Program Financial Analyst - High Power Microwave Programs
Resume:
Glen Burch
******@**.*********.***
****.*****.***@****.***
1.Bowhead Program Management & Operations, LLC (3/5/2018 – 2/6/2026)
Naval Surface Warfare Center – Dahlgren Division (NSWC-DD)
Supervisor: Cassandra Flowe 540-***-****
Program financial analyst supporting the High Power Microwave programs, primarily funded by the Office of Naval Research (ONR) and the Air Force Research Laboratory (AFRL) as Research, Development, Test and Evaluation (6.2, 6.3 and 6.4) technology demonstration projects.
I developed project financial reporting to support external and internal NSWC-Dahlgren Division customers. These include budgetary estimates, execution phasing plans, tracking of funds execution against plans, and forecasts of funds exhaustion dates. Instituted probabilistic forecasting for Reimbursable Out-of-Funds dating. I researched financial execution data in various databases (COBRA, EDA, Shared Data Warehouse, CEDMS). I coordinated the collection and reporting of this data with Project Leads and Contracting Officer’s Representatives at NSWC-DD.
Also developed programmatic/financial briefings to support various reporting events – internal (e.g., Dahlgren Technical Director’s Performance Execution Review) and external (e.g., ONR budget briefs). Briefings included inputs from the Risk Assessment Tracking Tool, Integrated Government Schedule (with critical paths), Deliverables lists, and Organization Charts.
Developed a Labor Planning database (MS-Access) for government and contract employees supporting two government branches. This included tables, queries, forms, reports, and programming of event procedures (using Visual Basic for Applications) to facilitate real-time data update and ease of navigation across forms and sub-forms. Also used native Structured Query Language capability to generate certain report queries.
Secret clearance.
2.Prism Maritime, LLC (7/8/2013 – 3/2/2018)
Naval Surface Warfare Center - Dahlgren, VA
Supervisor: Brad Dore, 757-***-****
Senior Program Analyst supporting the NAVSEA Participating Acquisition Resource Manager (PARM) for external shipboard chemical and biological agent detectors, and biological agent diagnostic systems.
I collected technical and programmatic data, and coordinated the formal delivery of Government Furnished Equipment and Information (GFE, GFI). Created an MS-Access database to track everything from key shipbuilding events, to GFE and GFI delivery information, and funds budgeted and executed. Gathered and organized legacy project documents into a single archive – later created SharePoint Lists and Libraries to host the archive as a subsite within iNAVSEA.
Prepared Ship Project Directives (Part III) mark-ups, NAVSEA “7300” cost estimate forms, Obligation Phasing Plans and Integrated Logistics Support Checklists for PARM endorsement. Reviewed and performed technical editing of Installation Control Drawings and Operational Test procedures, to ensure technical consistency and compliance with military and commercial standards. Generated Engineering Change Proposals for various Shipbuilding Acquisition Programs relating to chem/bio detector GFE configuration changes and GFI changes. Prepared and delivered the biennial PARM briefing of the NAVSEA Combined GFE Managers’ Review.
Overhauled the financing plan for the PARM’s shipbuilding projects, to reduce a carryover growth problem. This included applying “engineering” style cost analysis to build a cost model for our Shipbuilding & Conversion, Navy (SCN) accounts. Prepared annual Spend Plans for the SCN accounts, and provided monthly execution reports for them. Also developed an Affordability Initiative issue paper to demonstrate to NAVSEA GFE managers the cost savings of Just-In-Time delivery methods. Coordinated with various Supervisors of Shipbuilding (SUPSHIPS) on the readiness to test of shipbuilder-installed detectors. To determine this readiness, and reduce test team revisits, I developed illustrated pre-test checklists for SUPSHIPS’ use.
Created and updated records in the Naval Modernization Program databases (“Navy Data Environment”) to support Alteration Installation Team (AIT) implementation of Ship Changes. Coordinated with the availability planners for various ship classes to ensure that our installation planning products conformed to their planning criteria. Reviewed Ship Installation Drawings for logistics/configuration impacts and created all ILS Certifications for Chem-Bio Ship Alterations (besides chemical and biological detectors, these included shipboard Collective Protection System upgrades). Initiated Regional Maintenance & Modernization Coordination Office (RMMCO) Check-In for our AITs. Built and modified tables, queries and reports in the PARM’s Installation Database (MS-Access) to meet changing requirements.
Was tasked to take initiative in the DDG 1000 shipbuilding program, which had reached an impasse over chemical-biological detector integration. Developed a test plan (with costs) for the Dahlgren effort that would build our confidence in the unorthodox integration proposed by the ship design manager. Also developed an issue paper capturing the problems that had been briefed by Dahlgren subject matter experts during the previous five years - with conditions for obtaining Dahlgren “buy-in” as the first ship delivered. Coordinated with the DDG 1000 Systems Engineering Manager to provide technical specifications, enabling the ship design team to perform computational fluid dynamics (CFD) analyses. Participated in critical reviews of CFD analytics, as they were developed by NSWC Carderock.
Performed research for the PARM to confirm obligation and commitment balances available for recoupment, using contractual document sources (EDA, CEDMS/Voucher Pay) and financial systems (COBRA, Navy ERP, STARS-HCM). Prepared ILS Checklists and ILS Certifications, using ILS data sources (Ship Installation Drawings, PARTS, Haystack, TDMIS, PMS-MIS, OARS, SEATRACQ). Created and updated PARTS records. Developed a decision-support issue paper on options to cover the production gap between the legacy biological point detector and the next-generation detector. Developed another issue paper concerning NAVSEA funding methods for Ship Change design activities, with alternatives and their pro’s and con’s.
Secret clearance.
3.Federal Retirement – (8/17/2009 – 7/8/2013)
4. Defense Information Systems Agency - DISA (10/13/2007 - 8/16/2009)
Falls Church, VA
Supervisor: Jimaye Sones, Chief Financial Executive (CFE), 703-***-****
Pay Grade: GS-0343-15
Chief of Analysis & Internal Control Division, supervising a staff of 12 in 4 functions: Cost Analysis, Internal Control (IC), Support Agreements (SA) and Directorate Security.
My cost analysts provided independent, sufficiency review of all acquisition cost documents (CARD, Economic Analysis, Business Case Analysis) on behalf of the CFE. Agency programs included 6 ACAT-Is. Liaison with PA&E (now CA&PE) on matters of cost policy. Proposed to Acquisition Executive and Corporate Planning Board to embed cost analysts within Agency PMOs. Drafted and socialized a DISA Instruction promulgating policy/procedures for preparing acquisition cost data. Developed and maintained an Acquisition of Services Framework for Agency. Provided contract source selection support to review cost proposals – the last was a new multi-award acquisition strategy to buy Agency IT services, valued in excess of $1B. Developed the Agency's A-76 inventory reporting (FAIR Act). Also performed analytical tasks of a statistical sampling nature (e.g., telecom billing samples for customer validation). CFE representative on working group advising ASD(NII) on requirements for the new MAIS Report to Congress. DISA representative on the Cost Estimating/Financial Management Competency Panel, chaired by AT&L. CFE reviewer of acquisition policy taskers, internal and external to the Agency. Developed Business Case Analysis (BCA) toolkit for Agency-wide use (web-published along with the DISA Cost Analysis Manual and affiliated cost factors). Developed a BCA for reducing DISA global network management (GIG Operations) from 13 to 3 physical centers. Represented or supported the CFE at Agency acquisition reviews (internal and external).
As DISA prepared for its first financial statement audit, my IC Team was leveraged with tasks to prepare Agency for the internal control phase of the audit. Tasks included key process documentation/testing, risk assessment, weakness identification, and development of corrective action plans. Additionally, IC was responsible for Agency A-123 ICOFR reporting, and FMFIA Statement of Assurance preparation.
SA Team reviewed 12+ years of legacy support agreements and MOAs for currency. Relevant agreements were revised to comply with DISA policy/standards for format, content, staffing and archiving. Provided specific recommendations to AT&L for an update of DoDI 4000.19.
Assigned as CFE’s LEAN/Six Sigma training and initiative manager. My CFE Security Officer implemented physical security (incl. COOP) and safety policy for the directorate.
I provided a bridge between my teams and other divisions and directorates for socialization of problems not solvable by them. I also provided strategic planning for my division. My first step was to organize IC and SA under team leaders. Freed of so much direct reporting, I was better able to focus on long-range goals. Principal goal was to transform division into a more customer-centric unit in concert with the High Performance Organization model. Collected historical data on process variances (e.g., cost estimates maturing over the acquisition life of programs), and developed financial metrics to build a new Business Scorecard for DISA.
Was being processed for TS/SCI at time of retirement – interim TS assigned. Held TS in 1981-1982 while working for TRACOR, Inc. (now BAE Systems).
Secret clearance was continuous from Jun 1982 through DISA employment.
5. Washington Headquarters Services - WHS (08/21/2006 - 10/12/2007)
Arlington, VA
Supervisor: Arleen Crawford, 703-***-****
Pay Grade: GS-0560-14 (YA-03)
Branch Head of the Information Technology Resource Management Office (IT-RMO). Collaborated with IT staffs at WHS, White House Military Office (WHMO) and U.S. Court of Appeals for the Armed Forces. Provided financial analysis/advice on IT portfolio management to senior/mid-level management. Participated in Capital Planning and Investment Control process from planning through execution. Reviewed IT business cases in the light of current law, regulation and policy. Scored business case portfolios during program reviews, and participated in a portfolio reorganization. Formulated budget exhibits, including SNaP-IT inputs, and briefed budgets during OUSD(C) hearings. Acted as WHMO's advocate during reviews. Participated in DoD IT Portfolio Repository meetings/data reviews, and was appointed an auxiliary seat on the Pentagon Area CIO Council's (PACC) Resource Strategy Board.
Built spend plans in a portfolio management application (ProSight). My team initiated funding actions for local contracts or other agency performance. Closely tracked funding actions, including contract awards/modifications (EDA) and payments (MOCAS, VPS, public vouchers), to justify accounting adjustments. FY2007 execution was $32M O&M authority, $4M procurement, and $0.2M RDT&E.
Drafted policy documents standardizing business processes among our 6 RMOs. Participated in a Procurement Request Portal pilot, which automated financial execution across the WHS enterprise. Wrote an issue paper to further a WHS strategic goal (increase cost visibility). Researched background for a $9M billing dispute with another agency, and developed issue paper with alternatives to support executive decision-making. Was a Process Action Team participant developing an SOP for year-end close-out (wrote the RMO portion of the SOP).
Proposed NSPS performance objectives for myself/subordinate. Developed tables of metrics to support NSPS evaluation. Held monthly discussions with subordinate employee to track his progress against performance objectives.
6. Naval Air Systems Command – NAVAIR (04/01/1997 - 08/20/2006) - Budget Analyst
Patuxent River, Maryland
Supervisor: Audrey Macknight, 301-***-****
Pay Grade: GS-0560-13
Organizations: PMA213, PMA251
Over nine years experience formulating and executing budgets in Navy Integrated Program Teams, and fifteen years prior to that formulating field cost estimates for budgets. FY2006 budget execution: $56M RDT&E, $23M procurement, and $8M O&M.
As a Certified Defense Financial Manager, provided expert guidance to program leaders on the executability of their program plans. I advised leadership when proposed activities were achievable within budget, viable for the cited appropriation, and compliant with regulations. Participated in PM's risk management and configuration control boards. Formulated budget exhibits, defended budgetary positions before review authority, answered budget questions, and wrote appeals. Budget development included a new Exhibit 300 requirement in FY03 for a pre-MDAP program - this and later submissions always scored well with OMB. Monitored Program Budget Decisions, as well as language in legislative actions, for topics of interest (adds, earmarks, rescissions and other congressional interest items).
Performed capital planning for systems/modifications (moderated ‘rack-n-stack’ conferences), and developed/maintained program spend plans. Captured planning data (including 'what if' proposals) and execution actuals, and balanced plans to controls. Briefed financial data at NAVCOMPT hearings, congressional reviews, NAVAIR Executive Review Boards, and NAVSEA performance reviews. Responded to rescissions & sweep-up reviews, certified non-DoD billings for DFAS payment, and monitored contracts for closing account liabilities. Performed pre-CCB technical reviews of Engineering Change Proposals.
During financial execution, I performed continuous reconciliation of accounting data from various official and unofficial sources. In FY1999 I developed requirements for converting a multi-appropriation, multi-program financial tracking system to a Y2K compliant application. Initiated account reconciliation training for a 20 person financial team to correct a skill deficiency. Acted for Lead Business Managers (GS-14) during their absences, including a 3 month absence during which Enterprise Resource Planning (ERP) was launched at NAVAIR.
During the final 4 years I executed project team lead and finance roles in the NAVAIR ERP system, that integrated finance, accounting, payroll, training, project management and budgeting functions. Before ERP launch in FY2003, participated on the Initial Load Team to create budget and project work breakdown structures (WBS) in the system. All General Funded work is budgeted and financed from budget structures, and equivalent Working Capital Funded activities are planned, resourced and financed from project structures using a standard activity-based cost dictionary.
In FY2004, provided an EVM team with specific design options to create a Management Control System within one of my program's project structures. This was an EVM pilot project in ERP for a pre-MDAP program.
In FY2004, participated in an ERP pilot to explore the capabilities and limitations of ERP budget extraction with some of the more complex budgets of the agency. Participated in venues to share experiences on ERP performance, and submitted periodic deficiency reports.
Addressed ad hoc issues that arose within the command, including the following:
- Definition of ‘product’ vs. ‘support’ in budgeting, ‘support’ being the focus of workload reductions mandated by SECNAV. I led a process action team that explored the issue, and developed a set of briefing slides for the PM's use in defending his budgets (~$250M annually) before senior management.
- Applicability of National Security System classification to programs per Clinger-Cohen Act.
- Applicability of the 50/50 Depot Maintenance Report to equipment installation projects - a rebuttal of GAO attempts to extend reporting requirements.
- Applicability of using Project Orders to fund equipment installation projects.
- Applicability of using DoD published Obligation/Outlay Rates as performance benchmarks.
I participated in a financial workforce shaping pilot project, and contributed to a legislative proposal to narrow the definition of a program New Start.
For 5 years was Contracting Officer's Representative (COR) for a 43-person management support contract. Participated in source selection on two occasions, including debriefing the offerors. Developed delivery order and contract modification packages, monitored contract performance, certified invoices for payment, evaluated key personnel substitutions and annual contract performance (CPARS), wrote letters of appreciation for individual performances, and collaborated with contractor management to resolve problems. I managed the long-range Advisory & Assistance Services plan for this contract and the PM's logistics management contract, for which I was the de facto Financial COR (FCOR).
7. Naval Air Warfare Center, Aircraft Division (06/01/1982-04/01/1997) - Program Analyst
Patuxent River, Maryland United States
Supervisor: Fuad Bouhussein, 301-***-****; Contact: Yes
Pay Grade: GS-0343-12
Led a team providing products and services to the PEO-Theater Air Defense for their Ship Self-Defense System. Project included development/integration of identification (ID) systems. My role included: a) providing input to PEO on performance, schedule and cost issues for NAWC task areas/products, and b) ensuring project compliance with PEO policies, guidelines and constraints. For a team staffed from engineering and logistics disciplines I costed requirements and allocated resources, and developed execution plans including contracting strategy and administration. Negotiated/wrote a Memorandum of Agreement between the PEO and NAVAIR, the acquisition authority for certain ID systems. Briefed various teams, working groups, panels and boards chartered to monitor program progress. Presented annual proposals for work efforts (cost/work plans) and coordinated quarterly performance reviews by the PEO.
From 1982-93 I led several projects, including: a) analyzing effectiveness of operator training and procedures for shipboard Identification Friend or Foe (IFF) systems; b) liaison with the FAA and Navy fleet for interference reduction involving air traffic control systems; c) participation in training audits of IFF operator and maintainer courses; d) revision of training manuals and maintenance plans.
From 1983-90 was Contracting Officer’s Representative for an engineering services contract (125 work-year/year). Coordinated administration with 30 task monitors and 4 Branch Heads. Negotiated resource allocation with Branch Heads and level-of-effort increases (sole sourced) from contracting officers to meet growing manpower demand during Reagan-era Fleet build-up. Developed procurement packages, chaired source selection evaluation boards, evaluated cost proposals, participated in discussions with offerors and protest resolutions, processed FOIA requests, wrote Technical Direction Letters to the contractor (~50 per year) to delineate specific tasks under the Statement of Work, accepted deliverables (~1,200 per year), and appraised contract performance. Clarified issues raised in Acquisition Plans with legal and program review staff at SECNAV level.
Participated in Process Action Teams to improve expenditure reporting, and to improve logistics support software tools.
8. TRACOR Applied Sciences (11/1979 – 5/31/1982) – Sr. Electronics Technician (team lead)
Led team in repairing depot reparable components of AN/OE-82B and C SATCOM antenna groups. Developed test procedures and test jigs to bring components into compliance with OEM requirements.
Was the In-Service Engineering Agent for these antenna groups. Conducted shipboard technical assists for problems reported by the fleet. Participated in installing a SATCOM system aboard USNS Sirius. Helped develop contract specifications for OE-82C re-purchase. Developed a tuned-cavity-diplexer dent tuning procedure that saved the Navy approximately $100K the first month of its development, reclaiming a pallet-load of units that were badly distorted by dry-air over-pressurization.
Top Secret clearance.
Education:
Defense Acquisition University
Ft. Belvoir, VA US
Certification - 8/2005
Major: Program Management
Relevant Coursework, Licensures and Certifications:
Level 3 certification in Program Management, under authority of the Defense Acquisition Workforce Improvement Act
American Society of Military Comptrollers
Arlington, VA US
Certification - 7/2002
Major: Defense Financial Management
Relevant Coursework, Licensures and Certifications:
Certified Defense Financial Manager, per ASMC examination series.
Defense Acquisition University
Ft. Belvoir, VA US
Certification - 10/1998
Major: Business, Cost Estimating and Financial Management
Relevant Coursework, Licensures and Certifications:
Level 3 certification in Business, Cost Estimating and Financial Management, under authority of the Defense Acquisition Workforce Improvement Act
Defense Acquisition University
Ft. Belvoir, VA US
Certification - 8/1996
Major: Systems Planning, Research, Development and Engineering
Relevant Coursework, Licensures and Certifications:
Level 3 certification in Systems Planning, Research, Development and Engineering, under authority of the Defense Acquisition Workforce Improvement Act.
College of Southern Maryland
LaPlata, MD US
Some College Coursework Completed - 7/1982
18 Semester Hours
Major: computer science
GPA: 4.0 out of 4.0
Case-Western Reserve
Cleveland, OH US
Some College Coursework Completed - 6/1966
18 Semester Hours
Major: chemistry
GPA: 3.9 out of 4.0
Training:
Program Management: Program Management Professional ‘Bootcamp’ (PMTI), 32 hours, 12/08; Program Management Office (PMT352A/B), 550 hours, 4/05, 8/05; Program Management Tools (PMT250 Equivalence Exam), 2/05; Intermediate Systems Acquisition (ACQ201), 80 hours, 12/95; Software System Acquisition and Development, 40 hours, 2/93; Government Program Management, 40 hours, 11/91
Management/Supervision: Defense Decision Support Course, 40 hours, 12/06; Leading Organizational Change, 24 hours, 5/05; High Performance Organizations, 24 hours, 5/03; Supervision II, 16 hours, 8/02; Supervision I, 32 hours, 4/02; Introduction to Total Quality Management, 8 hours, 5/93
Financial: Comptroller Accreditation and Fiscal Law (JAG Legal Ctr & School), 28 hours, 1/09; DoD Business Managers' Conference, 16 hours - each, 5/08,5/07,5/04,5/03; Navy Working Capital Fund Conference, 16 hours each, 2-02, 2-01; Enhanced Defense Financial Management Course, 40 hours, 6/01; Federal Appropriation Law, 32 hours, 4/00; COBRA Reconciliation System, 8 hours, 2/99; NAVAIR Funds Usage, 12 hours, 12/98; Business, Cost Estimating and Financial Management Workshop (BFM301), 72 hours, 9/98; Systems Acquisition Funds Management (BFM201), 40 hours, 1/97
Cost Analysis: Joint Agency Cost Schedule Risk and Uncertainty, 24 hours, 8/14; Business Case Analysis (CLL015), 8 hours, 8/08; Operations & Support Cost Analysis (BCF215), 40 hours, 5/06; Cost Management Summit, 16 hours, 11/04; Data Analysis Using MS-Excel, 24 hours, 4/01; Cost Risk Analysis (BCE206), 40 hours, 8/97; Intermediate Cost Analysis (BCE204), 120 hours, 4/97; Intermediate Contract Performance Measurement (BFM203), 80 hours, 9/96
Contracting: COR Refresher, 4 hours, 8/04; COR Refresher, 4 hours, 8/01; COR Refresher, 4 hours, 7/98; COR Refresher, 4 hours, 8/95; COR Course (NAVSUP Standard), 24 hours, 11/90; Contract Source Selection, 8 hours, 3/88
Logistics: Program Support Data Sheets, 12 hours, 7/03; Supply Management for Engineering Agents, 32 hours, 7/93
Miscellaneous: Using MS-Access, 24 hours, 2/99; Systems Engineering Workshop (SYS301), 40 hours, 9/93; and numerous logistics and engineering courses prior to 1990
Licenses and Certificates:
See under EDUCATION block.
Honors, Awards & Special Accomplishments:
PERFORMANCE APPRAISALS & AWARDS:
Incentive Award 8/09, 6/06, 5/05, 4/04, 7/03, 5/03, 3/02, 5/01, 5/00, 1/99, 9/97, 10/96, 10/95, 2/92, 2/89, 9/88, 5/87; Time-Off Award 4/03; Outstanding Rating 8/98, 6/96, 6/94, 12/93, 12/92, 12/91, 12/88, 1/88; Demonstration Project Increase 3/94; Quality Step Increase 9/01, 2/93, 2/90, 10/84.
Other Information:
Certificates of Appreciation from Information Technology Management Directorate of WHS, 10/07, 10/06; Letter of Appreciation from NAVSEA Comptroller (SEA 017) with NAVAIR PMA213 endorsement, 10/02; Certificate of Appreciation from NAVAIR Financial Management Competency leadership, 6/02; Acquisition Professional Community member, 5/97; SECRET clearance since 1979 (TOP SECRET in 1982 only).
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