Susan Oliverez

· Finance Task Order Lead for a 5-year $740M FEDSIM cost plus award fee contract.

· Consolidate and outline the contract’s financial successes during the quarterly award fee period evaluations. Present financial accolades to the Award Fee Panel and guests, including our client Contracting Officer, Contracting Officer Representative (COR), Technical Point of Contact (TPOC) and Assistant COR (ACOR).

· Facilitate internal financial discussions during cadence of monthly leadership calls with the Program Management Office (PMO), Officer in Charge and market Chief Sales Officer.

· Lead the Monthly Financial Status Reviews between Booz Allen PMO and FEDSIM.

· Work alongside FEDSIM COR, ACOR and Financial PPM on every Modification, tracking funding and CLIN alignment.

· Collaborate with Contracts to issue Limitations of Funding notifications.

· Submit FEDSIM invoices to COR and TPOC for approval with adherence to FEDSIM invoicing guidelines. Align charges to specific MIPRs and CLINs in accordance with MIPR exhaust dates.

· Calculate and update monthly program fiscal year projections, including gross revenue, profit, VAR etc. Incorporate future opportunities into the projections while accounting for the probability of winning each.

· Review Rough Order of Magnitudes (ROMs) prior to submission to client Mission Sponsors and FEDSIM COR to ensure all potential costs are captured and accurate.

· Manage the PMO financial spend plan. Collaborate with the PM and Deputy PM to determine staffing and affordability.

· Career Manage five employees. Supervise and adjust employees’ workloads as needed. Hold monthly team meetings and individual snapshot calls.

· Finance Deputy for the above 5-year $740M cost plus award fee contract.

· Created ROMs for FEDSIM COR to estimate cost for new TDLS to be brought onto the contract.

· Prepared financial metrics, including contract year forecast, active TDL forecasts, % spent, % PoP complete, and 75%/100% exhaust dates in monthly client Technical Status Meeting.

· Built fiscal year forecast and disseminated as above from current and projected TDL’s values.

· Managed the financial spend plans and budgets for several active TDLs. Worked in conjunction with those TDL leads to ensure their accuracy and optimization.

· CIO submarket account lead. Presented CIO financial dashboard, including revenue, VAR, profit and risk to CIO Officer and market leadership during monthly review. Worked alongside market leadership to establish and update FY revenue and metrics goals.

· Provided full lifecycle support of project financials for cost-plus, T&M and fixed price contracts. Ensured contract remained within budget and achieves profit goal. Created and managed outgoing subcontractor/IC purchase order agreements. Reviewed incoming mods for accuracy. Reviewed and approved outgoing invoices. Issued charge authorizations. Worked closely with various internal groups including Contract Administrators, Subcontract Administrators, Briefing, Collections and Closeouts.

· Quarterly EAC Coordinator for larger JCC market, which covered 21 financial analysts and 17 market codes. Assigned SME reviewers to each EAC and ensured approximately 150 EACs were submitted with required approvals on time. Provided quarterly training on best practices and process updates for analysts and SMEs. POC for analysts and Program Managers during cycle.

· Answered quick-turn data requests that ranged from various COAs and FY revenue forecasts to employee rates.

· Created ROM estimates for submission in estimating the cost of upcoming tactical sales.

· Participated in proposal Green Teams, including review of and recommendations of cost proposals.

· Career Managed three employees.

· Held training sessions for new Program and Job Managers on financial management.

Trained new employees on financial management practices and systems.

Army DIMHRS

· Worked alongside Defense Finance and Accounting Service (DFAS) to identify their requirements and determine how their legacy systems’ functions would be subsumed by the new DIMHRS system.

· Facilitated working groups with over 20 DFAS Subject Matter Experts. Created 53 end-to-end accounting business process maps in iGrafx.

Smithsonian Institute

· Researched financial issues affecting the efficiency of the Smithsonian Institute. Analyzed past funding sources to look for trends in donations and government contributions.

· Evaluated internal BAH and external government and non-profit strategic plans for strengths and similarities to the currently proposed BAH Smithsonian strategic plan.

Department of the Interior: Bureau of Land Management

· Analyzed performance data for trends and nuances, on which to build the initial business case for extension of a pilot project.

· Created a one-stop Excel Scorecard, which housed all six years of performance data and links to associated performance graphs.

· Formulated and administered an all-encompassing Industry satisfaction survey through Survey Monkey®. Upon collection of the responses, normalized the raw data and analyzed it for trends and significant differences using t-test and descriptive statistics.

· Created and administered SharePoint central web portal, where government clients could upload performance data or find any document related to the project.

· Mentored and performed quality control for junior team member’s work to ensure accuracy.

· Utilized knowledge of contract and government guidelines to audit/process subcontractor invoices and employee tuition advances. Worked closely with SCAs, PMs, Sub-Briefers, Closeouts and Briefers to resolve issues.

· Led on two internal accounting system upgrades. Tested new functions of the upgrade and investigated and documented inconsistencies.

· Collaborated on external invoice submittal system rewrite, which included documenting every aspect of the current A/P system and creating a list of recommended improvements.

· Analyzed, consolidated and reported team's monthly metrics in Excel to senior management.

· Co-led the service assurance outreach program and presented Finance’s internal service offerings at multiple meetings across Booz Allen Hamilton.

· Wrote several manuals for team training. Trained new team-members on Subcontract Payables’ systems and procedures.