Yyyyyy x. yyyyyy

0000 xxxxxx xxxx , xxxx , xxxxx 00000

xxx-xxx-xxxx

abc@xyz.com

Country of Citizenship: United States

SSN: xxx-xx-xxxx

TS/SCI Security Clearance

____________________________________________________________________________

Job Title: Emergency Management Specialist (Individual Assistance Branch Director)

Department: Department of Homeland Security

Agency: Federal Emergency Management Agency

Job Announcement Number: FEMA-16-DSR-256-IMAT

____________________________________________________________________________

Core Competencies

Global Program Management, Financial/Budget Management, Forecasting/Trend Projection, Quality Management Systems, Customer Support, Safety/Risk Management, Strategic Planning, Quantitative/Qualitative Analysis, Oral/Written Communication, Problem Resolution, Team Development and Leadership, Results Orientation, Operational Process Analysis, Process Improvement Implementation, Cross-Functional Interaction, Program Delivery/Implementation for Individuals/Families, Propensity for Delivery of Mass Care/Emergency Assistance, Housing, Human Services, Voluntary Agency Coordination, Support Coordination for Mass Casualties, Damage/Disruption of Infrastructure, Environment, Economy, National Morale or Government Functions, Ensure Branch Operational Efficiencies, Staffing Sufficiency, Personnel Supervision, Performance Reporting, Subordinate Training/Training Manager, Database Entry/Management, Data Sharing, Interagency Support

Professional Experience

March 2015 - Present

Department of the Air Force

HQ Air Force Reserve Command

583 Red Horse Squadron

Beale AFB, CA

Hours per Week: 40+

Salary: $55,000 annually

Supervisor: Debra Hockett Phone xxx-xxx-xxxx May Contact: N/A

Financial Management Analyst

Successfully oversee all accounting/finance office operations; support Comptroller of the Wing and provide technical guidance to management/technicians toward promoting sound financial decision-making for various Air Force organizations/activities in support of strong business practices while mitigating fraud/waste/abuse. Serve as Deputy Disbursing Officer with

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responsibilities for disbursing/collecting funds; also considered to be agent for U.S. Treasury Department with fund-accounting fiduciary responsibilities. Diligently monitor funds, maintain and verify accuracy of pertinent documentation, perform any needed reconciliations, assure consistency of fund levels in compliance with all governing laws/regulations and, when necessary, perform all needed corrective actions and author reports on corrective/follow-up actions taken. Ensure that all supervisory-level personnel are continually apprised of funds certification, internal metrics and any special reports.

Steer Quality Assurance (QA) program to ensure procedural effectiveness and that supervisors are recording high-quality data to support accuracy of conclusions in support of decision-making excellence; continually research/develop/modify/maintain qualitative standards for use in monitoring and evaluating various performance indicators. Adroitly utilize objective measures to develop data for use in providing day-to-day support to meet service requirements and missions.

Lead scheduling of major command (MAJCOM) and Air Force-level wartime contingency exercises/training for military reservists; also develop training programs crucial to preparing comptroller personnel for performing daily support during wartime. Author annual operations and maintenance budget; formulate plans, policies and operational instructions.

September 2012 September 2014

PRIDE Industries

Roseville, CA

Hours per Week: 40+

Salary: $62,000 annually

Supervisor: David Wickersham Phone: 916.788.2100 May Contact: N/A

Quality Manager, Integrated Facility Services (IFS)

Effectively oversaw Quality Management System, involving array of varied government contracts in several states; reported directly to VP of Quality and Safety. Skillfully managed work performance of 33 individuals in ten field offices including remediating and reporting any items within contracts found not to be in compliance with government regulations. Spearheaded use of program/quality management and process improvement/change methodologies and managed all areas of program development. Collaborated with executive management as well as customer base to identify/analyze trends and root causes; successfully improved various operational plans and developed action plans to meet array of challenges.

Interacted with other entities regarding regulations/policies covering quality inspections and procedures; designed worksheets that tracked field office findings/corrective actions and assisted in identifying/tracking trends. Designed and trained personnel on new program that focused on building and maintaining relationships; was successful in reporting ten-fold increase in performance efficiencies.

Assessed organizational/government publications to assure that all awarded contracts adhered to published guidelines/standards. Managed subordinate office budgets to ensure appropriate submittal of expense records and other relevant reports; was responsible for approving/allocating funds for any special purchases and consistently employed excellent

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relationship-development skills while working with customers to ensure that performance and service expectations were met.

Championed benefits of data quality initiative project; identified performance measures, targets and goals and directed development/presentation/defense of data quality corrective actions, recommendations and remediation plans and identified/forecasted/justified budget requirements.

April 2004 December 2009

Radio Shack

Roseville, CA

Hours per Week: 40+

Salary: $42,000 annually

Supervisor: Jim Feltl Phone: 916.771.2455 May Contact: N/A

Assistant Store Manager/Trainer

Expertly utilized array of merchandising skills/techniques in organizing and displaying company products to develop customer awareness and familiarity; additionally was responsible for training employees and managing implementation of new programs, continually assuring that personnel were knowledgeable regarding organizational policies/procedures. Maintained awareness of competition products/services in order to identify and develop competitive edge; often consulted other organizational units regarding developing methodologies for enhancing customer buying experience and driving unit/organization revenues. Expertly analyzed trends, identified root causes and facilitated any needed mitigation to lead District s quality program; also managed unit P&L statements and developed any needed financial action plans.

March 2004 December 2004

Radio Shack

Murray, UT

Hours per Week: N/A

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Assistant Store Manager

Successfully supported development of highly successful sales team by training personnel on crucial functional core processes and quality standards that resulted in quality in all we do approach. Developed important merchandising guidelines and set/monitored monthly unit sales goals and achievement of performance standards. Maintained currency in identifying customer preferences/trends and supported customer loyalty by ordering desired merchandise for unit; also developed/maintained account management budgets and produced on-budget results.

Utilized marketing and merchandising skills to integrate merchandising plans to provide streamlined/innovative methods to optimize product sales; was successful in growing monthly sales by 6.5%. Installed numerous upgrades to computer hardware/software that improved

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internal computer networking/ communication and led to greater store operating efficiencies/effectiveness.

Designed plan for importing array of unit processes and conducted regular team meetings that provided opportunities for advanced training; promoted process and quality improvements that led to improved store effectiveness/efficiency as well as excellent customer satisfaction. Additionally, was responsible for calculating, approving and submitting weekly payroll information to company headquarters.

March 1984 March 2004

United States Air Force

Major Command Headquarters

Layton, UT

Hours per Week: 40+

Salary: $72,000 annually

Supervisor: Michael Crudele Phone: 975.234.0587 May Contact: N/A

Superintendent / Manpower and Organization

Successfully met wide array of leadership responsibilities that ranged from serving as a Management Analyst to a Lead Analyst and Program Manager; interfaced with Headquarters and Middle East Embassies/Foreign National Government officials and utilized relationship-development excellence to author Memorandum of Understanding (MOU) agreements and interactions that held pivotal role in determining wartime theater of operations requirements.

Steered the planning, tracking and execution of Middle East forward location headquarters buildup that allowed forces to move forward in support of Iraqi war efforts; reviewed/assessed various documents/Memoranda of Agreement for approval and signatures, and was successful in developing/maintaining relationships with 75+ foreign governments. Utilized subject matter expertise in researching and implementing improved processes that reduced needed cycle time; also saved $1.5M on annualized basis by reducing 250 positions. Additionally was responsible for authoring reports covering all lines of business including a tracking report that was the only report utilized in verifying performance levels of units.

Expertly reviewed, coordinated and drafted multiple documents, regulations and policies in collaboration with representatives from the Air Force, Navy, Marines, embassies and foreign leaders to ensure coordination of actions by forces as well as governments. Personally designated by Headquarters Director to lead team of senior Managers on a multi-country Middle East forward location consultant study; analyzed operational planning, contingency execution plans and systems/procedures, workspace layout, work sampling data and financial/budget status and requirements.

Steered multiple management advisory study teams, resulting in 40% improvement in effectiveness/efficiencies; served as Superintendent of 50+ American Joint Forces/International Coalition Forces tasked with developing, tracking and providing briefing on the NATO mission operational status. Continually employed management/facilitation expertise in directing planning/execution/follow-up toward developing strategic planning; managed study team that

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analyzed military/civilian manpower mix to assure resource utilization efficiencies while accomplishing mission directives.

Acknowledgement of performance excellence resulted in being selected as Air Combat Command Non-Commissioned Officer of the Year. Consistently reviewed funding/reprogramming activities to identify trending and develop any needed corrections; analyzed Headquarter directives/Wartime Mobilization Plans (WMPs) to develop Fighter Wing planning that standardized training plans, emergency management checklists, disaster preparedness procedures and all safety-related matters. Also, as Project Manager, oversaw data sampling, information discovery and analytical determinations that led to major manpower changes adopted Air Force-wide for all F-16 fighter aircraft organizations.

Reviewed accounting reports/financial data to identify/evaluate trends and employed process controlling/limitation mechanisms; continually developed exceptionally well-reasoned and supported data reports that were crucial to senior leadership decision-making. Outstanding efforts and work ethic resulted in being recognized by Air Force Inspector General (IG) team on three separate occasions at three separate Bases for exceptional performance and recognized with the Outstanding Planner Award ; also received Major Command Manpower NCO of the Year award for leadership skills that achieved initiatives resulting in long-lasting change.

March 2001 April 2004

United States Air Force

United States Central Command

MacDill AFB, FL

Hours per Week: 40+

Salary: N/A

Supervisor: Jeffrey Pearson Phone: 813.827.2992 May Contact

Command Manpower and Organization Superintendent / Senior Management Analyst

In this assignment maintained Joint Manpower Requirements Program, including 8,500+ peacetime/wartime authorizations, in HQ USCENCOM, SOCCENT, Joint Intelligence Agency, Joint Task Force Southwest Asia and Security Assistance offices in 29 Southwest Asian, Middle East and African countries. Was responsible for implementing DoD and JCS directives covering billets, organizational structures and command troop strength; developed recommendations and worked closely with JCS/Service headquarters concerning joint manpower reorganizations and realignments including assessing military/civilian/contract personnel mix to maximize performance. Employed approved manpower requirement determination standards in supervising five-person team that developed wartime requirement documents for 24 joint organizations supporting the War on Terrorism. Reviewed/modified/documented War Mobilization Plan manpower requirements and developed process improvements.

Oversaw work performance of process improvement team that designed methodologies to improve command organizational structure, performance and effectiveness; personally selected by USCENTCOM Commander to direct management consulting services team on multiple Middle Eastern countries and performed operations research, analysis of systems/procedures, workspace layout, work sampling data collection, workload validation, statistical analysis, work

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distribution analysis, work flow simplification study, benchmarking and implementation plans; also developed performance measurements to track improvement progress.

Expertly identified manpower requirements, implemented process improvement and assured highest levels of Quality Assurance; oversaw studies resulting in quantitative/qualitative analysis of organizational effectiveness and efficiencies; utilized performance planning, designing, advising and facilitating process improvement to successfully manage projects and programs. Successfully met tasking to initiate, create, modify and implement interagency and support agreements between unified commander, Southwest Asian countries and other organizations. Served as Training Manager with responsibilities for determining training needs, developing team building skills and strategic plans and ensured that all training adhered to approved training plans.

Was tasked with researching and implementing processes to reduce cycle time throughout USCENTVCOM and was successful in reducing manpower requirements for 100+ positions, which saved $250,000 annually.

Developed multiple spreadsheets using MS Excel that linked various databases to allow complete and clear flow of budgetary information to organization directors with the goal of providing exceptional support for the decision-making process. The Excel databases were accessible by all U.S. military forces in theater and provided current status of required forces, in-bound forces and projected forces in real time.

Successfully oversaw budgets for 21 accounts valued at $1.5M+; responsibilities included preparing budgets, monthly/quarterly/year-end financial reconciliation reports/statements and written justification for annual budget figures. Diligently monitored Government funds and, as needed, transferred monies to various organizations; tracked/reconciled 30+ IMPAC cardholder accounts on monthly/quarterly/annual basis and analyzed cost estimates for reimbursement.

Utilized oral/written communication skills as leader of team charged with developing bi-weekly presentations for POTUS/Secretary of Defense regarding status of combat forces supporting War on Terrorism. Served in liaison role between Central Command and Middle East embassies regarding manpower and organization; selected personally by Director as sole Senior Manager for assessing manpower requirements for Kuwait, Saudi Arabia, Qatar, Oman and Afghanistan and was named Senior Military Member of the Quarter for Q2 2002.

Proficiently met multiple Human Resources/administrative responsibilities involving developing work schedules, conducting personnel evaluations and authoring annual Performance Reviews, initiating award-related actions and coordinating facility improvements; also managed all office files, databases and records.

March 1996 March 2001

United States Air Force

Hill AFB, UT

Hours per Week: 40+

Salary: N/A

Supervisor: Lou Wetzel Phone: 801.777.3989 May Contact

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Manpower and Organization Superintendent

Effectively managed 2,200+ manpower requirements/authorizations, with a value of $1.2M; skillfully provided in-depth counsel/briefings regarding utilization of resources and developed multiple authorizations/change requests to ensure maximized organizational resources. Analyzed mix of manpower among military/civilian/contract personnel to assure needed strengths in meeting mission requirements and authorized appropriate actions that resulted in optimal levels.

Was Project Manager overseeing research and final analysis of multiple management advisory studies; successfully performed management engineering consultant studies that supported continuous process improvement. Also managed ten-person 388^th Fighter Wing strategic plan development team tasked with developing mission statement/values; identified goals/objectives, training/coaching personnel, documenting/validating and briefing leadership on results, and designing milestones for Wing-wide implementation. Leadership excellence was a major factor in Base receiving Excellent rating during IG inspection; was recognized as an Outstanding Performer by IG team.

Employed budgetary management and financial background to perform cost analysis of support agreement to ensure that reimbursable expenses were properly projected and negotiated and documented, and skillfully resolved any discrepancies between projected reimbursable cost and actual cost. Also, as Project Manager, was responsible for developing/implementing organizational plans/programs/policies; reviewed support agreement documents to assure accuracy and was responsible for negotiating any necessary additional services.

Held financial responsibility, as Budget Manager, for 16 office accounts and 25 personnel IMPAC accounts valued in excess of $1M; forecasted budget requirements for annual approval and was Operations Plans Manager with responsibilities for reviewing and implementing plan, programs and policies. Also oversaw progress of all plans, programs, policies and agreements, and provided expertise/guidance for personnel in drafting supporting plans for meeting responsibilities as required by support agreements. Acknowledgement of performance excellence resulted in being selected as Air Combat Command Manpower and Organization Non-Commissioned Office of the Year for 1999; also won several other Non-Commissioned Officer of the Quarter awards.

August 1989 March 1996

United States Air Force

Holloman AFB, NM / Spangdahlem Air Base, Germany

Hours per Week: 40+

Salary: N/A

Supervisor: Steven Jones / Albert Bowley Phone: N/A May Contact

Force Management Non-Commissioned Officer in Charge (NCOIC)

Led coordination of support agreement requirements for all Base agencies; prepared and submitted cost analysis, developed written guidelines for Program Managers and monitored Managers to assure meeting of program requirements. Also served as building custodian and vehicle manager, ensuring all equipment was accounted for and maintained in operational

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and mission-ready condition. Was considered to be inventory control expert and held oversight responsibilities for three warehouses; ordered/issued/disposed of inventory as necessary and developed in-depth plans/checklists to support various organizational programs.

August 1984 March 2001

United States Air Force

Various Assignments

Hours per Week: N/A

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Management Analyst/Technician

Proficiently compiled information from multiple sources to identify and analyze various trends; was successful in implementing array of problem resolution actions resulting in innovative solutions. Steered activities of team tasked to analyze workforce methods/procedures; team successfully identified improvement opportunities which, when implemented, resulted in a 40% productivity improvement; also conducted numerous studies that collected/analyzed information regarding trends and improvements. Demonstrated skills in compiling data, employing various military software programs for interpretation, and organizing into database format that was the basis of well-developed, crucial reports that assisted in the decision-making process for senior leadership.

Authored wide array of operating instructions, training plans, policies and safety programs encompassing maintenance/operational organizations; use of plans supported standardization of tasks as well as appropriate training. Served as Quality Program Manager and facilitator of team meetings with responsibilities for conducting installation-wide strategic planning needs development; also designed performance measuring tools to evaluate strategic planning goals and implemented total quality standards.

Was tasked to forecast/document all budget requirements in preparation for gaining annual budget approval; employed automated accounting systems for data input/retrieval as well as to gather/analyze budget-related information. As Training Manager was responsible for identifying training needs, developing training plans, conducting training classes and tracking training status.

On regularly basis examined funding/reprogramming actions for financial/trend implications, performing any needed remediation activities when necessary; also maintained accounting ledgers and performed account reconciliation monthly. Skillfully analyzed broad array of data, assembled data by topic/similarities, and employed forecasted data analysis to make insightful recommendations to senior management.

Was Project Manager for data sampling team tasked to collect/input sampled data; actions resulted in critical manpower changes across F-16 fighter aircraft organizations. Also analyzed various accounting reports/financial data to identify trends for evaluating efficiency/effectiveness of organizational activities.

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Additionally served as Manpower and Organization Management Analyst, with responsibilities for managing more than 2,200 manpower authorizations with an evaluation of over $1.2M; provided briefings and individual counseling/advisement concerning utilization of resources and authored authorization/change requests to maximize resource efficiency. Also performed support agreement cost analysis to assure that all reimbursable expenses were properly projected, negotiated and documented and skillfully resolved any discrepancies between projected reimbursable cost and actual performance cost.

As Project Manager was responsible for developing and assuring implementation of organizational plans/programs/policies. Analyzed support agreement documents to assure accuracy and negotiated for any needed additional services. Served as 388^th Fighter Wing Staff Resource Advisor with financial accountability/responsibility for 16 office accounts and 25 personnel IMPAC accounts valued in excess of $1M. Forecasted/documented budget requirements in preparation for gaining annual budget approval, employed automated accounting systems for data input/retrieval and to gather and analyze budget data.

Regularly reviewed funding/reprogramming activities to determine financial implications, maintained accounting ledgers and performed account reconciliation on monthly basis. Also analyzed various accounting/financial data and reports to identify trends for evaluating organizational activities effectiveness/efficiencies. Compiled, recorded, processed and interpreted special/recurring reports, statistics and other information regarding 388^th Fighter Wing Staff organizations; analyzed accounts to determine proper fund appropriation, processed/verified travel claims, estimated travel costs, determined fund availability and conducted continual follow-up on outstanding travel orders.

Tracked purchases to ensure expenditures adhered to guidelines/funding levels, organized organizational expenses by class and line item and ensured currency of all budget information to support assessment of current year percentage of obligated funds versus preceding year expenditures. Consolidated 388^th Fighter Wing Staff budget estimates and prepared required documentation for review and funding approval; also monitored organizational account to ensure no over-obligation of funds. Continually tracked obligations, expenditures, transfers and reimbursements and made any needed adjustments to various funding types, to reflect effect of budgetary transactions.

Continually maintained excellent relationships with organizational resource monitors; provided training, financial advisement and financial reports to ensure highly levels of information accuracy for use during funding decision-making. Searched expenditures to identify any violations of procedural or regulatory mandates and prepared/briefed 388^th Fighter Wing Staff summary budget status at monthly Financial Management Board meeting; briefing detailed YOY spending percentage, any new mission funding requirements, new unfunded requirements and projected end-of-year budget analysis.

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Education

Columbia College

Bachelor of Business, 2007

GPA: N/A

Semester/Credit Hours: N/A

Salt Lake Community College

Associate of Biotechnology, 2012

GPA: N/A

Semester/Credit Hours: N/A

Community College of the Air Force

Associate of Human Resources, 2004

GPA: N/A

Semester/Credit Hours: N/A

Utah Valley University

Biotechnology Studies, 2011

Training/Certification

2003 Joint Manpower Contingency/Wartime Planning Course

2002 Joint Manpower Requirements Determination Course

2001 Manpower Contingency/Wartime Planning Course

2001 Course Development and Training Instructor Course

2000 Continuous Process Improvement Course

2000 Process Reengineering Course

1999 Budget Accounting/Resource Manager Course

1999 Strategic Planning Course

1999 Quality Team Facilitator Course

1999 Stephen Covey Leadership Course/ Quality Teams and Tools/ Process Improvement Courses

1998 Air Force Leadership and Management Academy

1998 Total Quality Management (TQM) Course

1998 Activity Based Costing (ABC) Course

1998 Organization Ground Safety Manager Course

1997 A-76 Outsourcing and Privatization Course

1997 Support Agreements and Cost/Price Analysis Course

1997 Management Statistics Course

1997 Advanced Management Engineering Analyst School

1997 Organization Information Security Manager Course

1996 Plans and Programs Development Course

1996 Management Engineering Analyst School