1. MARGUERITE
BROADWELL
Cell:
202-­‐256-­‐8202
1
OBJECTIVE
Achieve audacious goals through ingenuity, strategic partnerships, communications, and
lean management.
WORK EXPERIENCE
Strategic Integration & Innovation Program Executive NASA HQ Sept 2007-Present
A. Strategically Leading, Managing, and Advancing Change – Innovation,
Affordability, Policy
In 2014, co-led the establishment of 2 NASA Innovation Awards focused on encouraging
a culture of innovation; was the only team member not employed in a Human Resource
office. Analyzed agency and Human Exploration and Operations Mission Directorate’s
(HEOMD’s) Federal Employee Viewpoint Survey Results, 2011-2014, to strategically
focus on areas needing attention to achieve mission goals and more fully leverage
expertise of a passionate, talented workforce. Created, lead, and manage an Innovation
Awards Program in HEOMD’s Advanced Exploration Systems Division (approx. 600
employees agency-wide) to recognize and promote innovation achievement. Within a
year, directly reached over 2,000 employees and provided $30K in reward funding to
facilitate continued innovation. Presented at the United Nation-sponsored World Summit
on Innovation and Entrepreneurship in 2014.
Chaired NASA’s first workshop focusing on human exploration of near Earth asteroids
(NEAs) to gain support of the agency’s new policy direction from the U.S. President, in
2010. Achieving our goals for the Explore NEAs Objectives Workshop (“Explore NOW”)
required a keen strategic plan, a well-honed and communicated tactical plan, choice
staffing, effective leadership and time management, as well as team commitment.
Achieving the workshop goals was extremely challenging and complex based on
extensive input needed from diverse communities, the constrained timeframe and
resources, and high visibility. Not only was the workshop a tremendous success, it
transformed the NEA community into a lasting network, benefitting the Agency for years to
come.
Led an agency initiative to discern how to increase the affordability of NASA’s human
spaceflight programs, 2009. Collaborated with senior leadership and employees at NASA,
the Department of Defense (DoD), and 25 aerospace companies to achieve recognition of
our need, identification of solutions, and commitment to increase innovation to achieve
greater affordability and sustainability of our programs. My leadership contributions toward
advancing the affordability of our human spaceflight programs were recognized with a
NASA Honor Award.
Was instrumental in transforming HEOMD’s program management, governance, and
contracting through implementation of affordability tenets. Changes favorably impacted
several billion dollars of procurement activity across multiple Centers and programs.
Prepared HEOMD reports and briefing materials conveying our “affordability” progress
and plans to high-level senior Agency and Administration officials and Congress.
B. Applying Technical Knowledge, Analyzing Problems, and Calculating Risks
As a member of a small team, led by the NASA Office of Safety and Mission Assurance,
conducted an Organizational Safety Assessment (OSA) of NASA’s Human Spaceflight

2. MARGUERITE
BROADWELL
Cell:
202-­‐256-­‐8202
2
Programs. The reviews were requested by the NASA Associate Administrator and
HEOMD Assistant Administrator to assess the risks of safety issues. I am the only team
member not from NASA’s technical authorities – Chief Engineer, Crew Health & Medical,
Safety & Mission Assurance. Program managers of the Space Launch Systems, Ground
Systems Development & Operations Programs have found the reviews very helpful and
requested subsequent reviews. Currently, conducting a review of the Orion Program.
C. Innovatively Communicating Complex Concepts to Stakeholders
In collaboration with the Institute for Human and Machine Cognition, conceived, designed,
and produced 2 innovative education and outreach products using concept maps. The
web-based product, "Why We Explore," serves as an entry point for NASA’s stakeholder
community to gain an in-depth understanding of the rationale for space exploration, the
methods of achieving it, challenges that must be met, and the benefits to our country as
well as the global society. The second product is an iPad application on the agency’s
Asteroid Redirect Mission (ARM) and its context within our goal of human pioneering of
Mars. These products are the result of conducting and producing more than 200 video
interviews with icons in the space industry, including senior NASA leaders, astronauts,
and subject matter experts.
D. Strategically Planning and Partnering
Built a coalition of industry support for NASA’s lunar exploration architecture plans through
effective strategic planning, leadership and teamwork. Through successful ongoing
collaborative engagement with industry through the U.S. Chamber of Commerce Space
Enterprise Council, we achieved industry’s active support and bipartisan congressional
buy-in. My strategic vision and leadership, industry produced valuable contributions to
NASA’s lunar architecture development process, including identifying lunar systems
interface standards to maximize interoperability and future commercial opportunities.
Led a multi-Center team in the integration, development and release of a complex Broad
Agency Announcement (BAA) for innovative solutions in 6 challenge areas for the Lunar
Surface System (LSS) Project. To achieve our goals, I organized an Industry Day at the
USCC (125 attendees representing 71 entities), evaluated 78 proposals, selected 12 for
award, and issued a press release. This complex and comprehensive process was
accomplished in only 10-weeks. My leadership and teamwork were recognized by NASA
Johnson Space Center with an Exceptional Performance Award.
Executive Director, NASA Advisory Council NASA HQ April 2008-Dec 2009
Appointed by NASA Administrator Dr. Mike Griffin to serve as the Executive Director of
the NASA Advisory Council (NAC). Served as an honest broker, effective communicator,
problem solver, advisor, and leader in support of both NASA and the NAC. Achieved
Congressional support for key NASA’s plans as a result of effectively preparing the NAC
Chair and the Chair of the Audit & Finance Committee to testify before Congress. The
broad scope of the hearing charter, its focus on areas of strategic importance to NASA’s
future, and the high level of political debate on the issues being addressed made
preparation and submittal of the written and oral testimonies in a short time frame very
challenging.
Effectively managed a $15M NAC budget, supervised a staff of 15, and maintained
oversight and communications with the Council’s 6 committees, 7 subcommittees, 2
analysis groups. Developed the agenda, provided the logistics support, and facilitated the

3. MARGUERITE
BROADWELL
Cell:
202-­‐256-­‐8202
3
NAC Chairman’s communications for each of the NAC’s (3 or 4 per year) meetings of 35
Council members. Reformed and streamlined the execution and administration of the
NAC making it more transparent, efficient and responsive to the needs of NASA and the
public. Led the NAC through a sweeping change from a more closed, non-FACA (Federal
Advisory Committee Act) group to a more open and transparent organization.
• Employed new processes and requirements that resulted in the presentations
made during the NAC public meeting being 508 compliant and posted on the
public NAC website within 3 business days of the meeting. This improvement was
noticed by and reported in the media, with kudos to the Agency for its progress in
increasing its transparency.
• Changed the contracting approach for logistics and administrative support of the
Council meetings resulting in a 20% reduction in annual costs and a significant
reduction in administrative time.
Lead, Strategic Integration and Partnerships NASA HQ Jan 2006-Aug 2007
Led the development, publication, and release of ESMD's first (and only) Strategic
Implementation Plan, July 2007. As the newly formed mission directorate responsible for
implementing the President’s vision for human exploration, this was a critically important
document for communicating who, what, how, where, and when we would be achieving
this vision. For the next five years, this document served as a key communication tool and
reference within NASA and for industry, Congress, and the international community.
Chosen by colleagues to serve as team lead for strategic international, commercial,
interagency and cross-directorate partnerships. Also, led ESMD collaborations with the
international community and other directorates with the following accomplishments.
* As NASA's lead for International Partnerships, I participated in the development and
approval of the Terms of Reference for the International Space Exploration Coordination
Group (ISECG) and the conduct of its first meeting.
* Initiated and effectively implemented the creation of the NASA Partnership Integration
Committee (PIC) to achieve coordination among the science and human exploration
mission directorates and strategically plan our collaboration and communications with the
international community. It's comprised of the Deputy Associate Administrators (DAAs) of
the Explorations Systems, Space Operations, and Science Mission Directorates and the
DAA of the Office of External Relations. For the past 8 years, the agency has continued
utilizing this strategic planning and coordination forum.
* Served as the Exploration Systems Mission Directorate’s (ESMD’s) Co-Chair of the
Optimizing Science & Exploration Working Group (OSEWG). The OSEWG was a
collaborative leadership and integration body, chartered by the Science Mission
Directorate (SMD) and ESMD, to identify and communicate science
objectives/requirements for incorporation into the exploration architecture. Established an
unprecedented level of collaboration and improved alignment of resources through my
OSEWG leadership and by initiating and leading strategic bimonthly ESMD-SMD senior
management roundtable discussions.
Recognition of my impact expressed by SMD’s Director of Planetary Sciences in a note to
the Assistant Administrator of ESMD: "Marguerite’s efforts and professional approach
have been a large part of why the PIC (Partnership Integration Committee) and
SMD/ESMD coordination efforts have been so successful. In addition, her efforts as co-

4. MARGUERITE
BROADWELL
Cell:
202-­‐256-­‐8202
4
chair of the OSEWG to keep the definition of science requirements on track have been
key in the infusion of science into the Vision for Space Exploration...”
Special Assistant to the Deputy Associate Administrator for Integration NASA HQ
Effectively served as ESMD’s lead interface with and strategic integrator for all 10 NASA
Centers for communications, planning, funding issues, performance reporting, and
problem resolution. Identified major civil servant and contractor workforce staffing issues
at the Centers that precipitated significant remedial action and substantial savings to
ESMD
Represented the directorate on Agency strategic planning and crosscutting agency
teams/forums, including those addressing institutional capabilities, core competencies,
and workforce planning. In collaboration with ESMD management, developed the strategic
Outcomes and Annual Performance Goals for the Integrated Budget and Performance
Document (IBPD) and negotiated them with the Office of Program Analysis & Evaluation
and OMB. Effectively served as the primary interface with and oversaw the General
Accounting Office and Inspector General for audits and investigations.
Congressional Affairs Officer (Detail Assignment) Feb 2004-July 2004
President's Commission on Implementation of United States Space Exploration
Policy
Appointed by NASA Administrator O’Keefe to serve as the Congressional Affairs Officer
for the President’s Commission on Implementation of the US Space Exploration Policy.
Due to the effective, strategic, persuasive communications and close coordination among
the Commission, NASA, Office of Science & Technology Policy (OSTP), Office of
Management & Budget (OMB), and Congress, we were able to get legislation passed to
direct NASA to implement the President’s vision for humans to explore the Moon, Mars
and beyond.
• Led all Congressional-related Commission communications with NASA, OMB, and
OSTP, including strategically planning meetings with Members of Congress, including
Congressional Leadership, constituents, oversight committee staff, and key caucuses.
• Analyzed 15 years NASA-related appropriations and authorization bills and reports to
identify the recurring themes, concerns, and direction.
My impactful and strategic leadership was recognized with the NASA Exceptional Service
Medal.
Legislative Affairs Specialist NASA HQ April 2001-July 2004
Effectively served as NASA’s liaison to Congress for the International Space Station (ISS)
Program, the Office of External Relations and new commercial projects during a period of
intense Congressional engagement. Communicated effectively with Congressional staff
by responding to their questions, defining hearing content and identifying relevant
witnesses, and resolving issues. Actively and persuasively engaged with congressional
staff of NASA’s House and Senate oversight committees to effectively advocate NASA’s
position, address their concerns about the significant cost overruns on the ISS program,
avoid cancellation of the ISS program, address the risks and merits of private U.S.
citizens/tourists flying to the ISS, and addressing the Columbia shuttle accident.

5. MARGUERITE
BROADWELL
Cell:
202-­‐256-­‐8202
5
ISS Commercial Development Manager NASA HQ May 1999-March 2001
Established an entrepreneurial approach to forming commercial partnerships, minimizing
bureaucracy, and maximizing the taxpayers’ return on investment. Participated as an
integral team member in establishing the Agency’s first ISS commercial partnership.
Served as Agreement Manager for this groundbreaking, agency-wide, commercial, multi-
media, ISS utilization agreement. Responded to external inquiries from OMB, Congress
and the media. Participated in high-level cross-organizational teams evaluating
commercial opportunities and developing policies affecting present and future industry
partnerships, including participation on the Agency’s sponsorship policy development
team.
I received (2) NASA Headquarters Exceptional Performance Awards, an Exceptional
Performance Group Award – Multimedia Team, and an Exceptional Performance Group
Award – Sponsorship Policy Team.
Intellectual Property Rights Advisor NASA GSFC Feb 1996-April 1999
Provided guidance and negotiation assistance to procurement and program personnel on
contract issues involving data rights, software and data copyrights, invention disclosures,
new technology and patent rights reporting, and technology transfer. Negotiated and
drafted software copyright license agreements with industry. Promoted Goddard Space
Flight Center’s (GSFC’s) technology partnerships and helped prepare NASA Press
Releases. Participated in the development of NASA’s Policy Directives on handling of
computer software, New Technology Reporting and Technology Commercialization.
Facilitated technology transfer and commercialization through the use of Technical
Assistance Agreements and Space Act Agreements.
Contract Specialist NASA GSFC April 1990-Jan 1996
Developed acquisition strategy, solicited proposals, evaluated, negotiated, and awarded
over $400M in NASA contract actions for orbital launch services (3 years) and earth
science support services (3 years). Administered contracts of all types, including
establishing and negotiating mission success criteria and incentive/failure payment
arrangements in a fixed-price-incentive type launch services contract.
Performance was recognized with a Group Achievement Award for Delta Launch Vehicle
Team, (2) Exceptional Performance Awards for work on the Orbital Launch Services
Project, a Special Act Group Award for Group Achievement from the Earth Sciences
Directorate, and a Superior Accomplishment Special Act Award.
OTHER LEADERSHIP ACTIVITIES - VOLUNTEER
President, Goddard Employee Welfare Association (GEWA) – Selected by GSFC
senior management to serve on the Executive Council of the 3,500 member GEWA in
1995; elected and served as Council President, 1996-1998. Managed a $550K budget;
restructured, competed and awarded a new concessionaire’s agreement for vending on
campus and food services in 2 cafeterias (including remodeling of main cafeteria) which
resulted in increased income to GEWA. Worked with the Director of GSFC to resolve
issues with the GESTA labor union and eliminate discriminatory conduct of a GEWA Club.

6. MARGUERITE
BROADWELL
Cell:
202-­‐256-­‐8202
6
Church: Member of Leadership Council, Chair of Stewardship, Stephen’s Minister
EDUCATION
Federal Executive Institute - Leadership for a Democratic Society, 2005
The Babcock Graduate School of Business at Wake Forest University – Master in
Business Administration (MBA)
Selected by Wake Forest University to attend the Women As Leaders Forum,
Washington, DC
Lenoir-Rhyne University - graduated cum laude with a Bachelor of Arts degree in
Business Administration; Basketball Scholarship - Captain, MVP