Isabella Bonato

Recurring Cost Execution

• Monthly gathering and organizing of released budgets and actuals to date to detail plan budget baselines, re-baselines, re-plans, and forecasting.
• Thorough EVMS (Earned Value Management System) analysis of discrete and level of effort cost for Finance, Engineering Services, Flight Software, Ground Software, Information Technology, and Human Spaceflight IPTs (Integrated Product Teams) per monthly business rhythm.
• Based on approved Procurements, review and approve POs/PRs if they accurately align to approved scope in SAP software.
• Collaborated with cross-functional teams and CAMs (Control Account Managers) to achieve project goals on time and within budget.
• Conduct thorough cost analysis and identifying areas for improvement to relay in monthly internal BMRs (Business Management Reviews) and PMRs (Program Management Reviews).
• Enter monthly cost data into Deltek OPP (Open Plan Professional) and Cobra.
• Quarterly gating/EFR Cycles (Estimate = Actuals) and detailed forecasting for all active recurring missions based on current ILC assumptions and IPT need to complete.
• Data analysis supports monthly, quarterly, and yearly Enterprise internal and member reviews.
• Provide detailed training to interns, new employees, and peers through ULA University: Money Matters classes and re-scoping of duties.

Pre-Planned Process Improvements (P3I)

• Help in vetting process and establishment of Enterprise design or process change improvements with yearly budgeted IRAD funding.
• Maintain created monthly P3I project file that tracks and manages new and carryover improvement projects.
• Maintain created monthly Project Owner and Quorum Review Packages with monthly cost and schedule understanding through P3I One Pagers.
• Developed accurate forecasting models based on historical data analysis, enabling better business planning and decision-making regarding resources allocation.
• Pull monthly cost actuals, open commit, and name labor through SAP (System Applications and Products) software.
• Based on approved Purchased Services and Material, review and approve POs/PRs if they accurately align to approved scope in SAP software.
• Get cost and schedule updates monthly from project owners to relay understanding of project and funding health year to year to allotted funding value.
• Work with teams within Engineering and Subcontract Management to better understanding of year-end cost and schedule analysis.

ICPS (Interim Cryogenic Propulsion Stage) - Central Finance

• Internal/External reporting (iPMR, eBMR, monthly invoicing, and month end deliverables/CDRLs).
• Cost management of T&M (Time and Material) and FFP (Firm Fixed Price) contracts.
• Based on approved Procurements, review and approve POs/PRs if they accurately align to approved scope in SAP software.
• Customer interface.
• Working with cross-functional teams to gather program cost needs through customer directed schedule/ILC assumptions.
• Analysis and creation of forecasting models based on current understanding of Contract and Funding Values.
• CLIN 400 Extension and ICPS Flyout (NMC) Proposal.

HCS (Human Crewed Spaceflight) - Central Finance

• Quarterly assessments of mission/program health in the creation of Booking Rates (DCC NRE) and high-level understanding of mission updates (CFT & PCM/Starliner).
• Presenting quarterly findings in EFR (Enterprise Financial Review) with CFO which feeds into Member Review.
• Internal and external meeting support.
• Weekly DCC NRE staffing updates to Mission Manager and mission team.
• Crewed mission named labor reporting and analysis.
• Aid in invoicing for DCC NRE Sierra Space Contract.

Recurring Mission Planning

• Management of IMS (Integrated Master Schedule) for GPS III-9 and USSF-95 missions.
• Following MRB (Manifest Review Board) and MPS (Manufacturing Production Schedule) updates to keep mission schedules up to date and in alignment with internal and external needs/direction.
• Weekly management of schedule RE Comment Status using RIP Process updates from cross-functional teams assigned to major milestones in need of updates based on current protect and executable ILC (Initial Launch Capability) assumptions.
• Provide Mission Managers with latest mission health assessments through negative float reports and weekly HAMIR (Heath Assessment and Mission Integration Review).
• Monthly Earned Value by moving Time Now and initiating Steps Process.
• Monthly Phase II CDRL creation and delivery to customer.

Vulcan Development (VDEV) Launch Operations Ground Support Equipment Cost Execution

• Thorough EVMS analysis of discrete and level of effort cost for EGSE, PGSE, MGSE, and T&H IPTs per the monthly business rhythm.
• Monthly gathering, organizing, and execution of released Capital and Indirect budgets to detail plan budget baselines from weekly CCBs (Changes Control Boards).
• Support and execute Rolling Wave budgeting for West Coast, USA, Block A, etc.
• Monthly gating (Estimate = Actuals) report creation and forecasting based on IPT East or West Coast scope need, rolling waves, and schedule/IOC (Initial Operating Capability) understanding.
• Input Earned Value monthly into OPP and Cobra for cost and schedule based on inputs from IPT CAMs through established and updated EV Preparation templates and QBDs (Quantifiable Backup Data).
• Based on approved Purchased Services and Procurements, review and approve POs/PRs/RPAs/FCRs if they accurately align to approved scope and periods of performance in SAP software.

• Lead and mentored over 20 new employees, ensuring compliance to corporate guidelines and principles.
• Managed screening, interviewing, and disposition process of 15 new applicants.
• Organized and implemented new hire training and processes for each new employee using the Learning Link on the Dairy Queen Hub.
• Created and managed weekly Excel schedules for 25 plus employees.
• Ordered and managed up to $4,000 in weekly inventory based on seasonal and annual trends.
• Executed PAR Brinks POS software and trained all 25 employees.
• Planned and executed point of position advertising at the end of each month to insure increased sales monthly.

• Aided in creating schedules for 30 plus employees and store inventory orders when needed.
• Team building and learning through monthly employee meetings.
• Increased individual sales by $1 or more by up-selling.
• Coaching each employee to work as a team rather than a group by setting up a station system that gave each employee a task, making each order more efficient.
• Customer and employee conflict resolution.
• Responsible for cash handling and daily sales count twice a day, managing up to $6,000 a day.