1. Brad S. Keck
(703) 808-6817, Email: bkeck525@gmail.com
Home: (703) 437-3325; Cell: (202) 510-7981
Active Security Clearance: TS/SCI with CI Poly
Professional Profile
Senior financial analyst and business leader with proven results after 36 years of service in
U.S. Air Force and Intelligence Community acquisition program offices and in the corporate
environment. Higher headquarters assignments both as a military officer and as a
government contractor. Expert in the federal budgeting, acquisition, and sustainment
processes. Trusted advisor to senior government and corporate executives. Supervised
many employees and managed the performance of contractor advisory and assistance
services contracts.
Professional Experience and Selected Accomplishments
Tecolote ResearchInc. - Chantilly, VA
A leading provider of cost estimating, financial management, scheduling, and earned value
management (EVM) services for complex acquisition, construction, and integration
projects. Approximately 600 employees nation wide.
Director of NRO Programs 1999-Present
Manage 21 Tecolote personnel skilled in budget analysis, cost estimating, scheduling, and
earned value management in their everyday performance on seven government contracts.
 Consistently meets or exceeded sales projections
 Rewarded with consistent high contract award fee rates (99%-100%)
 Meets target contract hours and stays within budget ceilings
 Ensures contracts are adequately funded
 Participated on several winning proposal teams
Senior Budget Analyst – National Reconnaissance Office (NRO) 1999-Present
Directly supports the government defend annual budget requests, formulate out-year
budgets, execute current year budgets, and manage program and contract funding for
satellite, launch vehicle, and associated ground communication system program offices.
 Orchestrated the building of the annual budget submissions
- Coordinated with other program offices,drafted budget documentation (Congressional
level program summaries and briefings)
- Documentation articulated budget content, increases/decreases and the associated
rationale, budget line item funding allocations, and projected accomplishments
 Continually called upon to explain to non-budget personnel the budget process and
the inherent critical events within
 Analyzed program funding and associated prime contractor reports (Contract Funds
Status Reports, Cost Performance Reports)

2. Brad S. Keck, (202) 510-7981, bkeck525@gmail.com 2
- Discoveredmany instances where contractswere overfunded with respect to current
year requirements; dollars realigned forunfunded requirements
- Advised the government on appropriate resource allocations, ultimately leading to more
credible budget submissions than in the past
 Developed and conducted monthly budget expenditure reviews; streamlined the
process reducing the workload in half
United States Air Force
Assistant Secretary ofthe Air Force (Acquisition),WashingtonDC
Directs the development, purchase, and life cycle support of space and nuclear deterrent
programs. Develops SecAF position on satellites, launch vehicles, ICBMs, space
infrastructure and user equipment. Coordinates and advocates AF Space programs with
other Services, OSD, Joint Staff and White House. Works with Congress and committees to
articulate program status, plans, and funding requirements.
Deputy Chief, ICBM and Space Launch Division 1996-1999
Directed day-to-day operations of an eight-person division. Air Force lead for the
acquisition of the $4.0 billion Medium Launch Vehicle program and the Air Force Satellite
Control Network. Develops and advocates DoD and Air Force policy for space launch
programs and defends activities to Congress and OSD.
 Successfully defended program budgets to Air Force and OSD leadership, and
Congressional Committee Staffers
 Developed the budget recovery plan that returned the Delta II launch capability for
the Global Positioning System following a major launch failure and briefed
congressional staffers – keeping Congress totally informed
 Persuaded OSD comptroller to reverse the decision to remove $118 million from the
Delta II program which was critical in restoring launch capability
 Ensured program funding strategies and budget execution complied with established
Department of Defense fiscal policy
 Meticulously led program spending reviews and found an excess of $126 million that
was redirected to other higher priority Air Force requirements
Acquisition Career Development Manager 1993-1996
Directed the Air Force implementation and enforcement of the Congressionally mandated
Defense Acquisition Workforce Improvement Act (DAWIA) establishing mandatory
program manager qualification requirements - experience, education, and training.
Managed the network of 37,000+ acquisition functional managers worldwide. Developed
policy affecting Acquisition Category (ACAT) III and IV program manager career
progression. Briefed the program at seminars, conferences and Senior Service Schools.
Ogden Air Logistics Center – Hill AFB, UT
Chief, F-16 Systems Management Division 1990-1993
Managed the logistics support for USAF and European F-16 aircraft fleet including aircraft
modification programs, logistics requirements, and the acquisition of support equipment

3. Brad S. Keck, (202) 510-7981, bkeck525@gmail.com 3
and aircraft spares. Evaluated contractor proposals, and performance. Supervised 24
civilian and military personnel of various logistics disciplines. Managed multiple projects.
F-16 Foreign Military Sales Program Manager 1987-1990
Managed the $325 million F-16 foreign military sales acquisition program for the
governments of Thailand and Singapore under the Security Assistance program. Program
training and aircraft delivery were completed one month ahead of schedule. Accelerated
the delivery of critical support items by an average of six months. Established great rapport
with the General officers of the Royal Thai Air Force.
Space Division,Los Angeles AFB, CA
Chief, Mobile Systems Acquisition Division 1986 - 1987
Managed the design, development, test, deployment, and support of a $500M mobile
ground terminal program. Managed over 30 projects within the program. Prepared
program requirements, budget estimates, evaluated contractor proposals, and
performance. Supervised nine military officers and two civilian personnel.
Chief, Financial Management Division 1983-1986
Managed all financial planning, programming, and budget execution for the Defense
Support Program - an annual budget exceeding $500M. Analyzed over 100 projects for
propriety of funds, funding availability, and advised the program director on a continual
basis. Supervised 5 military and civilian personnel.
Aeronautical Systems Division,Wright PattersonAFB, OH
Electro-Optical Program Manager 1979-1983
Planned, budgeted, and managed the design, development, production, and integration and
test of electro-optical subsystems for fighter aircraft. Coordinated program engineering,
financial, logistics, and testing activities. Conducted and provided oversight to a 30 day
flight test and a 14 day depot maintenance engineering change installation; both at
overseas locations. Managed the life cycle support of weapon systems.
Honors and Awards
Numerous recognitions for support to NRO acquisition programs
Meritorious Service Medal, 1 Oakleaf cluster
Air Force Commendation Medal, 1 Oakleaf cluster
Air Force Achievement Medal
Education and Training
M.A Management - University of Phoenix
B.S. Business Management - Brigham Young University
Defense Systems Management College, Advanced Program Management Course
DAWIA Level III Certification - Program Management
DAWIA Level II Certification – Acquisition Logistics