Summary
Overview
Work History
Education
Skills
Certification
Timeline
Generic

DAWN P. KEISTER

Midwest City

Summary

High-impact self-starter with over 30 years of experience as a professional trainer/adjunct professor. Strong ability to identify initiatives and facilitate action-driven plans to support organizational growth and objectives. Background in financial analysis and budget management, skilled in data interpretation, forecasting, and cost optimization. Known for collaborative approach, adaptability to changing needs, and results-driven mindset. Adept at leveraging analytical skills and strategic thinking to support organizational financial goals, collaborating effectively with cross-functional teams to ensure financial accuracy and strategic planning.

Overview

40
40
years of professional experience
1
1
Certification

Work History

LEAD BUDGET ANALYST (0560) NH03

Air Force Sustainment Center, Engineering and Technical Management Directorate
07.2020 - Current
  • Execution:
  • - I was selected to support the Tinker Complexes OC-ALC OTA/OTP effort. Tinker was notified of special Congressional funds being distributed in the near future in order to support this initiative. Collaboration between Congressman Tom Cole, OU and OC-ALC resulted in approval from Congress to fund the 2nd Generation Coating project supporting aircraft sustainment for the Air Force. $4.8M was awarded September 10th, 2024 as a result of cooperation between AFSC/EN (Tactical Level) Lead FM, Center Level FM and Center Level Contracting within 2 months of receiving 3400 funds.
  • - As a NonSupervisory Lead FM, led 3 geographically separated RA’s to execution of $100M+ for FY24 in O&M, Working Capital Funds and RDT&E funds.
  • - Secured $4700 in CSAG-S funds to assist AFSC/FZA with travel costs associated with Financial Improvement and Audit Readiness (FIAR) audits. EN Directorate was able to contribute 16% in additional funds required to meet an FZA unfunded requirement. This resulted in AFSC/FZ securing approximately 3 more travelers to assist in FIAR compliance audits.
  • - Developed Monthly Execution Review (MER) to brief Directorate leadership on status of funds executed by the Directorate. Briefing includes burn down rates for travel funds, recruiting funds and functional training funds; major missions in EN (Engineering) and priorities for leadership.
  • - Started Spring and Fall Reviews in FY24 for Program Managers to brief program status to Directorate leadership and communicate any barriers or constraints. Funding status is briefed during the Reviews with program status.
  • Budget Formulation, Justification & Presentation
  • - Effectively leads the AFSC/EN Enterprise financial team by applying and formulating budgets for AFSC/EN Enterprise. This involves current year and future year preparations including the Execution Plan, Program Objective Memorandum, Budget Estimate Submission, and the President's Budget Review. All financial Management regulations, laws, rules, and practices are utilized during the planning phases of budget review and analysis.
  • - Budgets are developed, justified, and defended to keep the organization's goals accomplished using EXCEL tools, DOD DMR 7004.1, AFI 65-XXX, SECDEF and CSAF Strategies. Coordinates through all levels of EN management for approvals and reviews by using method developed through lessons learned from previous leadership and experiences of FM Team. Leadership Team is comprised of 1 SES Director, 1 Deputy Director (Col) and 2 Site Director’s (Col) plus 4 Div Chiefs, Tech Directors, Branch Chiefs and Supervisors.
  • Concepts, Policies and Principles of Budget
  • - Optimized the Engineering Directorates Government Purchase Card (GPC) program by recommending collapsing some of the budget-colored money onto less card holders (CHs). Streamlining GPC CH processes is a direct result of her engagement in the Directorate's Goal #5 One EN Enterprise working group resulting in a 28% reduction. Brings all sites into GPC Approving Official (AO) and CH ratio compliance per AFI64-117.
  • - Authored Business Rules Guide for AFSC/EN RA’s. Guide provides standardized processes, annual data calls for leadership awareness and preparedness and 1 Annual Requirements Review instead of multiple data calls for data calls for requirements submissions.
  • - Apply and adheres to controls for administrative operational and financial management functions. Direct EN personnel to integrate process controls for day-to-day operations. Provides awareness, and actions for clearly defined responsibility, and appropriate delegation of authority for administrative and financial functions. This enables process controls for EN management and the financial team to ensure proper standards for clearly reporting and executing support and financial tasks.
  • - Briefed FZA on AFSC/EN Directorate missions and responsibilities to allow better understanding to FZA of EN’s role supporting AFSC SE&T community. Missions, fund types executed and unique aspects of EN are communicated to FZA to understand funding challenges and requirements. Facilitates understanding of EN mission to help FZA better advocate for engineering unfunded/funded requirements.
  • - Coordinated with new head recruiter on pro rata processes for recruiting trips and how to accurately submit a recruiting budget to cover TDY’s and registration fees. This has also created an opportunity for the new RA to be trained in the recruiting pro rata and budgeting processing. Training the new head recruiter and new RA at the same time standardizes processes while increasing communication between the financial team and recruiters when working budgets.
  • - Tirelessly traced root cause for the reason EN’s two operating locations at Hill and Robin’s Functional Training (FT) funding requests were removed from POM Planning Factor (PPF) submission. I was able to identify the names and the reason the FT request was pulled and advise engineering leadership on courses of action (COAs) available to them. Utilizing this lesson learned provided AFSC/EN the knowledge to adjust our funding request for the PPF next year as well as how to get maintenance support from OO-ALC and WR-ALC to meet Customer Senior Functional (CSF) requirements of training the SE&T workforce.
  • Fundamentals & Operations of Budget
  • - Creation of Business Rules document for Directorate has helped create a tool that provides standardization for RA’s when developing budgets and communication of budget rules and guidance to leadership when reviewing budget submissions.
  • - EN’s unique funding portfolio has provided 4 years of experience dealing with multiple funding types, sources and data calls. EN receives funding via multiple sources: FZA budget office, FZB budget office (working capital funds), 448th SCMW and MIPR’s.
  • - MER also provides opportunity for leadership to ask questions and gain more insight into finance fundamentals and laws.

BUDGET ANALYST (0560) GS12

Air Force Sustainment Center, Engineering and Technical Management Directorate
12.2019 - 07.2020
  • Planning:
  • - Supported AFSC/EN by researching historical POM submissions and execution by fund type.
  • Programming:
  • - Gathered engineering requirements for projects and operational needs (TDY, supplies, Non-Destructive Inspection, and recruiting) for AFSC/EN Tinker.
  • Budgeting:
  • - FDTA for DTS
  • - APC for Citibank
  • Execution:
  • - GPC Cardholder for 3 training cards
  • - Statement of Assurance
  • - Execution of CSAG M, CSAG S and O&M funds
  • - TDY Tracker of funds and forecasts
  • - Reviewing Official for DTS
  • - Status of Funds briefer for Tinker
  • - MICT Checklist

FINANCIAL MANAGEMENT (0501) GS-12

Life Cycle Management Center, Legacy Tankers
03.2018 - 12.2019
  • Planning:
  • - Supported at field level by studying previous POM submissions and compared to current mission requirements. Ready and able to submit accurate and valid POM information in support of the National Military Strategy and Defense Planning Guidance.
  • - Supported multiple congressional takings for the Open Skies Recapitalization effort. Adjudicated and defended funding strategy to ensure aircraft delivery.
  • Programming:
  • - KC10/KC135 Non-CAM O&M POM lead. Gathered requirements from Program Office leadership and developed POM submission for Legacy Tanker for FY21 and the out years.
  • - Used Air Force legacy system CRIS to gather historical data and decision-support skills to provide an adept POM product.
  • - Led the Open Skies financial management of the Open Skies $555M acquisition program through Sep 2018.
  • - Informed the Open Skies Recapitalization POE. Identified/Rectified FYDP programming gap in FY21-23
  • Budgeting:
  • - Established CCAR budget lines in advance of FY19 appropriations in CCARs
  • - Organizational Financial Defense Travel Administrator responsible for loading budgets and creating lines of accounting in accordance with Financial Regulations.
  • Execution:
  • - Led Planned Depot Maintenance/Unplanned Depot Maintenance/Sustaining Engineering/Software in FY18 by providing financial support and guidance to Program Managers through CCaR training and Appropriations Law. Assisted the largest CAM budget in FY18 & 19.
  • - Financial Closeout for Legacy Tanker Division, hand selected by the Branch Chief 2 years consecutively. Fifth year as Closeout Lead, three in previous organization.
  • - Responsible for communicating Air Force and Air Force Material Command Closeout Guidelines to internal and external customers, communicating status of funds to Financial Branch Chief and Program Office leadership, authoring of, and follow-through of division closeout strategy.
  • - Funds Control Lead for Legacy Tanker Directorate Financial Management Branch. Responsible to ensure Non-CAM O&M funds are loaded within 48 hours and balanced with LCMC Funds Control. Coordinates with LCMC O&M Analyst if additional funds are needed for Program Office requirements.
  • - Senior Analyst responsible for training new team members, solving funding issues, and using Air Force Manuals, DOD Regulations, and Federal Law to advise Branch Chief and financial matter of the Legacy Tanker Directorate.
  • - Financial lead for investment team. Responsible to support team members’ efforts with financial document submissions, training, and training new Program Managers on Appropriations Law and CCaR processes.

BUDGET ANALYST (0560) GS-12

Air Force Sustainment Center Financial Analysis Office
12.2012 - 02.2018
  • - Solved complex financial issues and mitigated funding shortages, while meeting Commander’s requirements.
  • - Conducted comprehensive reviews of entire portfolio. Reviews led to development of organizational spend plans/forecasts, tracked expenditure metrics, validated authority loaded matched what the program was authorized via official funding documents and the proper appropriation was being used.
  • - Led EOY Closeout for Non-Pay O&M 2015, 2016 and 2017 (obligation rates were 99.7%, 99.9% and 100% respectively). Authored PowerPoint slides to present during Financial Working Group comprised of Air Force Sustainment leadership and Resource Advisors. Presentation was delivered to field Resource Advisors with dates to be aware of during closeout per AFMC and AF guidelines. Leadership and Resource Advisors were apprised of process changes from years prior for more efficient closeout. Enabled EOY GPC and travel spending latest possible dates to meet mission requirements.
  • - Responsible for $300M Non-Pay O&M portfolio oversight by monitoring obligations incurred and resulting expenditures of funds and the administration and review of requests for allotments of funds for distribution to Resource Advisors (RA) from FY14-FY16. Supported Air Combat Command transportation requirements.
  • - Developed the process for JA/DS to plan and execute General Court Martial Funds. Avid supporter/participant in Continuous Process Improvement ideas and suggestions for all processes in the Financial Analysis Office.
  • - Recent examples include ways to allow better communication between all team members during Closeout allowing for a more efficient closeout, number of realignments processed at end of year affecting Funds Control ability to effectively closeout, and drafting policy to ensure smoother closeout and gaining AFSC/FZA Chief approval.
  • - Managed Mid-Year Review, year-end Deep Dives and Fiscal Year End Closeout for AFSC O&M Non-Pay portfolio.
  • - Responsible for management and oversight of $1.7M overall Reimbursement Non-Pay funding program for AFSC portfolio during one rotation of workloads. Proper management allowed accurate reporting to supervision.
  • - Recently responsible for management and oversight of $1.6M in Working Capital Fund Reimbursement Non-Pay funding for AFSC portfolio. Workload change occurred 15 May 17 due to attrition in AFSC/FZA. I was responsible for management and oversight that included responsibility for ensuring AFSC/FZA understood legal requirements of how funds were spent to include division between the 3 Centers (Tinker, Hill and Robins) per instructions by AFSC/FZRE, and acceptance of the funds from AFSC/FZRE via MIPR and distribution to customers based on Cost Annexes via Support Agreements supplied by AFSC/FZRE and Spend Plans provided by AFSC Home and Staff Offices, training a new O&M lead and Closeout lead.
  • - Workload before departure required management and oversight of Civilian Pay, Peacetime, Overseas Contingency Operations, reimbursement, to include working capital funds and Foreign Military Sales Administration funds.
  • - Maintains cooperative and productive relationships with coworkers, AFSC, AFMC, and USAF personnel allowing all production requirements to be met in a timely manner.
  • - Created multiple databases used for tracking expenses, suspense’s and/or program status.
  • - Knowledge of international missions, functions and goals gained during Air Command and Staff College online training and current Foreign Military Sales Admin training.
  • - Used as SME (Subject Matter Expert) for IG (Inspector General) inspection of the 72nd CPTS. Selected by supervisor for the position to ensure fair and equitable inspection of another FM organization.

ADJUNCT PROFESSOR

Park University
03.2008 - 05.2016
  • - Successfully taught students in 3 different business classes: MG352 Principles of Management, MG365 Organizational Behavior and MG371 Management of Organizational Behavior.
  • - Developed lessons/lectures, tests and syllabi for the classroom in accordance with Park University guidelines.
  • - Provided feedback for research papers and class presentations. Provided additional instruction for those students requiring the assistance.

BUDGET ANALYST (0560) GS-09-11

B-1 System Program Office (SPO)
10.2009 - 12.2012
  • - Responsible for O&M (~$2M) Execution of funds using proper Purpose, Time, and Amount laws.
  • - Built a database to track status of taskers assigned to our FM office.
  • - Active member of the POM process, specifically O&M funds and associated narratives for the B-1.
  • - Primary responsible for the FM Self-Inspection Checklist. Built initial database and supporting documentation for each checklist item.
  • - Graduated Palace Acquire Intern (PAQ) program.
  • - Created multiple databases used for tracking expenses, suspense’s and/or program status.
  • - Experience gained in System Program Office environment as a Budget Analyst.

SSG

323 FTW HOSPITAL
02.1991 - 03.1991
  • - Recalled to Active Duty for Desert Storm as a Medical Materiel Specialist for base hospital.
  • - Performed monthly inventories, issues, ordering and use of AF regulations to accomplish tasks.
  • - Delivered inventory requirements to hospital 2X daily.
  • - Earned National Defense Medal.

AIR NATIONAL GUARD, SSG

Bangor ANG Base
09.1988 - 08.1990
  • - Medical Materiel Specialist for base clinic.
  • - Performed monthly inventories, issues, ordering and use of AF regulations to accomplish tasks.
  • - Input 1st inventory database on LOTUS computer in 1990.
  • - Completed NCO Prep Course.

INVENTORY MANAGEMENT SPECIALIST (64550), SRA

552 AWAC
03.1985 - 08.1988
  • - Inventory Management Specialist for E-3 reparable aircraft parts.
  • - Responsible for daily updates on parts status towards turn in of inoperable part.
  • - Parts Inspector.

Education

Bachelor of Science - Business Management

University of Phoenix-online
06.2006

Master of Business Administration - undefined

University of Phoenix-online
11.2007

Research Essentials

University of Phoenix-online
Phoenix, AZ
09.2019

Doctor of Business Administration - undefined

University of Phoenix-online

Skills

  • Led multiple teams
  • Risk Assessment
  • Skilled trainer
  • Detail oriented
  • Skilled developer in Strategic Relationships
  • Team Builder
  • Self-Motivated
  • Current Secret Security Clearance
  • Financial Analysis
  • Skilled Communicator
  • Resource Management
  • Conflict resolution
  • Planning and Organization tasks
  • Trend Analysis
  • Skilled in Financial Research
  • Current Lead Resource Advisor

Certification

  • Completion AFSO21 Level 1 Facilitator Certification, Sep 2008. Refresher Aug 2019.
  • Completion Business-Financial Management (BUS-FM) Level 1-Jul 2013
  • Completion Department of Defense (DOD) Financial Management Certification Program (DFMCP) Level II, Feb 2015
  • Completion Certified Defense Financial Manager (CDFM) Certification, Jul 2016
  • Graduate Basic Financial Management Officer Course (BFMOC), Apr 2009
  • Graduate Palace Acquire (PAQ) Intern Program, Financial Management, Apr 2011
  • Graduate Financial Management Staff Officer Course (FMSOC), Mar 2011
  • Graduate Defense Decision Support, Feb 2013
  • Graduate Squadron Officer School (SOS)-correspondence, Mar 2013
  • Graduate Employee Enhancement Program (EEP) (Tinker AFB Leadership Course), May 2014
  • Graduate Defense Financial Management and Comptroller School (DFM&CP), May 2016
  • Graduate Air Command and Staff College (ACSC)-correspondence, Nov 2016
  • Competency Based Interviewing-Classroom Training, Tinker AFB, OK, Aug 2018
  • Effective Writing-Classroom Training, Tinker AFB, OK, Aug 2018

Timeline

LEAD BUDGET ANALYST (0560) NH03

Air Force Sustainment Center, Engineering and Technical Management Directorate
07.2020 - Current

BUDGET ANALYST (0560) GS12

Air Force Sustainment Center, Engineering and Technical Management Directorate
12.2019 - 07.2020

FINANCIAL MANAGEMENT (0501) GS-12

Life Cycle Management Center, Legacy Tankers
03.2018 - 12.2019

BUDGET ANALYST (0560) GS-12

Air Force Sustainment Center Financial Analysis Office
12.2012 - 02.2018

BUDGET ANALYST (0560) GS-09-11

B-1 System Program Office (SPO)
10.2009 - 12.2012

ADJUNCT PROFESSOR

Park University
03.2008 - 05.2016

SSG

323 FTW HOSPITAL
02.1991 - 03.1991

AIR NATIONAL GUARD, SSG

Bangor ANG Base
09.1988 - 08.1990

INVENTORY MANAGEMENT SPECIALIST (64550), SRA

552 AWAC
03.1985 - 08.1988

Master of Business Administration - undefined

University of Phoenix-online

Doctor of Business Administration - undefined

University of Phoenix-online

Bachelor of Science - Business Management

University of Phoenix-online

Research Essentials

University of Phoenix-online

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DAWN P. KEISTER