Staff Executive Administrator

Myra Brandon

**** *** ******, **

Washington, DC 20001

E-Mail: ***********@*****.***

Home: 202-***-****

Cell: 202-***-****

TS/SCI w/Lifestyle Poly – held for 11years w/CIA

TS/SCI w/CI Poly

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SUMMARY: Accomplished Management Professional with over 20 years of extensive experience in supporting high-level executives. Demonstrates effectiveness in handling complex internal and external customer relations and responding to critical deadlines, has the ability to manage projects and handle multiple responsibilities, a self-starter with excellent communication and management skills. Performed as Project Manager with the understanding of programmatic practices such as project deliverables for CPMP Control Gates and deliverables that increase the success rate for collecting, confirming, and managing requirements to deliver a well accepted product. Performed as Lead Systems Analysis with analytical writing skills to document complex business processes, effective decision maker and strong problem solver with the ability to gather and interpret relevant data and information while supporting the Sys ERB, NERB and NCCB to support Configuration Management Team. Performed as IT/IS Maintenance Engineering and Test to evaluated and upgraded COTS (Commercial-Off-The-Shelf) products. Documented and maintained test procedures, planned, scheduled and documented test results.

EDUCATION: Strayer University – Master of Science

Business Administration – December, 1998

Strayer University – Bachelor of Science

Business Administration/Computer Information Systems – June, 1996

Strayer University – Associate Degree

Business Administration - June, 1994

Other Courses: Process Improvement Initiative, Configuration Management/Measurement, Pre-Award and Contract Management, Project Management, Quality Assurance, Risk Management System Needs and Requirements, Test & Evaluation, Tech Insertion, NGA Readiness Procedures, NGA Readiness Practice, Management Growth, Principles of Selective Listening, Exceptional Administrative Skills, Achieving and Setting Personal Goals, Leadership for the Future, Time Management, Written Communications, ISO 9000, Six Sigma Orientation, Writing Good Required Capabilities, Request for Change (RFC) Writing and Processing, CIA Project Management Process (CPMP), Service Request System (SRS). Advance skills in Microsoft Office Suite (Word, Outlook, Excel, and PowerPoint), Analytical and writing skills to document complex business processes, effective decision maker and strong problem solver, ability to gather and interpret relevant data information, excellent verbal and written communications skills, and ability to work independently or in team environment. Proficient in SharePoint and Agile.

Executive Administrator Staff, Defense Intelligence Agency (DIA), DynCorp International – 05/12 – 10/12 Maintained, and as appropriate, executes/coordinates functions during the absence of the executive while keeping the individual abreast of daily activities. Organizes, prioritizes, and summarizes the content of incoming materials, specially gathered information, and special requests and outgoing correspondence for Chief Information Officer (CIO), Deputy CIO, and Chief of Staff, including understanding and coordination activities for board of director materials, financial information releases, and other high-level and sensitive information. Provides support of top-level executives in coordinating and scheduling, anticipates and prepares correspondence and reports as directed by senior management, as well as independently, to corporate office, applicants, associates, vendors, or employees. Organizes and may chair conferences, meetings or company events assigned to the business. Provides guidance to employees and management on business objectives and matters requiring discretion.

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Serves in support of the Defense Intelligence Agency’s (DIA) Directorate for Information Management and Chief Information Officer (DSD). Reviews and assesses information submitted by various staff elements and prepares

narrative presentations, fact sheets, information papers, graphs, and charts which provide a basis for decision, program objectives, and final presentations. Researches, coordinates, and prepares IT-related MOUs/MOAs,

CONOPs, policy and operational memoranda, DCI and DoD directives and regulations, and other high-level correspondence for signature. Drafts and coordinates information technology (IT) special projects and project plans, and tracks IT reports and system documentation. Review and assesses IT-related information submitted by various staff elements and prepares other narrative presentations, fact sheets, information papers, graphs, and charts which provide basis for decisions, program objectives, and final presentation. Serves as the divisions entry/focal point for all external and internal taskings. Drafts and coordinates responses to IT-related official taskings and leadership inquiries with primary staff officers and DSD partners. Brief’s senior-level DSD officials; provides advice and assist to resolve problems and develops recommendations for leadership. Prepares complex staff actions and staff packages. Coordinates and monitors taskings/staff actions with appropriate internal and external offices.

Office Engineering Space Coordinator (ESC) – to facilitate space management and communication throughout DS and reduce single-point failure where everyone is going to a single person for all issues and questions. This representative will be the Office single point of contact for all space issues within that office, and will coordinate and collaborate with the DS ESC to ensure a cohesive space program. The appointed Office ESC is someone who will have the authority to speak for management, although major decisions are not expected on the spot. ESCs will attempt to resolve issues at the lowest level first, and escalate as necessary to the DS ESC.

Laid Off – February12, 2010 – May, 2012

Project Task Manager, Director of Communications and Director of Public Affairs (DNI), PYRAMID, General Dynamics – 7/08 – 2/2010 - This position started as a temporary position to assist with the office set up for the Public Affairs Office moving from DC to Tyson. Served as Task Manager to the PAO with daily telephone inquiry from the media in reference to IC Communications, Press Releases, and ODNI News. Established a metric database for the DNI (McConnell), PDDNI (Kerr) and DIS (Burgess), which tracked all correspondence such as; special invitations, public speaking engagements, golf tournaments, dinners, etc. Public Affairs Office receives Event Invitation for DNI or Front Office receives Event Invitation for DNI or other ODNI offices receive Event Invitation for DNI. These invites are forwarded to the Public Affairs Office for action. The Public Affairs Office researched these events; consult with appropriate ODNI entities and makes recommendation. The Director of Communications meets with DNI to present options/recommendations. The DNI accepts or declines events. If declined, Public Affairs Office declines on behalf of the DNI in official Events Database for historical record. Public Affairs Office sends regret to Event Organizer or works to find available substitute.

CoS EA, Policy, Plans & Requirements (PPR) (DNI), PYRAMID, General Dynamics, Bolling AFB, 11/07 – 7/08 –Maintain CoS calendar, serve as the POC for all calendar requests, invites, and pertinent meetings that involve the CoS, prepare briefing books as needed for CoS related meetings and events. Assist CoS and PPR front office with various tasks and requests as needed, back-up for Deputy DNI when his EA is absent. Manage Transportation, Conference Room Scheduling, Supply Ordering, Driver Request, VIP Parking Request Databases. Update and maintain the PPR Front Office folders located on the shared drive, ensure all organization charts, phone list and component data are up to date. Serve as liaison between PPR and Human Resources (HR). Updating personnel roster to ensure accuracy, contacting PPR components for updates, attending weekly HR meetings to discuss the Unit Manning Document (UMD), preparing Request for Hire (RFH), and Position Description (PD), scheduling interviews for various positions and preparing interviewing packages for review board and ERB.

CoS Executive Secretary/Office Manager, Vacancy Manager (DNI), FUSION, General Dynamics, Bolling AFB, 9/06 – 11/07 – Carry out the day-to-day administrative operations and the long-term administrative planning in support of the ODNI CIO mission. Functions included: manage the Front Office (DIAC) daily operations, prepare executive correspondence, travel books, and consolidate WAR, for CIO and D/CIO, manage the CIO, D/CIO, DOS, and D/DoS calendars, manage the ODNI CIO training, awards, and performance (TAP) program, provide a human resource liaison for government vacancies, hiring, and transferring, manage the ODNI CIO filling system and

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provides process improvements as necessary, edit executive correspondence for appropriate grammar and writing style, manage DNI CIO approved templates and formats for documentation and correspondence, manage ODNI CIO

space at DIAC, prepare and submit supply, logistics, and facility requests; receive supplies and maintain the supply cabinets, conduct property management, space management and security management for the CIO, manage vault

access lists, pass clearances, and initiate visit requests, maintains the ODNI CIO Unit Manning Document (UMD), manage the ODNI CIO networks, system accounts, and permissions, conduct systems administration for ODNI CIO users on the CWE and AIN.

Manager, EMS Help Desk Tier 2/Tier 3 Support, General Dynamics, Chantilly, VA, 9/05 –9/06 – The Enterprise Messaging Services (EMS) application provides a single method for creating and processing standard and restricted handling messages at Headquarters and in the field, and allows users to create, authenticate, review, coordinate, and

release messages. EMS is now in the Operations and Maintenance phase of the Software Development Cycle. A significant part of this phase consists of EMS software upgrades and enhancements. These are compiled from the OMP Tracking Database and incorporated into the EMS production application.

This process begins when the Help Desk receives a report of a potential problem with the EMS operational system. These reports are documented in either a Trouble Ticket (TT) or a Problem Report (PR). They should be resolved with the customer’s Tier 1 Close Support Team (CST). If not, they are sent to the EMS Help Desk Tier 2 level, however, if they identify a discrepancy or enhancement to the EMS system or its documentation, the Trouble Ticket

(TT) or Problem Report (PR) may be forwarded to the System Administrators (Tier 3) for further investigation and analysis. Depending on their priority or critically, these reports may be converted into Discrepancy Reports (DRs) or Request for Change (RFCs) and entered into the Office of Message Processing (OMP) Tracking Database. They are then considered for future releases into the EMS production application.

Managed team workload schedules for Tier 2 and Tier 3 support personnel, tracked and designed Trouble Ticket (TT), tracked all Action Request System (SRS) tickets. Prepared monthly Microsoft Excel/Microsoft PowerPoint reports and presentations for number of trouble ticket calls received from DO vs. Non-DO. Monitored trends, consisting of the top 5 issues/problems associated with EMS system and briefed the AOA PCB monthly. Reviewed resume and hired qualified staff to fill Help Desk positions.

Project Manager, Key Solutions, Inc., Upper Marlboro, MD, 11/04 – 9/05: Experienced with the understanding of programmatic practices, such as project deliverables for CPMP Control Gates and deliverables that increase the success rate for collecting, confirming, and managing requirements to deliver a well accepted product. Generate relevant project documentation and prepare for necessary control gates consisting of major milestones including the following: Facilitate meetings with customer groups to gather and validate requirements. Obtain a signed customer requirements document to define the scope of the project and establish a clear understanding of project requirements

for the customer and project stakeholders. Provide a detailed description of how the network is structured at the point in time before changes are made to the network. Once the engineer design has been developed, attend the NERB with a prepared BOE (Bill of Equipment - routers, switches, modem, etc.). Prepare the BOM (Bill of Material - conduit, fiber, cable, etc. The BOM also includes labor hours.), along with BOE and engineering design to complete the design stage of the project. Develop the price proposal to identify and apply all project costs before delivery to the customer to increase the accuracy of the ratio between the price proposal and actual project costs. Track whether the lease lines, BOM and BOE have been ordered, when delivery is expected, and when they were actually received. Create SRS (Service Request System) task for NetServ Project Control for installation and other service providers as necessary. Once installed, verify with customer that the equipment has been installed, tested and in use by the customer. Obtain customer acceptance of the installation and insure that the complete project meets the requirements as written and agreed upon. Attend the NORB (Network Operations Review Board) in order to turn the completed project over to O&M (Operations and Maintenance).

Lead Systems Analyst, BAE Systems, IT/IS ME&T (Maintenance Engineering & Test) - NGA Bethesda, MD, 05/04 - 11/04:- Evaluated and upgraded COTS (Commercial-Off-The-Shelf) products, planned and performed independent testing (regression & integration testing) of block build support for operational systems; including the

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NSS (Navigation Safety System) and GNPS (Geographic Names Processing System). Accessed database support to develop and maintain IT/IS test plans, procedures, and reports, program analysis, tracking and witness testing of

external releases of new functionality including: document and maintain test procedures, plan and schedule test events, conduct formal test when required, document test results in daily test logs and final test reports, witness tests

conducted by external entities for acceptance of new releases. Attended bi-weekly COTS Review Team Meetings and CMB (Configuration Management Board) meetings to discuss DR’s (Discrepancy Reports) for NSS/GNPS.

Lead Systems Analyst, BAE Systems, Facilities Modernization Initiative Project - NGA, Bethesda, MD, 11/ 2003 – 5/2004: Supported two positions (Facilities Modernization Project and Configuration Management Support). Secretariat for the Facilities Modernization Initiative Project efforts underway at several NGA locations. As part of the NGA Strategic Plan to make the best use of our resources, to provide timely, high quality, relevant imagery, imagery intelligence and geospatial information to policy makers and war fighters, a team was developed to create a

Business Process Re-engineering group. This team created a high level business model, worked with clients (NGA), to translate the business needs into technical requirements. Developed a Master Schedule in order to update/monitor weekly information. This team assigned and tracked action items for the Dale Carlia/Sumner Site projects. The Facilities Modernization team provided support to assist in developing concepts and strategies and conduct planning and scheduling activities to identify the critical government infrastructure systems and assets to NGA’s mission and operation. Conducted analysis of NGA’s mission requirements and their dependencies upon the government infrastructure so that threat, vulnerability, and risk assessment could be conducted to assure the survivability of critical systems. Chaired technical exchange meetings to review delivery of assign teams. Responsible for tracking

task coordination and monitoring projects activities, including status reports and contributed recognized functional expertise to NGA deliverables.

Lead Systems Analyst, BAE Systems, Configuration Management Support Team NJVC IT/IS - NGA, Washington, DC, 11/2000 – 11/2003: Supported the SysERB, NERB, and NCCB. Supported the technical review, evaluation and coordination of RFCs (Requests for Change) presented to the NIMA Configuration Control Board for approval and control. Reviewed external, jointly controlled RFCs as well as RFCs to non-jointly controlled documents. This required technical evaluation of more than 30 RFCs per month, establishing configuration control board agendas, working action items, and providing minutes of meetings. Supported the preparation, coordination, technical review, recommendation, and disposition of RFCs with potential impact to IS functions or operations and maintenance capabilities. Assessed technical quality and accuracy, evaluated impact of changes on system design and requirements, and generated additions and corrections.

Systems Administrator II, Klein Technology, McLean, Virginia, 1999 – 11/2000: Provided support for Microsoft Office, Netscape, Lotus Notes, CIRCUS, NT/CWE desktop configuration with LTM's to resolve problems. Worked closely with a variety of Agency components to ensure customer issues were resolved, providing personalized follow-up to verify problem resolution and customer satisfaction.

Security Monitor, Argenbright Security, Chantilly, Virginia, 1998 – 1999: Observed the activities and movements of designated uncleared person(s) while they were working or visiting our Agency facilities.

Student - Strayer University, Washington, DC, 1998: Attended Strayer University and completed the Masters of Science program in Business Administration on December 7, 1998. Accepted the VRIP package (early retirement), from AT&T in June, 1998.

Staff Manager, AT&T Resource Link, Washington, DC, 1996 – 1998: Provided Administrative Services Support (Building Facilities Manager) to 650 AT&T Government Markets employees. Successfully managed and ensured the needs of the clients with a staff of 15 non-management personnel. Developed tailored solutions that met the operational and financial needs of the client groups with receptionist, daily mail pick-up and delivery, bill payments, paychecks, parking, metro checks, Kastle (security) keys, and building security. Performed as client’s single point of contact and interfaced with all levels of management in the client organization regarding such matters as budgeting and cost reduction.

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Staff Associate, AT&T/BC Services, Silver Spring, Maryland, 1995 – 1996: Administrative assistant supporting three management executives and their teams to relocate 650 Government Markets employees. These teams were staffed by all levels, TG-5 to D band managers, selected by the Government Market Board to consolidate five offices into one while enhancing EVA, CVA and PVA. Acted as interface point and promoted information sharing among the teams. Handled all correspondence, filed meeting minutes, and documented distribution for all three teams using MS Word, MS Excel, PowerPoint, AT&T Mail Access, and building floor plans. Coordinated all activities and actively interface with multiple high-level executives across BCServices/Government Markets.

Administrative Office Manager, AT&T Capital Corp., Washington, DC, 1992 – 1995: Successfully managed overall operation by ensuring critical lease documents were finalized, and monies were posted to correct customer accounts. Developed a customized automated invoice system in response to federal requirement, which provided for accurate and prompt payment of bills. Managed the manager’s calendar, scheduled meetings and conferences, made

travel arrangements, and handled the word processing of all correspondence. Typed and prepared lease documents to send to clients for review and signature.

Federal Administrative Clerk, AT&T Federal Systems GBCS, Silver Spring, Maryland, 1990 – 1992: Provided secretarial support to general manager, and his 189 managers. As administrative secretary, scheduled meetings and made numerous travel arrangements. Reviewed vouchers and timesheets for accuracy and assisted off-site managers located in Atlanta, Denver, California, and the Washington, D.C. area. Prepared and tracked all expenditures.

Federal Administrative Clerk, AT&T Federal Systems, Washington, DC, 1989 – 1990: Supported 16 managers of Federal Systems Civil Voice and Network Program District and served as Secretary to District Manager. Tracked all Custom Systems Automation Program (CSAP) and maintained all attendance records, word processing, and various other administrative functions.

Reports Clerk, AT&T Communications Planning Center (CPC), Washington, DC, 1987 – 1989: Supported 10 managers engaged in sales presentation and equipment demonstrations for AT&T’s largest business clients. Tracked revenue dollars from client visits to CPC (Communications Planning Center), as well as client attendance, scheduled seminars, made bill payments, and reconciled petty cash.

STR/MTR, AT&T Information Systems, Washington, DC, 1984 – 1987: Managed and maintained critical time reporting system capturing data for over 500 management employees located in D.C., Maryland, Virginia, and West Virginia.

Reports Clerk, AMTRAK National Account, AT&T Communications, Washington, DC, 1983 – 1980: Supported 10 managers assigned to the AMTRAK National Account. Prepared bill payments, planned and organized conferences and meetings, communicated daily with clients, and generated reports via CMS (BRMIS, POCITS, BACH, SWAT, and SOTS) electronic mail messaging and various other internal computer systems.

C&P Telephone Company, Washington, DC, 1970 – 1980: Held various administrative and customer service positions.

Awards:

Outstanding Service and Performance Award – General Dynamics, November 2009, General Dynamics, 2008, BAE Systems, July 2004; Rainbow Award - AT&T, 1998; AT&T CARES - AT&T 1997; Diversity Council Member - AT&T 1996; Bronze Award Winner - AT&T 1995

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