Director of Contracts/Procurement

JILL A LANE

Phone¬-412-***-**** E mail - *********@*****.***

OBJECTIVE:

A senior level Contracts/ Subcontracts/Procurement position where I can utilize my experience in effective leadership, managing the contracting and purchasing process cradle to grave, and have responsibility for program oversight of contracts and procurement management and administration. I am an asset to any organization because I can apply industry best practices to both contracts and procurement, which makes me instantaneously effective. I maintain a NACI clearance on file with OPM.

KEY SKILLS:

My key skills include:

• 27+ years experience in contract administration and acquisition experience, 17+ for government contractors and government agencies, 4 years of which were as a GS-1102/Grade 14/6 Supervisory Contracts Specialist, Branch Chief.

• Established contract performance metrics, monitored supplier performance to contract terms and conditions, identified problems and risks that could impact contract performance.

• Experienced Director of Procurement for 14+ years where I managed all procurements and contracts/subcontracts for two large multinational companies, one non profit and one government agency.

• As a Director of Procurement and a Contracting Officer I was an executive with these companies where procurements were often in excess of one million dollars. I managed up to 62 procurement/contract/and subcontracts analysts as well as support personnel.

• Worked for several large commercial organizations and government agencies where I built the department from the ground up, set the negotiating strategy and developed and implemented the procurement policies and procedures.

• 17+ years in government acquisitions as a manager with experience in leadership, developing and implementing division procurement strategic vision, budget development and contract administration management.

• Prepared and negotiated hundreds of proposals, purchasing agreements, leases, subcontracts and contracts for supplies and services as well as non-disclosure agreements, memoranda of understanding, and modifications.

• Managed large contracts, as the prime vendor, with up to 54 subcontracts.

• Developed and implemented negotiation strategies for large corporations that included one agency saving in excess of 5.8 million dollars in 18 months.

• Hands on experience in all types of contracts and subcontracts, R&D, T&M, Firm Fixed Price, Cost Plus, CPFF, Performance Based, Service Contracting, IDIQ, GWAC, GSA, etc.

• Reviewed terms and conditions of federal solicitations/contracts, reviewed proposals and RFP’s. Dissected and prepared RFP’s and cost proposals for submittal to government.

• Possess advanced knowledge and related experience in commercial and government contracts administration and related laws, (FAR, DFAR, ICC and UCC) terms and conditions and all types of contracts.

PROFESSIONAL EXPERIENCE:

Procurement Partners, Germantown, MD

2002-Current CEO

CEO of Contracts/Subcontracts and Procurement Consulting firm where I offer my consulting services as subject matter expert in government contracts. Primarily my clients are federal government agencies and large government contractors. I have provided these companies and agencies with supervisory and senior contract management assistance. At one government agency I was responsible for reviewing the procedures, policies, and practices to ensure they were consistent with FAR and other government related laws (National Cancer Institute). At another agency I assisted as a senior contracting specialist with “hands on” experience provided to the client by providing cradle to grave contract and subcontract administration in accordance with agency rules and regulations. At the National Cancer Institute and FDA I managed R&D contracts and procurement for those contracts. For a different client (government contractor) I provided such services as; developing RFP’s, writing proposals, reviewing program SOW’s, administration of all documents from pre to post award, managing a staff of contracts specialists and administrators, preparing and negotiating non-disclosure agreements and teaming agreements, and monitoring contracts and subcontracts for compliance to government regulations. One of my clients utilized my services as a subcontracts expert to write subcontracts for them as a prime contractor. My task was to write 54 subcontracts. (Under one prime contract) For this client I developed complex subcontract terms and conditions and made sure that they complied with FAR. These terms and conditions included such categories as services, conflict of interest, indemnity, contractor responsibility, defaults, cancellation, rights and data, etc.

Results: Over the last nine years I have contributed much needed assistance to federal agencies and commercial contractors as a subject matter expert in contracts and acquisitions. This knowledge of cradle to grave contract management resulted in saving millions of dollars for various agencies. My skills and services include writing highly complicated RFP’s and SOW’s for a large IT contracts (150 billion+ for Social Security Administration) and helping agencies relieve backlogs in contract processing and closeout. In one agency (Bureau of Census) I managed a large contract for contract closeout and my team managed the close out of over 800 contracts in one year.

AARP. Washington, DC

(2000-2002) Sr. Asset Manager, IT Business Operations

I was recruited to AARP as a senior consultant because of my IT Business Management, Contracts and Procurement Management expertise. During my tenor at AARP I utilized my experience in the contracts management field to perform contract administration for all IT and major automated systems contracts. I performed cradle to grave contract administration, contracts and subcontract negotiation, reviewed and prepared RFP’s and analyzed proposals. I provided pre award and post award contract administration. I worked with senior management to develop budgets and managed company contract files. While at AARP I prepared and negotiated teaming agreements, MOU’s, Non-Disclosures, Contracts, and Subcontracts. I developed and implemented new policies and procedures for IT Business Management, reviewed major software and hardware purchases, managed and negotiated software license agreements, and improved IT contracts and acquisition systems for the largest association in the country.

Results: I managed all IT contracts/subcontracts and improved software, services, policies and procedures for the nations largest non-profit. These business collaborations led to process improvements that shortened the amount of time it takes to perform certain tasks in the IT contracts and acquisition area and I received company recognition for it. The re-ordering time for all IT supplies and equipment was shortened by 25% because of process improvements in the supply chain that I developed and implemented. I also developed and implemented a new contract negotiating strategy and bolstered the area of complex procurement transactions. The result was that AARP saved 15% of the IT budget in the first year. (2.5 million)

MVM, Inc., McLean, VA

(1997-2000) Director of Government Business Development

The President and CEO recruited me to this privately owned $60 million dollar computer security and IT company as the Director of Government Business Development. I was recruited because of my expert knowledge in the arena of federal contract management. I also possess a sound understanding of the computer industry and business law. At the time I was recruited, the company sales were $34 million. When I left, sales were over $68 million. I provided technical expertise in analyzing government bids, gathering intelligence, responding to RFP’s, and writing cost and technical proposals. These actions doubled MVM’s computer security and IT business in the first eighteen months. My specific responsibility as the Director of Government Business Development was to increase sales. I established the strategic direction and growth strategy related to gaining federal contracts. The vision was to take the company public, and it was my responsibility to increase sales volume and create growth strategies within the federal government. I identified and managed the most critical initiatives of the Business Development Unit and served as the principal advisor to the CEO on business development.

Results: Business profit improved from 7% to 18.7% and above on government contracts. Overhead was decreased by 20% as the contracts increased in size, thus making the company more profitable. I implemented an aggressive government capture plan and gained improvement in total sales of almost 100% in eighteen months. I solely managed 36 million in wins in eighteen months. This improved total sales from $34 million to $64 million. While at MVM I attended The Sandler High Tech Training classes and scored highest in my class for sales ability.

DCPS, Washington DC

1993 1997: GS1102-14/6 Supervisory Contract Specialist, Division Director: Contracts and Procurement

Division Director of Contracts and Procurement for a large government agency with over 170 locations. The annual budget was over $560 million. I supervised a staff of 62 people, from senior staff to contract administrators and procurement clerks. I was a direct report to the head of the agency. During my tenor here I created a strategic plan to increase supply chain efficiency and generate division revenues for the division, the first in this department in agency history. I also developed and implemented the division’s strategic negotiation plan, resulting in 10% of the agency’s budget being saved just from contract and procurement negotiation. (5.6 million) I received the agency’s highest award two years in a row as outstanding employee. By implementing government and agency wide reforms, in contracts and procurement, the contracts department became an outstanding division in customer service. The amount of time to contract for goods and services was decreased significantly from 120 days to 45 days.

Results: I developed and implemented a strategic contracts management plan that provided support for this large government agency. I identified and redefined the agency’s contracts practices, procedures and processes. I trained and educated staff on contracts management issues and I was extremely successful in implementing a cradle to grave contracts administration and supply chain management support system for the agency. Through a strategic contract negotiation policy that I developed and implemented, the agency enjoyed a $ 5.6 million dollar savings in the first 12 months and higher savings thereafter. In addition I developed and implemented a supply chain improvement program that took orders from 60-90 days down to 15-20 days, an agency best.

B.F. Saul Co. Chevy Chase MD

1988 1992: Director of Corporate Contracts/Subcontracts and Purchasing

I was recruited from Marriott as a Director of Corporate Contracts and Purchasing Department for a nationwide commercial real estate and banking company, (Chevy Chase Bank). This position was a key position on the Executive Operating Committee. At BF Saul, I directed the supply chain management, contract functions, capital budget, and content management and distribution for several hundred locations. My responsibilities as a Director of Contracts and Purchasing included directing corporate staff to implement process improvement strategies, improve supply chain policies and procedures, and increase accountability in the contracts division. I realigned the department work, created and revised all contracting processes, and developed contract compliance standards. I was responsible for providing contract expertise to the staff and cross-training them in all aspects of contract administration and negotiation.

I established the division’s strategic direction and developed group goals. I managed all large contracts and had signature authority to $ 1 million dollars. I used my skills from Marriott to implement an efficient contracts management program. During this time I became a certified trainer in the following courses: Win-Win Negotiating, Goal Setting, Supervision, Customer Relations, Dealing With Difficult People, and How To Speak Up and Set Limits. I used these skills to train contracts and purchasing personnel.

Results: I realigned department work, created new contract policies and procedures, wrote a new policy manual and provided contract expertise. By establishing new strategies, the lead-time for contracts was drastically reduced, customer service was measurably increased, and relationships with suppliers turned into “win win” business outcomes. This resulted in cost savings to the company of 2.5 million in the first year. The company was in an explosive growth period, and establishing these strategic directions early on helped manage larger more complex contracts and created greater savings in years 2-4.

Marriott Corp. Int’l, Bethesda, MD

1984 1988: International Corporate Contracts and Purchasing Manager

I joined Marriott Hotels International as a Corporate Contracts and Purchasing Manager at its headquarters in Bethesda. I managed the contracts and purchasing functions and supervised a staff of thirteen procurement professionals. I applied my knowledge of procurement/contracts policies and procedures and wrote seven policy manuals for this international company. During these four years I managed the contracts for marketing, TV and radio time, printed material and magazine ads. I created a strategic negotiation direction for this division that saved over $10 million in the first year and more in the next three years. I cross trained procurement and contracts professionals. Marriott was in an energized growth mode during this period of time and I personally participated on a special senior management team that supervised the openings of over 100 hotels. Opening 100 hotels in four years required constant planning and process improvement. I improved processes to meet our current and future growth strategies.

Results: By revising the methods of contracting and procurement, renegotiating contracts according to our strategic plan, and streamlining operations, the company enjoyed savings of $ 10.8 million in first year. I insisted on results from purchasing staff and organized the operations teams to produce the desired results.

EDUCATION:

University of Maryland: College Park, MD Matriculating toward BA degree in Technology and Management. Currently

Maintaining overall GPA of 3.98. Knowledgeable in all Microsoft products (Word, Excel, Outlook, Visio, Access, Power Point, etc.) Lotus Notes, Prism.

Related Education: Goal Setting for Executives (RAC), Government Contracts (UMD) Government & Technology (UMD) Managing Employees (DDI) Sandler High Tech Sales (Sandler Institute) Business Law (Rutgers) Government Ethics (DOT)

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