Maria Coombe

$30 billion global aerospace, military technology, and weapons manufacturing company with 90,000 employees.
Senior Business Operations Manager | 2020 – 2021
Developed business processes for a $2 billion Division stimulating a one-team culture across all management levels.

• 23% downward trend in Division profitability reversed by identifying root cause of employee absenteeism as the reaction of personnel to the imposition of Covid-19 work-space restrictions.
• Augmented quality of Division and Business Unit strategic and tactical decision-making by sequencing the monthly and quarterly flow of performance-descriptive information (i.e., revenue; staffing; program performance; subcontracts execution; etc.).
• Strengthened predictive capability by engineering quarterly reported operating statistics to monthly tabulations ensuring ability to take corrective actions prior to each quarter-end.

Enterprise Manager – Data Analytics | 2019 – 2020
Redefined organizational strategy to eliminate the cost of contracted resources.

• $10+ million in operating expenses reduced by migrating legacy IT system to cloud-based technology business management framework that sharpened tech-support alignment with operating demands.
• Instituted operating margin growth by convincing Corporate global supply chain (GSC) organization to incorporate data analytics as a primary tool for improving the consistency, accuracy, and cost-effectiveness of GSC processes.
• Structured an engagement framework involving suppliers accounting for $282 million in costs that eliminated detrimental unplanned expenses and fortified relationships with suppliers.

Enterprise Manager – Enterprise Workforce Planning | 2017 – 2019
Transitioned legacy workforce systems to an enterprise-level product servicing an 85,000-person workforce.

• $140 million of potential overhead savings by discarding duplicative staffing routines and tools; and integrating disjointed processes through implementation of a long-delayed workforce planning solution.
• Drove a $100+ million cost savings program with a budget of only $5.4 million by developing realistic cost estimates and closely scrutinizing all internal investments for staffing, material, equipment, and other expenses.
• 33% rise in labor costs avoided thru development and use of automated testing.
• Actualized adoption by four business-sector Presidents of a workforce planning strategy by surmounting office politics and skepticism through clear presentation of the benefits.
• Aligned product development goals with CEO’s vision by coaching 45-member virtual, cross-functional, geographically diverse teams in effective incorporation of agile planning methods and executions.
• Finished a three-year delayed effort in 18 months by adopting SAFe agile principles.
• Negotiated terms, conditions, and software licenses for $2.1 million vendor investment.

Deputy Program Manager | 2015 – 2017
Assigned as Deputy Program Management despite no experience with the intel customer (7-year, $227 million program).

• Grew workforce by 24% in a 12-month period.
• $50 million in annual compensation removed from contract budget by timing redeployment of 80% of senior staff to coincide with changing nature of talent needs.
• $14+ million contract agreement mediated on behalf of 17 third-party suppliers defining work share, time-to-fill conditions, labor rates and escalations, payment provisions, and ceiling amounts.

Technology integrator solving modernization and readiness challenges across defense, space, and civilian markets.
Program Management Director
Managed development and oversight of $90 million worth of intelligence and military-preparedness applications.

• $90 million program management success by cultivating customer relationships via frequent communication, transparency, follow-thru and honesty for DIA, ONI, and other restricted customers (intentionally not listed).
• Managed $10 million development on a $95 million US Army INSCOM program working in a virtual, cloud-based architecture for the first time.
• Composed a template and process to guide $14 million in IR&D funding requests that freed time for collaboration that ensured a consummate presentation of program viability.

• Supported $5 million IR&D initiative to develop data transmission methods in a technology that improved accuracy, excluded human error, and enabled integration of workflows into diverse systems.
• Earned CMMI Maturity Level 2 and Capability Level 3 certification on two programs generating $30 million by passing a SCAMPI A appraisal regarding company policies, procedures, and practices.
• Formed performance criteria and an application process that raised the percentage of distressed programs brought to the attention of senior leadership for analysis and determination of corrective action.
• Achieved 3% EVM variance (vs 10% industry standard) in management of a $10 million program by adeptly overseeing resource allocations, schedule and costs using earned-value-management processes.