits; e.g., Contract Audit Manual and Audit Programs. I provide the following Subcontract Audit Products and Services:

Pre-award Subcontract Audit Services:

Proposal Cost/Price Analysis; Preaward Accounting Surveys; Financial Capability Reviews, and Forward Pricing Labor & Indirect Rate Audits.

Post-award Subcontract Audit Services:

Annual Incurred Direct and Indirect Expense Audits; Cost Accounting Standards Compliance and Adequacy; Claims; Requests for Equitable Adjustment, and Defective Pricing Audits (Truth in Negotiations Act).

Subcontractor Internal Control System Audits:

Accounting; Estimating; Reporting; Compensation; Billing; Labor; Purchasing; and Indirect Rates.

Audit/Cost Analysis/Accounting Experience Summary:

I have experience performing/managing both contract audit and inspector general audits. I provide timely audit and cost analysis information to acquisition professionals. I have a high degree of expertise in performing audits of subcontractor cost/price proposals, accounting, estimating, purchasing systems, and Cost Accounting Standards (CAS) reviews. I have a demonstrated ability to author clear and concise audit reports that are both accurate and understandable by procurement and subcontract personnel. I am an expert in reviewing, evaluating, and verifying cost or pricing data, information other than cost or pricing data, auditing commercial and defense contractors, and cost/price data in subcontractor and supplier proposals. I have significant experience in analyzing offeror financial statements and assessing the firm’s financial condition in support of a determination of subcontractor financial risk of performance on subcontracts. I was a Charter Member of the Intelligence Community/Cost Analysis Group (now called Director of National Intelligence organization). In addition to preparation of Independent Program Cost Estimates, and I was the Contracting Officer’s Technical Representative (COTR) for the Cost Analysis Group. I served on the CIA Acquisition Review Board for 8 years. I was a Federal Government Manager for 25 years; e.g., Accounting and Financial Reporting, Vendor Payments, Contract Audit, and a Directorate level Budget Plans Officer. I have been a Chief Financial Officer for a Federal Government Working Capital Fund and a Commercial company.

Significant Accomplishments:

1. I audited a complex proposal for $19M, which resulted in questioned costs of over $3M, primarily based on the audited historical project costs. The proposal consisted of seven fully loaded fixed unit prices by pipe size, spread across the four largest buildings under construction, by year through CY 2016. The contract type will be converted from cost reimbursement to an Indefinite Delivery and Indefinite Quantity, with an Economic Price Adjustment. Prior to the proposal subcontract audit, I visited the out-of-town facility and completed audit determined final indirect expense rates for CY 2008 through 2010. I audited the G&A rates and questioned the Executive Bonuses; the owners agreed to exclude 100% of the Executive Bonus dollars from the G&A rates for CY 2008 through CY 2010. The RFP required the proposal to be priced using the subcontract administrator designed Electronic Excel Pricing Template. In order to determine the reasonableness of the pricing methodology, I used each building’s historical labor hours to price each building, vice the proposed method of applying the most complex building’s historical labor factors to price all buildings.

2. I audited an out-of-town subcontractor proposal to support another Bechtel Project: “Thank you, Glen! I appreciate you getting this done for me.

3. Completed a Post-award Defective Pricing Audit. The purpose of the Defective Pricing Audit was to determine whether the negotiated price, including profit, was increased by a significant amount because the subcontractor did not comply with the Truth in Negotiations Act (10 U.S.C. 2306a) requirement to furnish current, accurate, and complete cost or pricing data. My supervisor wrote: “Excellent Work! This is a first class product”.

4. The Subcontract Manager stated: “Thanks again for your tenacity and hard work in completing the negotiations I issued an audit report and participated in the negotiations. The cost savings were $8M, compared to the initial proposals. In addition, I audited the estimated recurring and non-recurring costs for a related proposal, for a cost savings of $100,000.

5. I visited an out-of-town subcontractor to review proposed forward pricing labor and indirect expense rates. During the audit, I performed a “Financial Review” to determine the subcontractor’s financial capability to continue to perform the purchase order during the next 12 months through June 2012. I reviewed the CY 2010 financial statements, the actual Statement of Cash Flows as of 31 Dec 2010 and 30 Jun 2011, and the estimated Statement of Cash Flows for the 12 months ended June 2012. Based on the audit, I determined that the subcontractor is in an “unfavorable financial condition”, and recommended continuation of the Letter of Credit for Material Purchases.

6. I audited a 2nd Tier Subcontractor proposal, and questioned $354, 562, related to the labor and indirect rates, a direct sales commission, and “contingency risk”. Questioned $1,385,027 for unsupported material. The Suppliers refused to provide updated quotes due to lack of a defined technical statement of work. (Test sampled material quotes were dated 2004.)

7. I mentored / trained the Cost/Price Analysts to gain a better understanding of the Audit Process and the Results of Audit, for the purpose of team building and to increase efficiency. For example, a Cost/Price Analyst participated during two Major Proposal Audits, which reduced the turnaround time from Audit Request to Audit Report, and the time from Cost/Price Request to the related Cost Analysis report.

Senior Performance Auditor, Department of Air Force, Denver, CO

Identified process improvements in all aspects of Contract Administration and Program Controls. For example, I performed a Performance Audit of a $1Billion Management and Operating (M&O) military base support contract. I reported improper commingling of federal funds from numerous civilian and military sources in the M&O Contract Task Orders. In addition, I reported a lack of Government Property Accountability, due to inadequate identification and tracking in the military facility, and for both incoming and outgoing Government Property.

Contract Audit and Cost/Price Analyst, Department of Army, San Jose, CA

Identified Contract auditor responsible for audit and cost/price analysis.

Central Intelligence Agency (CIA), Langley, VA

Agency Level Manager: Contract Audit; Vendor Payments; and Financial Accounting and Reporting. Intelligence Community Level: Sr. Cost Analyst. Agency Directorate Level: Chaired Acquisition Review Board; Chief Financial Officer for Working Capital Fund; and Directorate Plans Officer.

1. Identified potential fraud, waste and abuse and referred to Department of Justice & Defense Criminal Investigative Service. Twenty million dollars reimbursed to the Federal Government by a Defense contractor.

2. Significant cost savings/avoidance performing independent cost estimates, budget analysis, and program analysis.

3. Performed business planning and strategic planning for the federal agency financial organization.

4. I was a Charter Member of the U.S. Intelligence Community Management Staff, Cost Analysis Group (now called Director of National Intelligence (DNI) staff). As the “Cost Analysis Group” designated Contracting Officer Technical Representative (COTR), I was responsible for the competitive acquisition of a Federally Funded Research and Development Contractor (FFRDC) and a Commercial Contractor, which included preparation of the Concept of operations, Statement of Work, Evaluation Criteria and Acquisition Strategy Plan. I was a Senior Cost Analyst responsible for Independent Program/Cost Evaluations, for major Intelligence Programs.

5. Member of the Agency Acquisition Review Board that reviewed all major program initiatives with improvements to the acquisition process.

6. Received Exceptional Performance Awards as the Chairman of the Cost Evaluation Team for major Competitive Source Selections.

7. Received Quality Awards for process improvement recommendations and implementation.

8. Performed Agency level acquisition support: budget and program analysis; quality review of acquisition documents; program acquisition strategy; chaired competitive cost evaluation teams for source selection process; acquisition planning; program funding tradeoff analysis; and implementation of performance-based contracting. For example, I recommended the new federal agency contract information system software platform that was installed. Improved processes in the agency-wide management of accounts payable operations and expedited payments. Streamlined the government property tracking and financial reporting process.

OTHER SIGNIFICANT INFORMATION

PERSONAL:

Chairman, Supervisory Committee (voluntary): Northwest Federal Credit Union ($1B) for 12 years. Recommended creation of a Credit Union Internal Auditor position. Trained and supervised the Internal Auditor in all internal audit activities. Attended all Credit Union Board Meetings to suggest improvements in Credit Union Operations, to report on Supervisory Committee Initiatives, and Internal Audit Plans and Results of Audit.

LANGUAGE:

English, French

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