Manager Customer

GRANT T. BALINT, PMP

*** ***** ******* ***** ** Leesburg, VA 20175 703-***-**** adkthc@r.postjobfree.com

Executive Leadership / Program Management – Software Development /Business Development/ Business Process Engineering / Project Management / IT O&M Support

Summary:

Accomplished Executive with over Twenty-Five (25) years of experience managing large portfolios of Software Development, Information Technology and Business Process Improvement programs. Nineteen (19) years in management roles with a successful record of delivering profitable projects while driving growth in both revenue and profit. Fifteen (15) years in the US Intelligence Community and Defense community forging long lasting relationships and partnerships with both government customers and industry to ensure customer needs are exceeded and company growth goals are realized.

Clearance

TS/ SCI/Polygraph (ACTIVE)

Professional Experience

CACI International Aug 2020 - Present

Executive Director

Strategic hire to provide strategy, proposal management and technical oversight to secure the successful win of several large programs

Bid PM for several strategic accounts within the Intelligence Community

Leading CACI pre-award activities for $1b+ Intelligence program

Providing Line level oversight of upcoming proposal bids, Capture strategies and bid shaping

Ensure shaping strategies and bid strategies for upcoming contracts are executed

Program Manager for Intel customer on Enterprise IT implementation

WarCollar Industries LLC Sep 2019 – July 2020

Chief Operating Officer

Develop and integrate staffing strategies designed to attract the highest caliber of talent while satisfying the needs of our clients

Collaborate with our CEO on strategic growth plans for corporate growth and evolution

Build business pipelines by getting WarCollar in a position to prime new opportunities; facilitate the FCL process for WarCollar to enter the DoD market

Facilitate and oversee the branching out within other commercial and government business areas

Assist the CFO with financial projections and analyses of existing programs and policies

Oversee corporate invoicing for direct bill and CARES act invoicing implementation

Manage and Mentor employees and Program Managers and train them in the latest leadership and technical skills so they can better serve our clients

Ensure all program initiatives align with the company’s core values and culture

Provide leadership to those under my oversight so that they might take more initiative in their roles and help organically grow the business

Provide oversight of all contracts to ensure compliance

CSRA (Acquired by GDIT) Aug 2016 to Aug 2019

Sr. Program Director, Defense & Intel

Managed P&L for large Intelligence Community portfolio responsible for indirect budget, RoS, OI, revenue forecasting, and pipeline growth

Program Manager for a large Intelligence Community counterterrorism contract providing software development as well as IT O&M support consisting of 200 FTE

Improved award fee by over 40% in 18 months by improving overall contract performance to include technical and financial deliverables

Implemented successful plans to improve talent acquisition / Direct Labor recruiting, Profit targets, and overall customer satisfaction with the services provided

Implement employee retention programs to reduce attrition from 35% down to 17% within a year

Provide Capture, strategy, cost support and proposal management for Intel and Defense RFP’s

Provide White Paper solutions and RFP responses for new task orders to address issues impacting the Intelligence and Defense business areas

Work with various vendors’ executive staff to identify solutions and RFP responses to be presented to the government

Ensure all company reporting requirements, CDRLs, profit targets and DL targets are met (and exceeded) across all the contracts

Oversaw several Navy trainer programs for the Naval Air Warfare Center Training Systems Division (NAWCTSD) located in Orlando, FL responsible for building ship simulators for all ship classes in the US Navy.

Managed ARMY Intelligence Support Command (INSCOM) contract consisting of 571 FTE on a Global support model for the Army Intelligence Support Command (INSCOM)

Oversaw global sites in OCONUS as well as CONUS including sites in Hawaii, Japan, Korea, Kuwait, and Germany

Oversaw 4 Program Directors responsible for separate global regions of responsibility

BAE Systems (SpecTal LLC acquired by BAE in 2011) May, 2006 to July 2016

Senior Program Manager, Nov 2012 – July 2016

Provide capture, strategy, cost support, proposal management and technical oversight to secure the successful win of the incumbent $130M EBS III (RIPTIDE) contract.

Managed 124 BAE staff and subcontractors in a full software development life cycle contract that included Developers, Testers, Engineers, Systems Administrators, Database Administrators, Project Managers, Project Integrators and Solutions Architects.

Transitioned new contract while implementing a new organizational structure for more cost-efficient and effective support successfully and on schedule.

Responsible for delivery of all financial and other contract deliverables reports to the customer to include Weekly, Monthly and Quarterly Program Management Reviews.

Ensured contract compliance with BAE Systems’ Lifecycle Management Plan (LCM) process.

Implemented the new Scaled Agile Framework (SAFe) methodology utilizing Agile XP across the contract; trained contractors and staff on the use of SAFe.

Worked to transformed customer’s entire development shop in 6 months from a pure staff augmentation with disparate, unintegrated teams (utilizing a variety of Agile and Waterfall) into a SAFe center of excellence.

Utilized SAFe industry best practices to reduce costs, improve quality and provide an environment that delivers on-cadence with predictable results.

Guided and assisted customer with changes to their government organizational structure in order to provide more effective support to new SAFe development contract.

Orchestrated change and trained customer staff organization to improve efficiency, and define how a large group can effectively prioritize a backlog of requirements across multiple portfolios.

Managed a $130M+ contract of 124 FTE’s providing services to an intelligence customer with over 120 separate applications requiring both maintenance and development skill sets.

Recommended and implemented process improvements across the EBS program including peer code review, unit testing, common component architecture and other best practices that helped improve the ability to consistently meet the delivery schedule and increase the quality of software implementations.

Within a short 10-month period, improved the performance of the contract and exceeded customer expectations through relationship management and performance improvements. The final option year of the contract was exercised and the contract extended 18 months beyond the final option year due to these successes.

Managed the P&L and increased revenue on the contract by 22% and profit by 30%.

Managed, hired and retained highly cleared, sought after staff with various skill sets including Developers (Java, Domino), Testers, System Administrators, System Integrators, Database Administrators, Lawson Administrators, Trainers and Project Managers.

Briefed and met with all levels of executive management and Government while exhibiting exceptional integrity, creativity and resourcefulness when tackling customer problems and concerns.

Instituted and managed an employee improvement initiative with the customer to improve contractor and staff morale and communication across the organization. This included the successful development of 55 BAE staff, 64 Sub-Contractors, and a Deputy Program Manager. Successfully trained and promoted from within and assisted 20% of the staff in achieving new certifications. The focus on training and development increased morale and ensured a positive program environment for the staff and the customer.

Ran multiple concurrent projects utilizing a mix of PMI, Agile, and industry quality methodologies to implement new technology initiatives and business process improvements. This included creating risk matrices, project plans, implementation plans, test plans, training plans, project schedules and presenting a monthly status of those projects to the customer.

Provided statistical analysis as well as management analysis to the customer and senior management.

Provided master schedule integration that included technical projects and strategic business projects for a 300+ person program for an intelligence customer.

Served as the Requirements Manager for all technologies which included gathering user requirements, converting them into business requirements and presenting to the Government customer.

Served as the Technical Liaison between the program and the customer on all technical requirements, implementations and issues that were raised.

Organized user acceptance testing of all Agile Sprint releases and determined the pass fail criteria for determining when a release was ready to be implemented in the organization.

Documented baseline processes utilizing MS Visio to detail business process flow diagrams; identified performance improvements over the workflow and presented those changes and recommendations to management.

Presented MS Project plans and high level briefing materials to executive level USG personnel for projects to include data analysis on test pilots and efficiency improvement studies.

Identified new business processes that coincided with customer direction and an improvement in productivity.

Identified and ensured quality control practices were implemented across the program and organization to enable a more efficient workforce and management structure.

Developed SharePoint 2010 site for the program for all program knowledge base data, document management, and configuration management.

Provided management guidance to staff employees on a variety of topics including Customer Support best practices and processes; and advised on new technologies and processes that can improve efficiencies within the organization.

Ensured all processes and procedures within the division were followed including the identification of and creation of SOP documentation, CONOPS, Project Plans and Administrative Guides.

Identified requirements for customer projects, created appropriate team, identified a course of action to complete task within budget and within defined timeline. Confirmed proper system security documentation was created and presented for any new systems entering the customer’s network or data center.

Operated as Metrics Team Lead responsible for setting up metrics reporting process and performance management team for one of the Intelligence Community CIO’s. Brought metrics and cost benefit analysis to new application monitoring.

Managed team members responsible for different areas of the metrics collection process including developers and database administrators.

Set up guidelines within the customer organization on how metrics should be reported to a single organization for consistency.

Established performance baselines for each mission critical application.

Responded to new requirements, proposing options and implementing customers’ requests to track, analyze and report on the Mission Critical systems used in the Global War on Terror.

Utilized Gartner, PMI, Project Management Framework, and ITIL standards to ensure report production follows industry best practices for Application Availability and Productivity Loss.

Provided suggestions on methods to achieve the most improvement for the money across the various missions’ critical applications.

Identified technical tools needed to attain customer Performance Management goals.

Presented Weekly and Monthly reports to the CIO and executive level to show the improvement and health of the customer Mission Critical Applications.

Worked with other groups within the customer base to ensure all data was reported on time and accurately and ensuring concurrence on all data being reported to the executive level.

Analyzed trends that could impact future performance of applications and reported findings to customer management.

Deputy Program Manager / Senior Technical Operations Manager

Computer Aid Inc./America Online, Inc. Sep 2004 – May 2006

Managed software development O&M contract of system operations staff and developers for nine different 24x7 Operations groups with a staff of over 60 direct reports. Responsible for program deliverables that included several dozen AOL staff integrated within the CAI team. Duties included Unix and Stratus software development, QA, Production Support, testing and Software installations.

Managed billing operations staff, which was directly responsible for the smooth operation and maintenance of the production environment that billed $25 million in America Online (AOL) revenue per day.

Developed, executed and monitored SLA’s and metrics goals.

Presented CAI monthly service desk performance metrics to AOL’s Senior Director of business technologies which includes measurement of average response time, ticket resolution rates, repetitive failures and consequent plans to resolve such failures.

Senior Manager, Technical Support Center

SER Solutions, Inc. Feb 2002 – Sep 2004

Managed software developers responsible for writing intricate shell scripts in Unix to automate functions including accessing the SQL databases.

Managed 24x7 support center consisting of software engineers responsible for providing 2nd and 3rd level technical support to customer Information Technology departments.

Responsible for software development requirements gathering and delivering automated scripts to customers to perform tasks such as automatic pulling of log files, accessing the SQL database, pulling specific data and porting it into other files and data cleanup of predictive dialer systems.

Responsible for $16.5 million in annual maintenance revenue and a $1.9 million departmental budget.

Improved resolution rate, overhauled ACD technology and phone switch technology to better align available staff with industry call volume trends. Maintained a 90% customer satisfaction rate and continuously exceeded response time SLA’s.

Managed all personnel within the department including disciplinary/performance issues, reorganization, hiring and promotions.

Oversaw the life cycle replacement of hardware for customer maintenance and controlled the dispatch of field engineers for equipment replacement.

Responsible for all internal company IT support including PC and Laptop support, account creations/deletions, network connectivity problems and phone problems.

Senior Manager, Technical Support

Telecomputing (Apptix), Inc. May 2000 – Dec 2001

Responsible for a Technical Support department for a new Application Service Provider (ASP).

Designed and implemented TeleComputing’s 24x7 Global Technical Support Center, defined and implemented SLAs and training materials. Generated weekly and monthly reports for executive level and submitted analysis of those reports. Performed forecasting using call management software and ACD technologies to staff for new customers.

Established standards and procedures for improving support standards and the change request process for improving new applications and software version releases. Improved the abandoned call rates to a 3% (from 12%) by maximizing the efficiency of the staff and providing them more efficient tools.

Participated in new business development to include lead identification, customer briefings, proposals and contract negotiations.

Participated in planning and implementing new client policy and procedures to add products to the service offering. Acted as a liaison with implementation and engineering on new customer contracts to ensure all staff were adequately trained and prepared to support the customer. Served as escalation point for all internal and external technical escalations.

Additional work experience from 1993 – 2000 available if required

Certifications / Professional Training

Certifications

Six Sigma 2019

SAFe Agilist 2016

SAFe Practitioner (Agile XP) 2016

ITIL v3 (Information Technology Infrastructure Library) v3 Foundations 2014

Quality Improvement Associate, American Society for Quality 2012

Project Management Professional (PMP) 2011

Agile Scrum Master, Scrum Alliance (Agile methodologies) 2011

Help Desk Manager - Help Desk 2000 1999

Professional Training

Six Sigma 2019

ScrumXP; SAFe 2016

Managing Change for Senior Leadership 2014

Project Management Professional (PMP) Certification Course 2011

Agile Scrum Master Certification Course 2011

SharePoint 2010 Site Collection Administrator 2012

Education

Education

Master of Arts, International Transactions – George Mason University 1995

Bachelor of Science, Political Science – Frostburg State University 1993

Bachelor of Science (Minor)- Criminal Justice – Frostburg State University 1993

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