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Click here or scroll down to respond to this candidateCandidate's Name
PHONE NUMBER AVAILABLE cellEMAIL AVAILABLESUMMARY OF EXPERIENCE:Contracts Manager/Program Manager/Consultant with more than 35 years of proven experience in providing strategic acquisition planning and contract administration support as a consultant and government employee. I have extensive working knowledge of the DFAR, FAR, HUDAR, AMS, and USPS Principle and Practices.As a previous Level 3 Contracting Officer with signature authority up to $10 million, I have extensive experience procuring cradle-to-grave transportation, professional services, operational equipment, and information technology through soliciting, awarding, administering, and closing Fixed Price, Time & Material, Cost Reimbursement, Interagency Agreements, GSA and IDIQ contracts.PROFESSIONAL EXPERIENCE:Kingdom Reign Enterprise LLC subktr to Broadleaf for DARPA August 2021 May 2024975 N. Randolph Drive, Arlington VAContract Specialist/ SETA Support CMO DivisionPrepare documents for contract awards and modifications, which includes but is not limited to developing and reviewing requirements for Performance Work Statements; market research, planning, developing cost estimates and implementing source selection; contractual strategies, preparing pricing memorandums, and writing best value recommendations for award. In addition, issuing modifications while managing cost and fixed price task orders for seven (7) Master IDIQ DARPA Wide contracts. Hold a Secret Clearance.U.S. Postal Service June 2018 Retired July 2021Team Lead/C.O. (V01- Equivalent to GS-14) [Full-Time-40 hrs/wk]475 LEnfant Plaza SW, Washington DC 20260. Prashanth Kallat PHONE NUMBER AVAILABLEKey Accomplishments: As a Sr. Contract Specialist/Contracting Officer with a $10M warrant, I am the team lead for the Professional Services group which consisted of five (5) contract specialists. I am responsible for planning, organizing, awarding and managing the following service contracts: consulting, legal, market research, and other special services that are not covered in other areas.Manage 300 contracts with a $126.1 million + spend.Supervise and provide technical leadership to my team on the acquisition planning process, which includes but is not limited to: developing and reviewing requirements for Statements of Work; determining the appropriate method of procurement; market research, planning, developing cost estimates and implementing source selection; contractual strategies, and preparing recommendations for awards and non-competitives.Researched, presented and implemented a Corporate Strategic Sourcing Plan (CSSP) for the Professional Consulting Services (PCS) Project to the Executive Leadership Team (ELT) in February 2020. I had to identify trends within the industry and how I will be able to save or implement new ideas/technologies. The number one problem we have in our group is having our internal customers determine the labor mix and level of effort before submitting their requirements. I presented via a Powerpoint presentation on the research I found regarding some tools we could use but also presented our own Requirements Complexity Calculator. In addition, I proposed we look into Value Added Procurements. I am currently researching an effort to pilot a project that will increase revenue of approximately $100,000/year.Assist the specialists as a business and purchasing advisor when attending pre/post award meetings and negotiations. Recently, my specialist tried negotiating with an incumbent supplier, who was 15% higher than their competitors. Therefore, I took over and negotiated them down by 11% based on their rate for one labor category which was extremely high compared to the market and their escalation rate of 4% was higher than the IBIS Report of 1.6% for professional services. We saved approximately $1.3M per year for the next 5 years.Supervise and train specialists on how to conduct requirements analysis, help internal customers develop technical requirements for Statements of Work, review proposals for reasonableness of cost to determine best value, and how to manage contracts by monitoring schedule, performance and costs.I have recommended to our Policy group on numerous occasions as to changes that should be made to clauses, provisions, policy and procedures. For example, when I started working for Professional Services, I noticed they used Clause 2-20 / Option to Renew, which I thought should only be used for Transportation Renewals. My recommendation was that Professional Services should only use 2-19 Option to Extend Services or change clause 2-20 because we do not renew contracts. They agreed and revised Clause 2-20 /Option Period. I consistently ask the Policy group questions because I find loopholes, especially when a new Supply Management (SM) Communication comes out regarding a new policy.Leader of the Strategic Initiative (SI) Strengthen Talent Management and Employee Engagement. I was tasked to implement four (4) projects under this initiative. I led a team of four (4) individuals for this project. Looking at Internal/External Development Tools was one of the projects. After reviewing tools in the marketplace and internal, I noticed we did not have a Supply Management Leadership Program. I actually put the entire curriculum together. It is currently being reviewed by the Supply Management Leadership Team.Conduct Key Supplier meetings with my suppliers and IBP for lessons learned and how to strengthen the partnership.U.S. Postal Service Oct 2016 June 2018Manager, Local Distribution Transportation (LDT) Office (V-02-Equivalent to GS-15) Full-Time-40 hrs/wk]1200 Mercantile Lane, Largo MD 20772. Bridget Rice PHONE NUMBER AVAILABLEKey Accomplishments: As the manager for the LDT office, I manage a diverse team of 33 postal contract professionals plus 20 contractor personnel. As the manager, I provided oversight and solved complex acquisition problems for the LDT office concerning all local (short haul) transportation contracts for the entire U.S. which includes soliciting, negotiating, awarding and managing over 4,664 contracts; conducting regular meetings with our suppliers and internal customers, coordinating and resolving day-to-day issues/concerns and performing other duties as listed below:Managed 4,664 contracts with a $1 billion + spend. All Postal Service contracts are evaluated and awarded based on best value.Focused teams on business objectives and tracked progress to ensure project milestones were completed on time, on budget and with the desired results.I was responsible for the hiring, firing and disciplining of all the employees and contractors within my office.One of my major accomplishments as an engaged leader is when I implemented International Day (in lieu of Cinco de Mayo) in my office. My office represented eleven (11) different countries. On that day, each person would share their cultural: food, clothing, and fun facts.Researched, presented and implemented a Corporate Strategic Sourcing Plan (CSSP) for the Dynamic Routing Optimization (DRO) Project to the Executive Leadership Team (ELT). I had to identify trends in transportation; problem areas (i.e. such as the large number of small suppliers we contracted with and how static routes run even when there is no mail); and regulatory changes in the transportation industry which is one reason why USPS transportation spend increased year over year. I made recommendations and provided benefits in improving operation performance regarding the DRO project via the CSSP. With the Postal Service financial condition, the ELT decided that transportation costs can be cut substantially if we moved into full deployment of the DRO Program.In order to implement DRO which was a new and unique way of doing business for the Postal Service, I was in charge of implementing the National Roll Out which consisted of me managing several programs at one time: 1) adding Global Positioning Systems (GPS) requirements to all our fleet, 2) implementing a new Transportation [Contract] Management System (TMS), 3) managing the staff to prepare and learn how to contract and manage larger contracts instead of smaller ones; and 4) managing the reorganizational structure of my office.Managing the planning acquisition for the National Roll Out of the Dynamic Routing Optimization (DRO) Project which was approximately 230 sites (Processing & Distribution Centers). This project has solicitations being issued in waves bi-weekly with a four-year period of performance with a $78 million spend per wave. The average savings would most likely be in the range of $5M to $8M for the four-year contract period for each wave. In order to make a logical decision when awarding several sites and multiple contracts, we had to perform data analytics to understand not only if the price was fair and reasonable but costs savings over time since this was a cost saving initiative. In addition, to mitigate risk, we had to carefully analyze potential awardee financials and other factors through statistical analysis to make sure the suppliers could handle a contract of this magnitude. These contracts were awarded as IDIQ contracts with an Economic Price Adjustment.I provided advise and support to my internal business partner, Logistics/Operation Department. In implementing the DRO Program, I led the DRO Cross Functional Leadership (PMG, COO, CFO, VP Corporate Communications, and VP of Supply Management) bi-weekly meetings which included preparing a briefing sheet prior to the meeting to discuss lessons learned, updates and successes/challenges of the program; I represented the USPS multiple times at the National Star Route and local meetings regarding DRO. The Star Route Association represented the truck drivers and there were many times I had to defend, explain and persuade them as to why implementing DRO was good for the USPS and our suppliers. I worked with our Communications Department to make sure all political inquiries were addressed appropriately.In implementing a new TMS system, I scrubbed our existing database first since we had too many suppliers who no longer had contracts with USPS and/or old information. In order to do this, I had to consistently meet via conferences, WebEx meetings, emails and/or through the Star Route Association to help us reach our current suppliers to enter correct information into our new system.As you can imagine, there were many complex issues and unusual operational issues when working on a project of this magnitude. One example, we would award a contract for a set number of miles; however, we would find out that the miles were not correct because the field offices never entered the correct miles into the system. Therefore, before awarding any additional contracts, the Operations group had to correct the issue. I had to consistently assess and improve the program effectiveness regarding processes and make sure it aligns to all the systems, including the new TMS, and suggest new or improved business and management practices. As well as establish new Standard Operating Procedures for my office to incorporate this new program into our daily process.Prepared the leadership alignment and organization readiness approach for the successful implementation of the new Transportation Management System (TMS) which will impact over 2,300 suppliers and my current staff.Implemented a leadership alignment approach and employee communication plan, which increased the awareness and adoption of the transportation reorganizational structure. I had a team of four (4) leaders (equivalent to a GS-14) who each led a team of approximately 12-13 people.I prepared and implemented a communication plan to my team as well as the suppliers and their association (Star Route); a reorganization structure plan since we needed to add resources (contractors) to help implement this 3-year project plan, and provided potential financial savings via a wide range of qualitative and quantitative methods since this was a cost savings initiative.Designed and led change management to create and align vision, mission and measures with corporate goals based on the new TMS system and the DRO Project.Prepared responses and reports based on OIG audits.Assisted with the re-write of policies (Management Instructions and Supplying Principles and Practices) regarding transportation due to the new DRO initiative.Major Accomplishment: Received a cash award in Oct 2016. Received another Vice President Cash Award November 2016 for the DRO Pilot SCM Impact. And, Q1 Q2 and Q4 cash spot awards for 2017.U.S. Postal Service Oct 2014 Oct 2016Manager, Eastern Transportation CMT/C.O. (V-01- Equivalent to GS-14) [Full-Time-40 hrs/wk]1200 Mercantile Lane, Largo MD 20772. Bridget Rice PHONE NUMBER AVAILABLEKey Accomplishments: As the manager for the Eastern Transportation CMT (ETCMT) office, I managed a team of 24 postal contract professionals plus 3 contractor personnel. The Eastern Transportation CMT was responsible for coordinating all efforts to award all the transportation contracts for the Eastern area which included soliciting, negotiating, awarding and managing over 3,201 contracts; conducting regular meetings with our suppliers and internal customers, coordinating and resolving day-to-day issues/concerns and performing other duties as listed below:Managed 3,201 contracts with a $758 million + spend.Facilitated the procurement planning for major projects: Pilot of the DRO Project; Voyager Decommissioning, Peak Season, March/June Renewals, Network Rationalization, $1Billion Dollar Savings, and completing and implementing a Corporate Strategic Sourcing Plan (CSSP) for the Contract Delivery Service (CDS) suppliers.Maintained daily interaction with government attorneys, program directors, officers, and higher-level management officials.Managed and coached postal contract professionals and contractor personnel; as well as, handle all personnel issues (i.e. IDPs, Pay for Performance, training, managing workload, etc.).Supervise and train specialists on how to conduct requirements analysis, help internal customers develop technical requirements for Statements of Work, review proposals for reasonableness of cost to determine best value, and how to manage contracts by monitoring schedule, performance and costs.Served as business and purchasing advisor to requiring organizations at meetings and conferences.Planned, organized, and conducted more complex contract negotiations and cost/price analysis with team leaders.Resolved claims, contract disputes, and make final contracting officer decisions in accordance with the policy, procedures, management instructions, and regulations. In addition, manage Supply Chain Management (SCM) Impact, Supplier Diversity/Reporting, Compliance Review, and other duties assigned.Major Accomplishment: Received a Certificate of Appreciation cash award in July 2015 for the changes I implemented in the Eastern TCMT. Received Vice President Cash Award October 2015 for successful implementation of the Voyager Decommissioning Project. Received a Certificate of Appreciation November 2015 from the Chief Financial Officer because my team was able to negotiate and award 26 contracts within 24 hours because of a supplier default. Never in the history of USPS had a supplier defaulted on that many contracts and we were able to seamlessly and expeditiously award contracts without interruption of service.U.S. Postal Service Nov 2013 Oct 2014Sr. Purchasing Specialist/C.O. (EAS-23) [Full-Time-40 hrs/wk]475 LEnfant Plaza SW, Washington DC 20260. Prashanth Kallat PHONE NUMBER AVAILABLEKey Accomplishments: As a Sr. Contract Specialist/Contracting Officer with a $3M warrant, I was the team lead for the Professional Services group which consisted of four (4) contract specialists. We were responsible for awarding and managing the following service contracts: consulting, legal, market research, and other special services that were not covered in other areas. Received a cash award for working on a detail assignment.Facilitated the procurement planning process, which includes but is not limited to developing and reviewing requirements for Statements of Work; determining the appropriate method of procurement; market research, planning, developing cost estimates and implementing source selection; contractual strategies, and preparing recommendations for award.Supervised and trained a team of four (4) postal contract professionals.Assisted the specialists as a business and purchasing advisor when attending pre/post award meetings and negotiations.Performed analysis of proposals for reasonableness of cost to determine best value in response to the SOW.Planned, organized, and conducted complex negotiations with senior level industry representatives.Antiok Holdings Inc. Nov 1999 Nov 2013Consultant/Program Manager [Full-Time- 40 hrs/wk]34 Shining Willow Way #132, LaPlata, MD 20646. Debbie Wilson PHONE NUMBER AVAILABLEProvided program management support for the HUD contract closeout team and the contract support team. In 2006, after HUD received a Congressional mandate to close out over 10,000 aged HUD contracts and de-obligate millions of dollars by the end of FY09. I managed a team of six (6) employees who helped Antiok exceed the HUD requirement by closing 15,000+ and de-obligating over $150M+. In addition, my contract support team directly supported the contracting officer in the Office of the Chief Procurement Officer in multiple areas of solicitation, contract support, pre-post award preparation and 'cradle to grave' contract administration for service contracts in support of the Ginnie Mae Program Office. Initialize solicitations, modifications, contracts through PRISM for Contracting Officer review and approval. Interfaced with technical and legal teams to finalize requirements. In order to analyze and assist HUD in finalizing Independent Government Estimate, and other necessary acquisition documents (e.g., Justification for Other than Full and Open Competition, and Determination & Findings), I had to refer to the HUDAR for their contracting laws, regulations, principles and policies. I provided monthly reports to the Ginnie Mae Program Office Director on the overall contract status for 32+ contracts. For this team, I was responsible for overseeing two (2) Sr. Contract Specialists in awarding eight (8) major procurements and managing a portfolio of 24 contracts. We received two outstanding letters from the government.Subject Matter Expert who planned, developed, and implemented major contract requirements for the FAA. As a contractor for a couple of government agencies, I had to refer to government guidance (CFR, OFPP, GAO findings, FAR, HUDAR, etc.) in order to properly perform my duties. (NOTE: Postal Service does not use the FAR; however, I refer to the FAR quite often when I need to research certain items.)Served as a purchasing advisor in the Information Technology office at the U.S. Postal Service. As a contractor for the U.S. Postal Service, my team was responsible for the POS Program. The USPS had two (2) hardware platforms which both companies were selling the USPS proprietary equipment. The POS Team identified three ways to reduce cost: common peripheral strategy; consistent contract line item structure; and we streamlined the CR process. The result was a $35 million-dollar supply chain management savings in FY03. Also, we saved millions when the U.S. Postal awarded another major program (APC). We established a R.A.P. initiative because we recognized that the RDM (Retail Data Management), APC (Automated Postal Centers), POS (Point of Sale) programs were all dependent upon one another; therefore, we were able to draw out synergies between the three which saved $44 million dollars in FY04. I received an award for outstanding service.U.S. Postal Service Nov 1997-Oct 1999Sr. Purchasing Specialist/C.O. (EAS-23) [Full-Time-40 hrs/wk]475 LEnfant Plaza SW, Washington DC 20260. Robert Oates, Mgr. Technology Infrastructure, PHONE NUMBER AVAILABLEKey Accomplishments: The Postal Service awarded seven Preferred Portfolio Partnering (PPP) Agreements for the purpose of awarding to world-class information technology suppliers best value, long-term agreements. These are Indefinite Delivery/Indefinite Quantity contracts to address a transformation from the current stove-pipe solutions to enterprise-wide solutions. In its first year of award, I awarded $78 million dollars of information technology solutions. As a contracting officer, I supervised a team of two postal employees and two contractor personnel. I was personally responsible for managing contract performance on all seven agreements which includes conducting monthly meetings with our partners and internal customers, coordinating and resolving day-to-day issues/concerns and performing other duties as needed.Facilitated the procurement planning process, which includes but is not limited to developing and reviewing requirements for Statements of Work; determining the appropriate method of procurement; planning, developing and implementing source selection; contractual strategies, and preparing recommendations for award.Maintained daily interaction with government attorneys, program directors, officers, and budget analysts.Supervised postal employees and contractor personnel.Served as business and purchasing advisor to requiring organizations at meetings and conferences.Performed analysis of bids or proposals for cost reasonableness and technical worthiness in response to Government SOW.Planned, organized, and conducted contract negotiations with senior level industry representatives.U.S. Postal Service Nov 1992 - Nov 1997Sr. Purchasing Specialist (EAS-16/18/20) [Full-Time-40 hrs/wk]475 LEnfant Plaza SW, Washington DC 20260. Barry Brown (no number)Key Accomplishments: I took a lead role in completing the CPFF award of a multi-million, multi-year contract for background checks on applicants for postal employment. This was a complicated, highly competitive and very visible procurement because it was outsourced for the very first time. I was assigned the responsibility of the $26.3 million project. I handled this entire procurement from cradle to grave. My other duties consist of the following:Supported customer in writing clear, comprehensive Statements of Work.Prepared small solicitation packages to other contracting agencies for procurement of available IDIQ(s), BPA, GWAC, IAA, etc.Developed negotiation objectives through analysis of audit and advisory reports.Performed detailed and complex cost and price analysis.Conducted site visits, pre-proposal and post-award conferences.Provided full range of contract administration services: modified contracts; negotiated changes; wrote stop work orders, cure notices, and show cause letters; investigated and resolved contractor performance concerns, resolved claims, and closed contracts.U.S. Postal Service May 1989 - Nov 1992Procurement Assistant (EAS-13) [Full-Time-40 hrs/wk]475 LEnfant Plaza SW, Washington DC 20260. Hershel Taylor (no number)Key Accomplishments: Assisted specialists with planning major requirements. Developed procedures to record and track data to facilitate internal reviews and project activities. Project leader for close-out team.Evaluated invoices for accuracy and payment.Awarded purchase/delivery orders for simplified orders and issued modifications.Prepared solicitations in accordance with applicable regulations and sound business practices.Analyzed competitive proposals and recommended award of supplier with best value.EDUCATIONMaster of Science: Management/Contract Management 4/1998Florida Institute of TechnologyBachelor of Science: Management in Marketing 8/1992University of Maryland University CollegeAssociate of Arts (AA) Religious Studies 8/2016Victory Bible CollegeTRAININGPurchasing Training: Graduate of USPS Advanced Leadership Program 2019 (equivalent to Senior Executive Service Candidate Development Program); USPS Managerial Leadership Program 2017; FAC-C Level III certified; Lean Six Sigma (LLS) Champion Training and Yellow Belt Certified; as well as additional contracting courses: Business Analytics for Procurement, USPS Contracting Officer Representative (COR), Negotiation Techniques, Legal Considerations, Advanced Strategic Issues in Purchasing, Commercial Purchasing, Informational Technology Contracting, Advance Best Value Source Selection, Contract Law, Contract Administration, Cost & Price Analysis, Contract Negotiation & Incentive Contracts, Contract Law, Managerial Statistics, Corporate Finance, Basic Economics, Information Systems, Program Management, Contract Formation, Planning your Procurement & Writing a Statement of Work, Simplified Purchasing, Principles of Purchasing.Purchasing Seminars: Contract Costs, Commercial, Environmental & International Contracting, Financial Issues for the Contract Professional,Systems Knowledge: PRISM/HIAMS/TCSS/JDA/PD2 Procurement Systems, FPDS, SharePoint, Proficient in MS Office Suite |
