Management or Program Management role in growing company.
Resume:
Gail Sandford
Proven business leader for growth strategies and transformational initiatives. Experienced Program Manager for government and commercial programs, and innovative business development efforts.
Program Management Leadership / Team Building / IPTs Earned Value Management Customer Relationships Development, Production, Sustainment Risk Management Acquisitions & Integration Process Discipline
CAREER PROGRESSION SM&A, Newport Beach, CA2005 - present $100 million management consulting firm - business capture management, program management
Vice President (2006 present) Defined growth strategy/AOP and led implementation within Program Services. Hired and trained consultants, coordinated sales and marketing campaigns, implemented processes needed to support growth. Supervised consultants providing a range of services including: Program Management, Risk Management, Scheduling/ Planning, EVMS compliance, Engineering Change Proposals, Program Assessments, Program Architecture, Proposal support, Award Fee, PMO processes. Clients include prime contractors, subcontractors and sub-tier suppliers in Aerospace & Defense, Information Technology, and Healthcare including Boeing, Lockheed-Martin, Raytheon, Accenture, Mantech, General Dynamics, and many more. Grew new Integrated Staffing Division from zero to $7M in approximately 12 months. Defined offerings, set price points, hired and trained, provided quality oversight and ensured customer satisfaction for deployments of 33 Associates. Grew Program Services from $26M to $45M over 12 months through organic growth and integration of two acquisitions (Planning/Scheduling and EVMS Consulting/Training companies). Successfully completed acquisition and integration of Competitive Assessment / Price-to-Win company in 2009. Currently responsible to grow revenue from Program Services solutions in new markets: Government Information Technology (IT), Energy, Engineering/ Procurement/ Construction (EPC), and Healthcare. Strategize and coordinate sales campaigns; develop new offerings and tailor to client needs; meet with clients to diagnose their needs, develop Statements of Work, define resources needed to deliver, and then hand off to delivery organization. Carrying annual quota that represents 70% growth target over 2009 and 2008 annual performance.
Associate/ Consultant (2005 2006) Joined SM&A as a deployed Associate/consultant. Provided Program Management and Proposal consulting services to Aerospace and Defense clients. Applied SM&A Proposal / Volume Lead processes.
The Boeing Company, Southern California sites1987 1991, 1995 - 2005 $62 Billion aerospace company - commercial & military solutions
Director/Deputy Program Manager, Proprietary Programs (2004 2005) Deputy Program Manager for 250 500 personnel in support of proprietary space system design, development, manufacturing. Set priorities for program execution in alignment with upper management goals, executed, reported status to upper management, and maintained excellent customer relationship. Applied program management techniques including IPPD, EVMS, risk management, IMP/IMS, technical performance measures, change boards/management, supplier management, award fee, etc. Led development of Master Schedule while executing to several stand-alone schedules. Improved weekly Program Management Review (PMR) metrics, developed metrics/processes to close design issues. Improved integration between groups in CCB. Developed excellent customer relationships even during major re-plans, improved award fee capture.
Senior Manager, Aircraft Systems Integration, C-17 Program (2002 2004) Managed new business development, technology transition from Phantom Works, project management, field/product support contract management. Led IPT Leadership Team strategic planning off-sites. Led cross-organizational change initiative to improve Drawing Quality process within Hydraulics, Electrical, Propulsion, and Wiring groups. Led improvement initiative in Global Sustainment contract, improving time to define root cause and tracking of Deficiency Reports (DRs) and Material Improvement Projects (MIPs). Represented IPT in Business Development efforts/prioritization of division-level R&D (BD/NBF) spend plan, and led technology transition efforts for product improvement.
Project Manager, BC-17X Program (2000 2002) Chief Engineer/Certification Project Manager: Directed technical activities of 30 personnel supporting first-of-a-kind airplane modification/ certification program. Interfaced with top management of Boeing, US Air Force, FAA, and airlines to ensure coordinated technical approach to this innovative government/ private acquisition program. Completed FAA Certification Basis, as well as engineering configuration definition and program planning for $300M non-recurring development work.
Deputy Program Manager, 717 Strategic Business Transformation Program (1999 2000) Managed $11M Strategic Business Transformation Program designed to rapidly transform the 717 Program to meet specific cost reduction goals and to provide sustained culture change. Projects included Enterprise Level Lean, Supply Chain Strategy, Overhead Cost Reduction, Communication, and Employee Involvement Training. Led Strategic Planning with 717 Executive Leadership Team.
Project Manager, MD-17/International C-17 Program (1997 1999) Managed a Boeing multidisciplinary team to support FAA Certification tasks. Developed Airworthiness Office processes. Coordinated with the Federal Aviation Administration (FAA) Program Manager to status joint progress, negotiated changes to plans, and resolved technical issues of product compliance. Led Certification Team to complete documentation and closure of more than 200 technical Items of Record with FAA technical specialists in record time. Developed best-value product certification approach for two international proposals, and initiated Military Aircraft Release process with United Kingdom Ministry of Defence (UK MoD).
Project Engineer, Phantom Works, McDonnell Douglas (1995 1997) Managed several Research & Development projects ranging from $10k - $500k to implement technical improvements to the C-17 airlift system, support the development and certification of a commercial derivative, and research better predictive techniques for product noise levels.
Test Director, Flight Test Group (1989 1991) Led cross-organizational teams in flight test programs ranging from $100k to $2M to meet customer requirements (internal and external customers). Directed test staff in field (8 30 staff members). Managed a multi-disciplinary process improvement team in improving quality/ timeliness of testing, resulting in a 65% reduction in test duration and support personnel requirements.
Engineer (1987 1989) Project lead for $4M acoustics wind tunnel test planning effort for Ultra-High Bypass propulsion system coordinated internal and external organizations (GE, P&W, several NASA centers). Acoustics lead for full-scale UHB flight test demonstration program.
Fluor Daniel, Inc, Southern California1991 1995 Engineering / Procurement / Construction Firm Project Engineer - Analyzed, negotiated and implemented cost-effective regulatory compliance with customers and suppliers for power generation and hydrocarbon refining facilities construction projects. Conducted hazardous waste site interviews and modeling to prioritize Superfund sites. Authored confidential reports on aviation and space technology status and future trends.
NASA-Langley Research Center, Hampton, VA1985 - 1987 Research Assistant - Planned and conducted a scale model acoustic propagation test, analyzed results, and prepared and presented technical papers and ultimately Masters Thesis on the results of the test.
EDUCATION Masters of Business Administration, HonorsAugust, 2003 University of Southern California, Los Angeles, California
Masters Degree in Science, February, 1988 The George Washington University, NASA-Langley Research Center, Hampton, Virginia
Bachelors Degree in Science, Cum LaudeJune, 1985 North Georgia College, Dahlonega, Georgia
CLEARANCE Top Secret (US DoD, SSBI)
MEMBERSHIP, HONORS, PUBLICATIONS Member Project Management Institute (PMI) Published article Flower Empowered in Projects At Work Magazine (2003, Vol 3, Issue 3) Taught Strategic Planning Seminar for Non-Profit Organization, 1999 (CEU file #4359.) Member, Osage Nation of Oklahoma
