1. Richard C. Sievert
Richard.C.Sievert@gmail.com
(714) 287-1670
www.linkedin.com/in/RSievert
Anaheim Hills, California
FINANCE PROFESSIONAL
Planning ● Modeling ● Operational Efficiency / Organizational Effectiveness ● Cash Flow
Performance / results oriented professional with uncompromising commitment to business excellence /
people development.
 Deep hands-on experience in business execution, financial planning / business modeling –
including support to mergers & acquisitions, internal audit / accounting, contracting, estimating,
financial controls (estimates at complete, budgets), and cash flow management.
 Strong emphasis on leadership, program planning (efficient schedule / resource alignment and
risks / opportunities), and organizational performance / execution.
 Extensive record of partnering with business leaders to drive and improve business results in
complex / changing environments while developing next generation leaders.
PROFESSIONAL EXPERIENCE
The Boeing Company 1986 - 2015
$96B Company that designs, develops, manufactures, sells, services, and supports commercial jetliners, military
aircraft, satellites, missile defense, human space flight, and launch systems and services worldwide
Finance Director - Program Planning / Execution; Defense, Space & Security Division (2008 - 2015)
Transitioned to strengthen direct finance support to programs; responsible for defining, implementing
and monitoring - planning, baseline management, risk management and performance (Earned Value
Management) best practices across programs ($33B Annual Sales / 10% ROS), as well as managing
high performance assist team. Engagements include:
 Cross-functional Executability Risk Assessments (ERAs) on key high risk campaigns (6-8 annual,
$1B+) to identify and mitigate / capture risks / opportunities early and ensure programs are
executable within their proposed cost & schedule.
 Program Planning / Program Start-Up Assists (10-12 annual) on strategic starts to ensure clear
alignment of resources / quick effective start,
 Program Management Best Practices (PMBP) assessments / assists (4-6 annual) to facilitate
cross organizational learning / improve program performance, as well as,
 Facilitating implementation of the Enterprise Standard Gated Process (ESGP) on development
programs to define expected operational maturity at lifecycle stages to avoid travelling risks.
Root cause / corrective actions performed / actions taken to address systemic issues. Initiatives include:
Boeing Product Development System / Breaking the Cost Curve, and Make / Buy.
Accomplishment: 88% high risk programs engaged currently meet or exceed financial commitments.
Finance / Corporate Audit Director; Office of Internal Governance (2003 - 2008)
Responsible for assessing enterprise risk and providing reasonable assurance of management internal
controls across Boeing Defense Space & Security programs.
Established risk based annual audit program approved by the Corporate Audit Committee. Executed
audit program, conducting 5-7 quarterly reviews on programs and functional processes with a team of
~24 auditors. Team included mix of Enterprise Auditors – a key Boeing leadership development program
designed to offer broad exposure to company’s global operations.
Active CFO / Controller engagement / coordination with Deloitte; Quarterly Board review.
Responsible for managing audit results to closure, reporting metrics, and continuously monitoring
internal control risks.

2. Richard C. Sievert Page 2
Finance Director - Government Launch Services; Expendable Launch Systems Division (2001 - 2003)
Contracted Delta rocket programs through delivery. Initiatives included: securing additional Assured
Access funding through Congress ($100M+), parametric Life Cycle Cost modeling to support price
reasonableness, contract type discussions as well as procurement of space insurance via Lloyds and
other int’l markets.
Chief Financial Officer - Delta II / III Business; Expendable Launch Systems Division (1998 - 2001)
Led all contracting (FAR Part 12/15, commercial); pricing / estimating, scheduling, financial operations
and planning activities. Held product margins amidst severe production / launch rate reductions with
emphasis on supplier cost and labor efficiency; tightly managed inventory requirements - significantly
improving cash flow $150M - $190M. Improved financial visibility and earnings performance by
converting from contract-level recognition to discrete mission (unit cost). Supported, developed,
presented and implemented production facility consolidation – transitioning Huntington Beach operations
to Decatur / outside suppliers.
Director - Financial Planning & Analysis; Helicopter Systems Division, Mesa Arizona (1996 - 1998)
Led Mesa site strategic planning, cost management, financial planning and business systems;
supported divestiture of commercial helicopter program.
Chief Financial Officer - Apache Business; Helicopter Systems Division (1995 - 1996)
Managed contracts (FAR Part 15), pricing and financial operations associated with Longbow
development and initial production. Participated in US (multi-year / first production contract) and United
Kingdom (co-production) contract negotiations ~$2.5B.
Actively involved in Supplier Management backlog definitization including contract terms & conditions,
cost targets / initiatives, payment terms (including foreign currency) and review of negotiation strategies
(opening position through settlement). Engaged multi-functional teams (engineering, procurement,
contracts and cost/price analysis) to produce favorable supplier settlements.
Improved cash flow by developing and negotiating the UK milestone and US performance based
payment plans. US plan (transitioning from progress payments to performance based payments) led to
Pentagon-level interest and review; both programs managed to zero balance net inventory positions.
Chief Financial Officer - Commercial Helicopters (MD Explorer, MD 500, MD 600) (1992 - 1995)
Managed contracts, pricing, finance, accounting and resource management; led programs to
significantly improve financial performance ($100M+ Annual Sales / 10% ROS).
Improved financial visibility by modeling program’s price / cost structure, cost benchmarking against
affordability targets, and evaluating product’s competitive value on both aircraft and support segments.
Implemented pricing policies / cost structure improvements increasing gross margins in excess of 18
percentage points.
Implemented disciplined inventory management practices (aircraft and support) - including improved
sales forecasting, product lead-time reductions, supplier change provisions and lower finished inventory
targets - reducing inventory 50%.
Development Business Manager (1989 - 1991)
Estimating Manager (1986 - 1989)
EDUCATION
Master of Business Administration, University of Michigan – Finance
Bachelor of Arts, Michigan State University – Economics / Socioeconomics