1. Northrop Grumman Corporation
Manager, Operations Research 3 2009-2011
 As the Manager, Operations Research 3; and Site Manager Joint Staff-J-8 Analytic Agenda
Office/ Support to Strategic Assessments I supervised 7 on-site operations research and
strategic planning personnel in planning, administration n and bi-monthly production of
Multi Service Force Deployment (MSFD) documentation for the DoD Budget Process and
Capabilities Development within the military services. This included supervising
submission of all 8 contracts’ deliverables to J-8.
 Created and instituted a Quality Assurance plan that was used by the Contracting Officer's
Technical Representative (COTR) to provide customer feedback as to our site
performance. Ultimately used by COTR to communicate with the Contracting Officer's
Representative (COR) which led to adoption by all Northrop Grumman Technical Services
contracts in J-8.
 Planned and Executed bi-monthly MSFD planning conferences in Carlisle, PA; supporting
150 DoD military and civilian staff members from across the globe in creating their MSFD
plans (Defense Planning Scenarios).
 Developed a software tool that was fundamental providing decision support to the MSFD
conference members. This led to refining the software at successive conferences and the
decision support tool is now a formally managed model at the Office of the Secretary of
Defense (OSD).
Northrop Grumman Corporation
Operations Research 3/4 2005-2009
 Senior Analyst and Site Manager for Analysis Support for Programmatic Decisions
supporting Headquarters, Marine Corps leading a $2 million dollar a year contract
planning, organizing, and directing execution of assigned projects with available
resources.
One controversial project was a “Cost Evaluation” of the Expeditionary Fighting Vehicle (EFV)
program directed by the customer. Given 30 days and the lack of a current Cost Analysis
Requirements Description (CARD), I promoted and supervised a parametric examination that
revealed a result that was 150% of the Program of Record. The financial managers within the
Program Office were actively maintaining an Estimate at Completion (EAC) almost identical in
size, this assessment resulted in a decision by P&R to ask for added contributions to the Cost
Task from Naval Center For Cost Analysis, to the program’s benefit