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Ronald Cleaver

***** ***** ******** ****** ********, VA 20164 202-***-**** adxvse@r.postjobfree.com SENIOR PROGRAM/PROJECT MANAGER

EDUCATION:

BS, Economics, 1998

Strayer University, DC

FORMAL TRAINING:

Activity Based Costing Principles: DOD

Acquisition Law: AF Legal Services Agency

Advanced Economic Analysis: OSD

Auditor Systems Course: AF Audit Agency

Cost & Financial Analysis: USAF

Earned Value Management (EVM): DC

Financial Management: USAF

Microsoft Project Training: VA

Planning & Programming Objectives: OSD

Shipley Business Development Training: VA

Systems Analysis: UNISYS, DOD

Total Quality Management: DOD

Accomplished Program Manager with a proven history of formulating innovative strategic solutions that have enhanced core business operations. Well-coordinated in addressing problems, investigating root causes, and implementing successful resolutions. Offers 30 plus years’ experience working in both Corporate and Federal workspaces, enhanced with in-depth knowledge of cost/financial accounting, budgeting, Federal acquisition/contracting, logistics, marketing, and business systems provides the basis for overcoming today’s complex data and service environment challenges. Established Business Development Executive with over 30 years in business, finance, and management roles. Demonstrating passion for building relationships, cultivating partnerships, and growing businesses. Talented marketing and sales manager capable of working a wide range of business areas to increase customer numbers and profits by developing and implementing targeted customer advertising. Motivated, team-oriented, and enthusiastic about using skills to boost sales and support company success.

BUSINESS ANALYSIS

BUSINESS PROCESS MANAGEMENT

CHANGE MANAGEMENT

COST MANAGEMENT

EARNED VALUE MANAGEMENT

FEDERAL ACQUISITION PROCESS

FINANCIAL ANALYSIS

INTEGRATION MANAGEMENT

PERFORMANCE MANAGEMENT

POLICY/PROCEDURE MANAGEMENT

QUALITY MANAGEMENT

REQUIREMENTS ANALYSIS

PROFESSIONAL EXPERIENCE

RESOURCE MANAGEMENT

RISK MANAGEMENT

SCOPE/TIME MANAGEMENT

SDLC PROCESS (AGILE)

SOLUTIONS MANAGEMENT

STRATEGIC PLANNING

RGConsulting Services (January 2018 - Present)

Business Process Improvement Consultant

• Manages project scoping, resource allocation, and project plans utilizing Microsoft's Jira, Project, and Share-point. Establishes program budget and deliverable timelines and presents to the client in the form of business justifications and ROI. Performs project scheduling and planning oversight support. Aids with best practices on schedule management and best practices for creation, update, baseline, resource leveling. Review’s deliverables and ensures that subcontractors fulfill their contractual requirements; resolves complex, and/or mission critical problems.

• Formulates and defines systems scope and objectives based on both the user’s needs and a thorough understanding of business systems and industry requirements. Devises procedures to solve complex problems considering computer equipment ability and limitations, operation time, and form of desired results. Includes analysis of business and user needs, documentation of requirements, and translation into proper system requirements specifications. Analyzes complex customer requirements and proposes technical and competent development solutions that recommends modern technologies, architectures, processes, and tools to increase the client’s overall efficiency and productivity, lower maintenance costs and maximize quality and performance.

AREAS OF EXPERTISE

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• Performs bid/opportunity-specific Competitive analysis incorporating Black Hat analysis strategies such as ghosting, tradeoffs, and Price-To-Win techniques. Conducts Market Analysis that finds target market areas, potential customer base, existing competitors’ along with an analysis of their strengths, weaknesses, and threats; potential strategic partners by market segment; and a competitive advantage analysis. Aids clients with developing short and long-term opportunity pipelines using an automated CRM database tracker that aids with developing PWIN rates and calculates future revenue projections.

• Leads the technical solution approach on capture efforts for new business opportunities to include working with Customer, Capture, Program and Business Development stakeholders to define key requirements and needs, find major solution alternatives, select, and market the best applications solution with a view to winning new applications business. Leads the creation of basis of estimate and pricing models for applications work scopes.

• Leads the development of the overall solution, including business, infrastructure, and incubator architects. Presents the applications solution approach both at internal step reviews and design workshops and in oral presentations to customers. Organizes and leads the technical work needed to create compelling application solutions, including finding, acquiring, leading, motivating the best technical team.

• Translates customer requirements into operational strategies associated with each solution to ensure client requirements are met in a cost-effective and prompt manner. Finds business requirements; evaluates concepts such as market timing, compelling event, and problem identification to ensure that delivered solutions meet both short and long-term company and client business performance expectations.

• Directs the implementation of a business systems architecture process that captures real world aspects of the business at a sufficient level of detail to help management align strategic goals against tactical demands to best address business goals, and to plan for changes in business capabilities in a dependable, efficient, and initiative-taking manner.

• Analyzes complex customer requirements and proposes technical and competent development solutions that recommends modern technologies, architectures, processes, and tools to increase the client’s overall efficiency and productivity, lower maintenance costs and maximize quality and performance. Collaborates with the project manager or acts as the project manager to develop detailed project plans and work breakdown structures to watch and control the project cost and schedule. Produces high-level solution blueprint detailing solution components, data migration and integration strategies to match customer requirements. Manages project scoping, resource allocation, and project plans by showing program budget and deliverable timelines presented to the client in the form of business justifications and ROI. Delivers short-term workshop and assessment engagements to analyze client environments and develop proper strategies and recommendations for infrastructure transformation. Serves as the focal point on technical decisions made about the solution and finds, if any, potential impacts on the expected business outcomes.

• Develops and prioritizes requirement specifications, data mapping, diagrams, and flowcharts for developers and testers to follow. Defines and coordinates the execution of testing procedures, develops test cases to serve the overall quality control process. Develops performance testing matrix that ensures the application development meets the expected performance standards. Conducts requirements analysis that translates customer business requirements into specific system, application, and process designs related to the customer’s identified business needs and defined to a level of detail sufficient for system design.

AAC, Inc (September 2016 - December 2017)

Business Systems Program Manager

• Managed the capture and business development efforts for AAC’s Business Systems Program. Formed professional relationships with key small and large business partners that launched AAC’s visibility in the marketplace as a software solutions integrator. Named potential clients within AAC’s target market and conducted research on each prospective client’s business and service needs. Partnered with other businesses to create contract-winning teams, negotiated teaming agreements and contractual terms with new business partners. Conducted a competitive analysis on AAC’s existing and market related customer base, began with the identification and exploration of strategic market areas and resulted in the decision to pursue segmented market areas using prototyped solution concepts delivered within schedule, and generate a reasonable profit.

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• Managed responses to government market research inquiries (e.g., Requests for Information (RFI), and Sources Sought Notices) attended industry events, and took part in thought leadership initiatives. Developed and briefed bid/no bid recommendations directed capture and pursuit strategies focused on promoting opportunities that enhanced business growth across the Company. Shaped acquisition strategies by leveraging client relationships, company capabilities, experience, and contracting vehicles. Delivered presentations and communicated AAC’s capabilities to internal and external audiences. Assisted Solution Architects with the technical aspects that advanced AAC’s software development program.

• Directed the design and development of a web-based financial statements application that automated the Code of Federal Regulations (CFR) annual requirement for each Federal Agency to generate the four principal financial statements: Consolidated Balance Sheet (CBS), Consolidated Statement of Net Cost

(SNC), Consolidated Statement of Changes in Net Position (CNP), and the Combined Statement of Budgetary Resources (SBR). Planned and directed the team’s implementation of Deming’s Continual Improvement Model (ISO 9001:2008) Quality Management System throughout the Software Development Life Cycle (SDLC) process. Tracked cost, schedule, and performance of project utilizing Microsoft Jira and Project.

• Directed the agile design and development of a web-based prototype application (DocView) that automates the Code of Federal Regulations (CFR) annual requirement for each Federal Agency to review and confirm both current and prior year unliquidated obligations as part of the audit readiness process. The application incorporated the financial processes proven by the rules and regulations governed by Title II of the CFR into a standardized work-flow process that simplifies the process for each Agencies fiscal management staff.

• Directed and produced the Cost and Business Case analysis deliverable for the USMEPCOM Joint Services Command Business Process Re-engineering (BPR) Study. Facilitated the senior leader BPR sessions which resulted in replacing the Commands existing financial processes with a Process-Based Budgeting methodology that aligned critical mission cost elements with the Command’s core financial system structure. Aiding Command financial managers with developing the President’s Budget along with responding to Congressional Justification Inquiries. Teksouth Corporation (September 2013 – September 2016) Systems Program Manager

• Managed the new business pipeline development, in consultation with Companies VPs and BD Director; supplied input into bid/no-bid decisions and supported the pipeline tracker for the Information Technology business line. Provided quality assurance that ensured the proposals compliance with the client requirements on bid/capture efforts. Served in proposal line roles such as: proposal manager, capture lead, and writer for all and any sections. Coordinated closely with technical teams in all aspects of capture and proposal processes.

• Directed and performed a Business Process Reengineering (BPR) study for the Administrative Assistant to the Department of the Navy’s Financial Management Directorate (DONAA/FMD) that evaluated their internal financial reporting processes. The BPR study named mission critical financial processes that needed improvement with the Congressionally mandated Tri-Annual Review (TAR) process being the priority.

• Conducted a Business Needs Analysis highlighting the expected impact of revamping DONAA/FMD’s complete financial reporting process and incorporated the findings into the following BPR deliverables: AS-IS Process Analysis, Root Cause Analysis (RCA), Need/Solution Implemented, Measured Process Improvements, and Outcomes.

• Designed and directed the agile application development effort for the Administrative Assistant to the Department of the Navy’s (DON/AA) Tri- Annual Document Review (TAR) Application. The application directly supports DON/AA’s operational, systems, and training requirements as a Navy Budget Submission Office (BSO). Developed the Applications User Requirements Specifications (URS) document along with the User Acceptance Testing plans per the SPAWAR Test and Evaluation standards. Tracked project deliverables and resources using Micosoft's Jira, Project, and Share-Point. Assigned and tracked tasks, including software bugs, via Jira and Share-Point. Page 4 of 6

• Developed the Functional Requirements Document (FRD) that describes how each of the eight TAR application modules interacts along with visual Use Case scenarios, instructions for testing and evaluating specific functionality, configuration settings, and functional coding logic.

• Designed and directed the agile development of the Oracle Relational Database Management System

(RDMS) Data Repository table space structure that housed the business logic and data type rules used to integrate and normalize the financial accounting data from three disparate financial systems: Navy STARS-FL, USMC-SABRS, and SECNAV-SARMIS. Designed and directed the development of the Oracle database engine that normalized the financial accounting data from the three systems. Created the object specification (Views) and body for each date-type as it pertains to each application. Designed materialized views that summarized and aggregated the financial data used to create the financial reports. Designed and created the functional dependencies used for the fact and dimension tables. Designed the PL/SQL Object Types that ensured the business rules contained in object methods were accurately reflected in the resulting data structure.

• Managed the software release schedule to include coordinating the User Acceptance Testing, Information Assurance Reviews, and Service Now help desk support when needed. Managed contractual requirements and program costs by incorporating the Critical Path Methodology (CPM) approach within the overall Microsoft Office Project Plan. Additionally, used Earned Value Management (EVM) techniques to check and measure the project’s overall progress and performance in terms of scope, time, and costs. Sylvain Analytics, Inc (November 2009 - September 2013) Chief Operating Officer (COO)

• Managed the day-to-day operations of the Company's 40-plus employees found throughout the Reston Headquarters Office, San Antonio Office, Dayton Office, Falls Church Office, and multiple overseas operating locations in India.

• Directed and led Sylvain’s marketing, capture and business development efforts that encompassed the following four core business areas: applications and systems development; financial, logistical, and Lien Six Sigma professional services. Led the marketing of SAI’s agile software development capability throughout the Defense Department, Defense Health Agency (DHA), State Department, USAID, Ohio, South Carolina, Texas, and Virginia Local State Governments, resulting in the award of over $10.8 million in GSA GWAC contracts.

Teksouth Corporation (November 2002 – November 2009) Financial Systems Manager

• Performed accounting, budgeting, and cost analysis duties that supported the mission of the Headquarters Air Force (HAF) and Secretary of the Air Force (SAF/AA) Resource Management Divisions. Performed day-to-day accounting and budgeting tasks such as requirements identification and analysis, generating and reconciling acquisition documents, detailed transactional research, and performance management tracking. Supplied oversight and training on the Planning, Programming, Budgeting Execution (PPBE) financial review processes to include development of narrative justifications, supporting congressional reclamas, and development of the Congressional Budget Justification Book as well as briefing to support mid-year and End of Year financial execution.

• Managed the incremental (agile) design, development, and deployment of the three Air Force systems; Executive Web Views Phase One and Two, and the Federal Data Retrieval System that supported the $6.6 billion planning, programming, and budgeting missions for the Headquarters Air Force and Secretary of the Air Force Resource Management Divisions. Utilized Microsoft Project to assign tasks and monitor deliverable timelines.

• Conducted long-term and short-term strategic research that supported Teksouth’s business development and growth strategy. Managed a database of partners, coordinated meetings, and built relationships. Developed and cultivated relationships with technical specialists, subject- matter experts, and professional writers that contributed to technical solution designs and gate reviews. Page 5 of 6

SRA International, Inc. (November 1998 – November 2002) Director, Strategic Sourcing Division

• Managed an internal division of 15 SRA employees and multiple sub-contractors that performed Business Process Re-Engineering (BPR) and specialized Office of Management and Budget (OMB) studies for a multitude on Naval Commands to include: USN Fleet Technical Support Center Atlantic

(FTSCLANT), Military Sealift Command (MSC), Naval Sea Systems Command (NAVSEA), Naval Satellite Operations Center (NAVSOC), and the Surface Warfare Fleet Pacific (SURFPAC). Maintained a steady and sustainable level of work that topped five million in billable hours.

• Managed and performed a functionality assessment study on the Naval Satellite Operations Center

(NAVSOC) with the study intent being to clarify NAVSOC’s long term role with respect to operational missions and the most efficient use of resources. The study encompassed the operational locations at Point Mugu, CA and Dahlgren, VA, along with the detachments in Prospect Harbor Maine, Finegayan Guam, Colorado Springs, and the antenna facility at Laguna Peak.

• Analyzed the current operating procedures to ensure SOC operations were being performed per the On- Orbit Operations Handbook (OOH); and that preventative maintenance was performed per manufacturer’s requirements; and that corrective maintenance and repair was performed per commercial best practices.

• Managed and performed an Organization and Staffing (Productivity) analysis by function (Operations and Support) to determine the overall effectiveness of the current staffing. Analysis found process areas in need of improvement and were further investigated during the benchmarking phase.

• Performed a functional benchmarking study with Air Force Satellite Control Network (AFSCN) and a competitive benchmarking study with a California based commercial satellite operator resulting in recommendations to improve internal processes within NAVSOC’s “watch section” and “satellite controller” areas of responsibility.

• Performed a Cost and Benefits analysis to qualify and quantify the overall assessment study recommendations, found over a million dollars of personnel cost savings for the Point Mugu and Dahlgren operations.

• Managed and performed a functionality assessment on the Naval Sea Logistics Center’s engineering, information technology, and logistics and administrative functional areas. The study encompassed operational locations in Mechanicsburg, PA., Indian Head, MD., Portsmouth, N.H., Norfolk, Va., Mayport, FL., and San Diego, CA.

• Managed and performed a Business Case Analysis (BCA) on the Military Sealift Command’s (MSC) Special Mission Ship area which included both a contractual and productivity/workload analysis focused on finding operational efficiencies within the specialized functional area.

• Senior Consultant and Subject Matter Expert on the Navy's OMB A-76, Outsourcing and Privatization Program. Supplied Navy Contracting Officer Representatives (COR) and Project managers key technical expertise and training on the Federal Acquisition Regulations (FAR) Performance-Based Contracting and Source Selection Process to include developing Statements of Work (SOW), Performance Work Statements (PWS), Statements of Objectives (SOO), Performance Assessment Plans, and Independent Government Cost Estimates (IGCE).

(DOD) U.S. Air Force HQ 11th Wing October 1997 – October 1998 Chief, Programs and Analysis Division

• Advisor to Headquarters Air Force (HAF) Comptroller and Chief Financial Officer on fiscal policies/procedures affecting budget formulation, justification, and execution of annual operating and accounting budget totaling $6.6 billion. Managed the Special programs division of twelve civilian and military employees responsible for developing and supporting command-wide financial reporting processes.

• Directed 75-plus Air Force National Capitol Region resource advisors in formulating annual strategic financial plans, analysis, and proper execution of appropriated funds. Developed funding strategy to balance requirements in execution of the Headquarters Air Force $19 million civilian payroll program. Performed system development audits, evaluated internal controls in major systems, and discovered potential areas of fraud, waste, and abuse.

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• Developed balanced budgets and financial plans, prioritized competing requirements, and determined decrement candidates. Compiled narrative justifications that defined each requirement and showed the potential mission risks if funding was not distributed.

• Presented budget recommendations and justifications to the HQ USAF Operating Budget Review authorities and OSD/OMB examiners. Crafted strategies for defending the budget and it is there and acts, as asked, as primary or support witness. Responded to Congressional inquiries, reviews, and corrects the record and supplies inserts as necessary to Air Force Budget. Responsible for continual analysis to ensure adequate financing (short and long term) is available to meet the changing requirements that result from OMB directed mission changes.

• Supplied advice and aid to Air Staff & Office of the Secretary of the Air Force (OSAF) program officials on budgetary matters affecting the conduct of assigned programs.

• Attended the Acquisition Law Training Course held by the Air Force Legal Services Center on Maxwell AFB, AL further broadening my operational and technical competencies in developing and managing the Governments Contracting Process Phases. The training encompassed the following key Acquisition process areas: (1) Planning & Initiation to include Federal Acquisition Regulations (FAR), Federal Contracting Law, Source Selection process, Marketing Research, and Requirements analysis. (2) Solicitation & Evaluation to include Independent Government Cost Estimating (IGCE), strategies for deciding the Acquisition type (ex: PWS, SOW) and Contract type (ex: fixed price, cost-plus, and time & materials).

U.S. Air Force, October 1984 - October 1997

Operations Analyst

• Performed a wide range of cost accounting, budget and financial analytical duties connected with the planning, formulation, and execution of the U.S. Air Force operational budget.

• Conducted efficiency studies on regional Joint NATO Operations in support of Operation Provide Comfort while in the Republic Turkey - Resulting in established guidelines for staffing requirements and for allocation of resources to implement a performance-based budgeting concept in an operational environment. Supplied commanders and key operating officials economic, marginal, and risk analysis in support of the DOD foreign military investments program.

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