Megan Handy

Develops and provides program and budget guidance to AMC commands/activities for the two subsequent budget years consistent with the AMC budget and known customer/provider program changes

• Improved financial efficiency by analyzing budgetary data and identifying areas for cost reduction.
• Provides comprehensive program and budget guidance to AMC commands/activities for upcoming budget cycles, aligning with AMC budget and anticipated program changes.
• Serves as the Business Lead for AMC’s budget submission (> $6B) to the Department of the Army for the President’s Budget, ensuring accuracy and compliance with regulatory requirements.
• Leads the development of detailed instructions for AWCF BES, including thorough review, analysis, and refinement of installation submissions. Prepares internal and external guidance, including phasing plans, to optimize accuracy in budget projections.
• Actively participates in internal AMC reviews and attends budget reviews with DA/OMB, addressing inquiries and defending proposed AMC budgets as needed.
• Monitors budget execution across AMC segments, analyzing potential impacts as installation projections evolve throughout the fiscal year.
• Conducts in-depth analysis of activity area operations using monthly and quarterly reports to assess revenues, sales, credit, expenses, labor hours, and other key metrics. Provides strategic leadership based on findings.
• Contributes to the preparation of execution reviews at AMC, DA, and OSD/OMB levels. Proactively responds to inquiries from DA, OSD, Congress, and other stakeholders, drawing on independent research or collaboration with installations.

Directed all aspects of Resource Management as the Director, overseeing Accounting, Budgeting, Manpower, and Payroll activities at the depot.

• Supervised a diverse team of supervisors, accountants, budget analysts, and management analysts, providing guidance and leadership.
• Served as the primary advisor to the Depot Commander, Civilian Executive Assistant, and directors on financial and resource management matters, including funding, budgeting, and productivity programs.
• Developed and implemented strategic vision for financial and resource management programs, ensuring alignment with depot goals and objectives.
• Acted as a liaison with off-depot agencies such as HQ AMCOM, HQ AMC, DA, and DFAS, maintaining crucial relationships to support depot operations.
• Planned, organized, and directed all programs within the directorate, ensuring compliance with regulations and local policies while driving efficiency and effectiveness.
• Oversaw general ledger, cost accounting, and labor accounting functions, ensuring accurate reporting and resolution of system interface issues.
• Led the development of multi-year budgets, internal operating budgets, and depot pricing structures, providing detailed analysis and recommendations for improvement.
• Conducted monthly analysis of financial operations, presenting findings and recommendations to senior leadership for corrective action.
• Performed out-year analysis of rates and costs, forecasting revenue and expenses based on coordination with internal and external stakeholders.
• Provided leadership and guidance to subordinate supervisors, ensuring effective work planning, quality control, and personnel administration within the department.

Served as the Deputy Director of Resource Management and Budget/Manpower Division Chief, overseeing budgetary and manpower management activities.

• Managed the Army Working Capital Fund (AWCF) budget supporting a diverse workforce, involving multiple appropriations and complex multi-mission objectives.
• Established procedures for budgetary responsibility, time-phased activities, estimate preparation, and budget directives, ensuring alignment with higher authority directives.
• Managed funds and manpower to support Depot’s mission, including tactical, non-tactical, and technical programs, providing guidance to Directors on fund utilization.
• Presented program and resource estimates to senior management, participated in annual budget negotiating sessions with higher headquarters, and defended budget schedules.
• Directed the development and maintenance of Tables of Distribution and Allowances (TDA) impacting all Depot functions and a multi-million-dollar maintenance business.
• Conducted analytical studies to improve program effectiveness and efficiency, addressing management integration and controls required for program execution.
• Managed analysis of revenue, expenses, and net operating results, identifying trends and recommending corrective actions to improve budget execution.
• Supervised fund requirement planning, rate development for cost recovery, and projected operating results based on customer orders.
• Interpreted laws, regulations, and policies related to budgetary matters, ensuring compliance in all activities.
• Managed the development and maintenance of service lists for collocated activities, analyzed budgetary impacts of Inter Service Support Agreements (ISSAs), and negotiated agreements with recipients.
• Directed activity mobilization planning and continually enhanced organizational structure and workload distribution for ongoing effectiveness and efficiency.

Same as above.

Served as the Deputy Director of Resource Management and Budget/Manpower Division Chief, overseeing budgetary and manpower management activities.

• Managed the Army Working Capital Fund (AWCF) budget supporting a diverse workforce, involving multiple appropriations and complex multi-mission objectives.
• Established procedures for budgetary responsibility, time-phased activities, estimate preparation, and budget directives, ensuring alignment with higher authority directives.
• Managed funds and manpower to support Depot’s mission, including tactical, non-tactical, and technical programs, providing guidance to Directors on fund utilization.
• Presented program and resource estimates to senior management, participated in annual budget negotiating sessions with higher headquarters, and defended budget schedules.
• Directed the development and maintenance of Tables of Distribution and Allowances (TDA) impacting all Depot functions and a multi-million-dollar maintenance business.
• Conducted analytical studies to improve program effectiveness and efficiency, addressing management integration and controls required for program execution.
• Managed analysis of revenue, expenses, and net operating results, identifying trends and recommending corrective actions to improve budget execution.
• Supervised fund requirement planning, rate development for cost recovery, and projected operating results based on customer orders.
• Interpreted laws, regulations, and policies related to budgetary matters, ensuring compliance in all activities.
• Managed the development and maintenance of service lists for collocated activities, analyzed budgetary impacts of Inter Service Support Agreements (ISSAs), and negotiated agreements with recipients.
• Directed activity mobilization planning and continually enhanced organizational structure and workload distribution for ongoing effectiveness and efficiency.

Accomplishments

• Developed and proposed an innovative rate calculation method for recovering depot AOR, minimizing customer rate impact while achieving intended recovery of prior year losses.
• Established proactive tracking of COVID-related expenses, ensuring visibility and readiness for potential funding availability.
• Provided leadership and guidance in designing, developing, and implementing Command-level approval processes for budgets and workload, securing executive buy-in and financial plan approval amid resource constraints.
• Designed and implemented an alternative approach for approving mission hiring actions based on demand data and historical execution rates, enhancing efficiency and accuracy.
• Led the creation and implementation of a weekly Work Breakdown Structure (WBS) problem table, identifying and addressing workload validation errors to improve data accuracy.
• Oversaw the development and implementation of consolidated reporting systems for program status, funded plan costs, carryover, and program closures, reducing excess unfilled orders.
• Developed and implemented a strategy for standardizing data used across multiple DRM requirements, streamlining processes and significantly improving team efficiency, reducing report production time from several days to just a few hours per week.

Served as the Deputy Director of Resource Management and Budget/Manpower Division Chief, overseeing budgetary and manpower management activities.

• Managed the Army Working Capital Fund (AWCF) budget supporting a diverse workforce, involving multiple appropriations and complex multi-mission objectives.
• Established procedures for budgetary responsibility, time-phased activities, estimate preparation, and budget directives, ensuring alignment with higher authority directives.
• Managed funds and manpower to support Depot’s mission, including tactical, non-tactical, and technical programs, providing guidance to Directors on fund utilization.
• Presented program and resource estimates to senior management, participated in annual budget negotiating sessions with higher headquarters, and defended budget schedules.
• Directed the development and maintenance of Tables of Distribution and Allowances (TDA) impacting all Depot functions and a multi-million-dollar maintenance business.
• Conducted analytical studies to improve program effectiveness and efficiency, addressing management integration and controls required for program execution.
• Managed analysis of revenue, expenses, and net operating results, identifying trends and recommending corrective actions to improve budget execution.
• Supervised fund requirement planning, rate development for cost recovery, and projected operating results based on customer orders.
• Interpreted laws, regulations, and policies related to budgetary matters, ensuring compliance in all activities.
• Managed the development and maintenance of service lists for collocated activities, analyzed budgetary impacts of Inter Service Support Agreements (ISSAs), and negotiated agreements with recipients.
• Directed activity mobilization planning and continually enhanced organizational structure and workload distribution for ongoing effectiveness and efficiency.

Served as an Accountant (Internal Review Evaluator), reporting directly to the Commander on accounting, financial, and managerial issues requiring expert evaluation.

• Conducted comprehensive reviews of automated accounting and financial systems, identifying opportunities for system enhancements to improve tracking and reporting of financial events and operational data.
• Performed intricate professional accounting activities and conducted thorough analyses of accounting records to ensure accuracy and compliance.
• Conducted in-depth research and analysis to coordinate and resolve complex problems, providing recommendations for improvement.
• Developed position papers and fact sheets to interpret and explain reports and accounting data, facilitating understanding among stakeholders.
• Prepared review plans, process documentation, and coordinated external auditor visits, delivering concise briefs to ensure efficient and effective audits.

Managed operational accounting and reporting for Ahold Financial Services, supporting centralized financial operations for Ahold USA Retail stores nationwide.

• Oversaw a department of 32 associates, including 4 management-level personnel, providing leadership on operational improvements, audit compliance, and financial system changes.
• Directed all accounting systems, including Legacy, ERP, and internally developed MS Access and SQL databases, providing system recommendations, business case analysis, and managing system development and implementation.
• Ensured audit compliance (Sarbanes Oxley) within Accounts Payable and Capital Asset offices, developing internal audit plans, criteria, and monthly reporting. Represented the department on Ahold USA committees and served as the primary audit contact.
• Led Ahold Treasury functions related to vendor payments, overseeing general ledger and bank statement reconciliations, and daily payment file validations.
• Provided financial and policy guidance to improve working capital and managed the Ahold master vendor file and Federal 1099 reporting process.
• Directed continuous process improvement initiatives, identifying opportunities to enhance system capability and track financial events and operational data.
• Maintained detailed knowledge of functional area policies, goals, and objectives to ensure accurate budgeting, analyzing changes to identify potential financial effects and corrective measures. Provided detailed explanations for variances.

Accomplishments

• Spearheaded a working capital improvement of $25 million through comprehensive financial analysis, system coordination, and implementation of supplier payment schedule changes, resulting in reduced days paid.
• Recommended and managed the implementation of a system change enabling electronic delivery of vendor payment remittance details via email, leading to reduced check printing costs.
• Orchestrated system and business process changes to automate the imaging and indexing of hardcopy invoices and credits, resulting in an 8 full-time equivalent reduction in staffing requirements.
• Directed system and business process changes to automate the scanning and indexing of vendor correspondence, improving efficiency and reducing personnel staffing requirements by 7 full-time equivalents.
• Oversaw the implementation of an automated invoice matching process, reducing manual matching requirements, eliminating duplicate payments, and reducing human errors, resulting in a 10 full-time equivalent reduction in staffing requirements.
• Acted as primary business owner and played a pivotal role in the design, development, testing, and vendor rollout of the AFS Supplier Web Portal, providing customers with online access to real-time financial account information. This initiative not only improved customer service but also achieved significant cost savings and reduced staffing requirements by 10 full-time equivalents within the financial customer service department.