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Click here or scroll down to respond to this candidateMark C. ShelleyStreet Address
EMAIL AVAILABLE Cell: PHONE NUMBER AVAILABLEPROJECT MANAGER/SUBJECT MATTER EXPERTDedicated and results-oriented manager with PMP Certification and extensive experience successfully leading corporate and military teams in a dual career with Lockheed Martin Corporation (LMC), and the U. S. Navy. Skilled as a Project, Financial and Acquisition Manager, with US Navy qualification of a Procurement Contracting Officer (NOBC 1480). Background also includes Earned Value Management (EVM), Proposal Cost Estimation/Budget development, Supply and Logistics Officer, Strategic Planning, and Professional Instructor. Creative problem-solver, a strong communicator with outstanding leadership, supervisory, and training/mentoring skills.U. S. Government Security Clearance: SecretPROFESSIONAL EXPERIENCE & ACCOMPLISHMENTSZENTEK CONSULTING, 47979 Garrett Place, Sterling, VA 20165 02/2023 12/2023 PRESENTSenior Acquisition Analyst, Client: Defense Information Systems AgencySelected to support the Request for Proposal process with Compartmented Enterprise Services Office (CESO) Information Technology group. The role provides the PM and the Deputy PM in CESO as an Acquisition SME in developing the Performance Work Statement and all supporting documentation required for release of the RFP in mid year 2023. (REMOTE). The RFP combines requirements of existing contracts into one contract as well as absorbing new security, cyber and information assurance requirements levied by the Assistant Secretary of Defense offices. This is a REMOTE position that requires security clearance.9/2021 1/2023: Sabbatical (to support an extended family issue)WITTENBERG WEINSTIEN CONSULTING (WWC) GLOBAL, Tampa, FL 10/2020 -8/2021Maritime Security Cutter (WMSM) - Offshore Patrol Cutter (OPC) Program, U. S. Coast Guard HQJoined Senior Acquisition Analyst to OPC Stage 2, an ACAT 2 (ADE-2B Phase) project. This role provides support to generating project documentation for the ACAT Milestones. In this role I successfully contributed to the writing of two sections of the RFP (with related contract schedules) and continued in the creation and maintenance of baseline documentation in SharePoint. Additionally, I support the Integrated Logistics Support (ILS) Team on the project, processing 42 System Design Team configuration management change requests, review, and update ILS documentation, and have identified ILS risk concerns to the Stage 2 Proposal team as we move forward to review proposals. Took a requested leave of absence (personal/family) as of August 2021.2018- 2020: SabbaticalBOOZ ALLEN HAMILTON CORPORATION, Norfolk, VA 2/2016 - 1/2018Financial Improvement Audit Readiness Team, Fleet Forces CommandFull-time support to the Navys Fleet Forces Command Fleet Supply/IT Programs in Norfolk, VA.Assisted the N414 Branch Chief in developing a policy for the improved handling and reporting of military- owned assets as well as an organization design for managing and controlling over 600 worldwide military commands. Process facilitates a Congressionally mandated financial reporting requirement. In this venue, I analyzed database tools used to record both hardware and internal use software assets for the Navy (including ERP) and performed requirements analysis of the existing OUSD Internal Use Software Audit Readiness construction of SharePoint and Business Intelligence portal for Command oversight of financial and managerial metrics. Resigned this position as lessoning emphasis and funding on FIAR was being emphasized.LEARNING TREE INTERNATIONAL, Reston, VA (Part-time only) 1/2010 - 12/2015Consultant in Project Management (Life Cycle Methodologies) and the Federal Acquisition ProcessProvided part-time consultancy and classroom training to the U. S. Department of Veterans Affairs onsite atVA facilities and at their Academy in Frederick, Maryland. Trained and guided VA managers, procurementpersonnel and technical experts in active acquisition efforts utilizing the VAs Keystone PM and AcquisitionProgram Guidelines.Results:Training has facilitated improvement of the organizations management and accountability, which was edict by the President.LOCKHEED MARTIN CORPORATION, Virginia Beach, VA 4/2010 - 11/2012Project Manager, Software Engineering, I/T and Training, Mission Systems and SensorsSupported U. S. Navy customers as Program Manager on Seaport-E Contracts, delivering services including:Software development (Agile) for Battle Force Training and support to Foreign Military Sales (FFGs) efforts,Network and Systems Administration, Information Assurance support, ILS/CM support and training services for shipboard systems/submarines for the Navy Surface Warfare Center, and Fleet Training Center, Dam Neck. Monitored and reported on all aspects of contract performance (Cost/Schedule/Technical) managing twenty subject matter experts and trainers. Results:Expanded contract volume from 10 to14 task instruction (requests); increased department workload and revenues by 15%.Recorded 3 consecutive outstanding award fee scores, including highest ever for site software support contract.(I retired from Lockheed Martin Corporation in November 2012.)UNITED STATES NAVYDeputy Directorate Chief & Contracts Officer, Joint Irregular Warfare Center (JIWC), Suffolk, VA 10/2009 - 3/2010Directed personnel of the Program Management Office supporting the JIWC Commander and was liaison to U. S. Fleet Forces Navy Comptroller, as well as acting Contracting Officer Representative (COR) for nine contracts and fifty contractor personnel supporting DoD-mandated policy development and training. Results:Successfully represented the command to the Joint Forces Commander in completion of a Command-wide contract stand down, assessing and reporting to the Commander on contractor performance, return-on-investment, and cost per hour rates to prove costs were within the Commands guidelines, and that deliverables provided Congressionally mandated requirements.Achieved a thoroughly successful launching of contracts and business office.management capabilities for the newly formed Joint Irregular Warfare Center (JIWC).Completed the contract stand down for the Joint Forces Commander on schedule with highly favorable results for the Command.Joint Fiscal, Budget and Contracts Officer, U. S. Fleet Forces Command, Norfolk, VA 4/2007-9/2009Provided financial and contracts management guidance for U. S. Fleet Forces Commands Operational Level of War Branch. Executed oversight for the Maritime Headquarters with Mission Operations Center (MHQ w/MOC) effort (ACAT program) including acting IPT lead for PR-11 & POM-12 submission to OPNAV. Monitored, as COR, the products/services of 36 contractors. Also, the Director of Operational Sustainment & Infrastructure in the CNO-directed stand-up and certification of Second Fleet as a Joint Task Force headquarters, submitting IAW DoD 5000 series required documentation for the Global Command and Control System, Joint (GCCS-J). Monitored funds execution and Fiscal Year Defense Planning requirements in support of operations and Joint exercises. Results:Led the collaboration between Second Fleet (N6), the Fleet Forces Comptroller, and the CNOs I/T team in outfitting the Global Command & Control System (Joint), resulting in a successful accreditation for the Command as a Joint Task Force Commander.Provided highly successful oversight, execution and coordination in the outsourcing, overhaul, and construction of new work in the SECOND Fleet spaces, and the new expansion spaces including I/T systems and network extension requirements.Ship Operations Account Program Manager, U. S. Fleet Forces Command, Norfolk, VA 4/2005 3/ 2007Selected by the Fleet Forces Command Supply & Logistics Branch Commander Flag Officer to create the Ship Operations Program Management Branch (N412). As Branch head, provided execution analysis and readiness assessment for the $1.0B Ship Ops account, consisting of Fuel, Utilities, Charter & Hire (Military Sealift Command), Training and Travel, Repair Parts, Combating Terrorism, and Another Operating Target budget. Results:Successfully established the first Ship Operations Account Program Management Branch ($1.0B) which immediately enabled the Navy to articulate the risks of budget cuts to Congress in terms of ship operational impacts, resulting in net higher retained funds for sustainment of the Navy.Fleets.Utilized OPNAV Ship Operations model and fuel burn analysis to develop assessment tool for ships to measure the mission impact of fuel barrel price increases.Spearheaded the first cross-DoD fuel Integrated Process Team to examine potential alternative fuels for Navy and other military uses.Navy Enterprise Contracts Manager, Navy Personnel Command, Millington, TN 12/ 20033/ 2005Selected by the Navy Personnel Command (NPC) Business Operations Director in December of 2003 to establish a contracting center of excellence for the Navy Personnel Commands $200M+ annual service contracts (including software development). Following collection and analysis of Enterprise-wide data call, briefed the Bureau of Naval Personnel and Navy Personnel Command Commanders, and gained approval to develop and issue a NAVPERS directive in 2004 providing tighter contract control and issuance, curtailing use of external DOD fee-bearing GSA contracts. Established a sustaining department within the Command for contract management and repeatable control process and savings. Results:Executed measures yielding a $13M savings across the Five-Year Defense Plan.Educated and led NPC to maximize use of Performance-Based Contracting, increasing the Navys retention of administrative funds, and enforcing DOD directives.Strategic Program Officer and National Ombudsman, Office of the Assistant Secretary of Defense, Reserve Affairs (Employer Support of the Guard and Reserve), Arlington VA 11/ 19996/2003Selected to the Office of Assistant Secretary of Defense, Employer Support of the Guard and Reserve, a congressionally appointed National committee, performing duties of National Ombudsman and Strategic Program Officer. Designed and managed a national training program for Employers (including Federal, State and Commercial), Military Commanders, Guard/ Reserve employees, and State Committees. Developed training in conjunction with the Department of Labor. Developed and delivered podium training and interactive electronic software, supporting video products, and training materials stressing case studies. Results:Became a nationally sought subject matter expert for employers to train and/ormediate on issues involving Title 38 (Uniformed Services Employment & Reemployment Rights Act).Successfully mitigated and mediated over 1000 employer/Guard/Reserve employment cases/issues.Successfully planned and led multiple national events that included coordination and participation of the US Chamber of Commerce, commercial business CEOs, HR directors, National and City Chamber of Commerce personnel, Chief Pilots, Chief of Police/Fire/Rescue and Prisons, Federal Agencies (Postmaster General, V/A Administrators, Military Component Chiefs), State Office managers, and over two thousand National volunteers in the ESGR program.LOCKHEED MARTIN CORPORATION, Gaithersburg, MDProgram Control and Cost Estimating Manager 6/2003 11/2003Program Control/Cost Estimating team manager on major classified Federal contracts with collective value over $600M. Directed publication of contracted deliverables for Earned-Value Cost (C/SSR) and Schedule report, and managed technical and cost proposals with values over $100M. Returned to active Navy service when requested, 12/03.Business Controls Manager 1/ 1998-11/1999Business Controls, Proposal Process and Subcontracts Manager for the Air Force Space Commands Global Network Observation & Security Center Contract (ACAT values initially at > $400M). Contract baseline included life cycle software development (both legacy Waterfall and pre-Agile processes) and value-add engineering to COTS equipment capabilities per DoD customer requirements.Managed teams in Gaithersburg and Colorado Springs locations, and 8 major subcontractors. Monitored and reported Cost/Schedule and Technical effort, reporting to COR at PMR and BMRs. Led Engineering Change Proposal pricing/cost volume development effort across the enterprise. Was a Direct liaison to Air Force contracting lead for reporting, proposal modifications and contract funding. Supervised EVM and Cost Account training for technical teams, enforced commercial best business practices and developed metrics to measure effectiveness of instruction and execution. Left on military leave of absence when requested back to active service (11/99). Results:Achieved marked significant improvements in contract proposal development process, in terms of process control, review and approval, and in overall turnaround time (30 to 40% day turn reduction)Established sustained excellence in contract Award Fee scores for the Program Office (Cost Control) area, with marks consistently over 90% (outstanding).Business Area Lead (Financial Analysis) and Program Control/Staff Pricing Analyst 04/ 1984-12/1997Managed the Program Control functions (Financial monitoring, reporting on Cost/Schedule/Technical) as well as the analysis and pricing of new work outside baseline. Also performed as the Cost Proposal Manager on major software development/hardware acquisition contracts, including value-add engineering to COTS, incorporating FAR/DFAR as well as applicable DoD 5000 guidelines. (Cost proposals for additional work the contract types (cost-plus, fixed-price, and time & material) ranging in individual value up to $28 million, including full-scale software development, prototype hardware, operations, and maintenance.)Supported negotiations and implementation of Performance Management Baseline, and development of Earned Value (EV) reporting consistent with DoD 5000 reporting policy and Cost Accounting Standard (CAS) guidelines. Results:Led Business Management Reviews with Classified customer, responsible for Earned Value Reporting, achieving consecutive 100% award fee periods.Developed a Lockheed Martin (for Gaithersburg Site) training course in Program Control Management, providing training to mid to senior level engineering managers. The course reviewed basic contract types, Earned Value concepts, principles of contract cost and schedule management. The training incorporated key elements of required certified cost and pricing and Truth-In-Negotiation Federal Acquisition Regulation guidance. The course was an accepted standard for new employees.Successfully developed published overhead and indirect cost rates for Gaithersburg site.ADDITIONAL MILITARY BACKGROUNDCommander, U. S. Navy Reserve (Retired), Supply Corps, 38 total years of service, including 14 years of active duty (includes prior enlisted service). Presidential Recall service (270 days) in support of Operation Joint Endeavor (Bosnia/Croatia). Performed as Contingency Contracts Operations Officer for Defense Contract Management Command (International), managing the $500M logistics support contract.EDUCATIONMaster of Science, Business Administration and Management 05/85Hood College, Frederick, MDBachelor of Arts, Speech Communications 05/81University of Virginia, Charlottesville, VACertifications:Project Management Professional (PMP) from Program Management InstituteEarned Value Management Cost Account Management (09/03) Lockheed Martin CorporationNavy Occupational Billed Code qualifications: Procurement Contracting Officer (1480), Equipment Program Support Officer (1920), and Legislative Counsel (2530)OTHER FORMAL TRAININGTitleSiteCompletionTrain-the-Trainer Coursework for Program Management, Acquisition and Earned Value TrainersLearning Tree International, Reston, VA01/2012Contracting Officer RepresentativeDepartment of the Army, Arlington VA11/2009Fiscal LawJAG School, Univ. of Virginia, Charlottesville, VA11/2007Practical ComptrollershipNavy Postgraduate School, Monterrey, CA10/2004Mediation/ConciliationAtlanta School of Justice, Baltimore, MD04/2000 |
