Nicole "Nikki" Gianni

• Defined company roles and responsibilities to establish and enhance processes.
• Manages marketing, advertising and new product development.
• Established organizational vision and mission statements.
• Conducting research on emerging trends within industry and capitalizing on finds to develop new products, services and strategies.
• Establishing platforms to communicate with clients.
• Establishing and managing the firm's financial tracking system.
• Enrolled in several courses to expand management consulting knowledge and firm development.
• Specializations include, but are not limited to change management, strategy, people management, organizational development, federal contracts and acquisition management consulting.

• Managed all Policy Division (Code 021) day to day activities and led it’s ten personnel. Responsible for providing guidance and direction on all contract, general acquisition, compliance and training matters to the department and its customers within the command. Charged with creating new and improved processes for contracting and rest of the Command’s acquisition community. Career Field Manager (CFM) to all department contracting personnel providing guidance via a coach, teach and mentor approach. Managed all Contracting and Contracting Officer Representative training requirements and performance metrics. Responsible for over 145 data calls each fiscal year and numerous internal data points for process improvement requirements and progression.

Accomplishments:

• Conducted an internal “manpower study” in May 2021 after a marginal inspection results of contract files; interviewed personnel on workload, morale, successes and challenges faced. Results provided data to obtain 10 new personnel allocations in FY21 and an additional 10 in FY22-23. Impact was balanced workload distribution, substantially decreased overtime, greatly improved morale/retention and customer relations.
• Created and implemented the Contract Analysis and Review Tool (CART) that collects, organizes and allows for easy and effective analysis of all solicitation and post award review findings by category, specific issue, and contracting team responsible for each requirement; became a NAVSEA benchmark.
• Established desperately needed compliance team to address the marginal rating received due to 100+ findings from last inspection; drastically decreased new findings and increased Code 021’s customer credibility.
• Created a warrant training program to ensure all new contracting officers (KOs) were proven to be able to perform the complex duties of the position; established and taught 20+ foundational contracting topics, created study guide and weekly FAQs with scenarios distributed before class to prepare participants for discussion. Warranted seven new contracting officers. Due to the program’s success, HQ requested a brief of the program at the Dec 2021 Business Process Council, educating all ten NAVSEA Warfare Centers on our process, another NAVSEA benchmark.

• Led 20 contracting professionals responsible for all Installation Support source selections over $20M, DOD-wide engineering and professional services requirements and the Small Business Innovation Research (SBIR) Program. Managed over $2B in source selections and over $300M in contract administration.

Accomplishments:

• Awarded all source selections 25-75% ahead of schedule, guaranteeing no gaps in service. Transformed branch by adding innovative contract and agreement vehicle capabilities to improve mission readiness; including Other Transaction Agreements (OTA), implemented first OTA at Hill AFB.
• Collaborated with customers to provide Educational Partnership Agreements and University Contracts to the Directorate’s acquisition capabilities to improve access to unique and challenging requirements to acquire.
  • Obtained approval from Command leadership to execute the first Grant in Hill AFB history valued at $10M for the STARBASE educational program for local elementary school children to be exposed to STEM opportunities on base, decreasing the fee from 30% to 5%, allowing more children to participate in the program.
  • Through customer-focused lean six sigma methods, significant program management deficiencies were realized, resulting in the implementation of streamlined contract execution processes; personally created and provided a two-day acquisition basics course, educating 50 customers with no experience on requirements package generation; strengthened customer partnerships/knowledge base and improved acquisition performance.
• Employed innovative contracting techniques to provide flexibility to the customer, e.g., first in the Command to not use price as an evaluation factor for multiple award contracts; creatively combined like requirements for numerous locations, enhancing existing organic capability through flexible multiple award, long-term contract vehicles, awarding without discussions.
• Built Intern Training and Implementation Plan to launch across the Command, effecting the professional development of over 1400 contracting professionals.

• Created and established OCS policy, instructions and annexes for operational plans for US Central (CENTCOM) and Special Operations (SOCOM) Commands. Provided field support for all contracting and OCS issues and established lean processes for requirements generation and approval.

Accomplishments:

• Successfully proposed and established the first Combatant Command Air Force contracting career broadening position to Air Force Contracting (SAF/AQC) to engage in joint, strategic-level activities.
• Supported the implementation and execution of OCS Integration Cell (OCSIC) capability domestically and abroad as a central point for managing requirements, contract support and contract/contractor management for deployed units.
• Decreased contracting demand, schedule and costs by over 30% by facilitating the refinement of the Jordan OCSIC.
• Drafted SOCOM OCS roles and responsibilities and established a Common Operating Picture (COP) portal to provide OCS information and resources for SOCOM’s 80-country enterprise.
• Delivered outstanding results for the Joint community as a leader in the planning and execution of Operational Contract Support Joint Exercises (OCSJX) 2016 and 2017, trained over 1,000 military and civilian personnel from all Services and SOCOM on incorporating end-users into the acquisition process.

• Led unique “Cradle to Grave” acquisition mission of all federal cryptologic and Communication Security products. Responsible for all organize, train and equip functions for 63 contract professionals, supporting over 1,200 personnel at the Center’s largest and busiest systems acquisition division. Accountable for the contracting requirements of a $3B portfolio, a $25M Chief of the Contracting Office (COCO) clearance authority and Senior Executive Service level competition advocate authority for the division.

Accomplishments:

• Successfully managed the execution of over 2,000 contract actions, valued at over $450M. Closed out over 1,500 contract actions during tenure, decreased five-year backlog to zero.
  Oversaw execution of a variety of contracts for cryptologic and cyber weapon systems, research and development requirements, IT, services, commodities, sustainment and maintenance for all Cyber and Crypto needs.
• Delivered improved continuity to customers throughout the product life cycle by restructuring division to a product line vs acquisition timeline structure and established a yearly battle rhythm with each of the 11 customer branches, using their budgets to plan out contract requirements to create planned vs reactive contracting; resulted in all required funds obligated and decreased normally extensive end of fiscal year overtime to zero during sequestration and the following fiscal year.
• More than doubled personnel in less than 2 years; increased intern positions by 350%; hired 47 highly qualified professionals, leaving the division with 20 additional positions and over 100% manning. Established the Plans and Programs branch, providing a high-functioning staff to support the division.
• Drastically improved division morale and retention by providing much needed training and structure, as well as strong leadership with a high level of support, demonstrated by outstanding employee reviews from an Equal Opportunity Office “Out and About” walk through of the division.
• Successfully hosted unit’s first Command Unit Compliance Inspection by implementing standardized processes, programs and file reviews.

• Led 23 personnel, contracting and automation systems professionals to develop and improve the professional skills of 600+ contracting personnel across the US at Hanscom AFB and five geographically separated units.
• Collaborated with Center leadership to recruit, hire and train a skilled contracting workforce; implemented and managed succession planning for the contracting directorate.

Accomplishments:

• Successfully obtained approval from Center Vice Commander to execute a yearlong centralized contracting hiring pilot; its success was the catalyst for the entire Center to implement a more effective hiring capability for over 400 PEO and FMS programs through a functional vs a program approach.
• Implemented and delivered an extensive four-week “Jumpstart” and 52-week contract training programs during the first year of employment to over 200 personnel, another ESC benchmark.
• Obtained six civilian and contractor positions to create the Contract Closeout Branch, discontinuing a 10-year backlog of over 6,000 contract actions, returning over $15M to taxpayers.

• Recruited, trained, motivated, and counseled college students as prospective Air Force officers. Instructed freshman and senior-level college courses on the Air Force and National Security Affairs. Provided leadership training, military discipline, educational and career guidance to 187 ROTC cadets. Advised instructors on course curricula, revisions and text preparation. Prepared and conducted detachment In-Service Training. Designed and administered course critiques. Directed recruiting efforts and actively promoted AF career opportunities to university and high school students, faculty, administrators and counselors; managed all advertising budget funding. ASU Academic Senator, unit Public Affairs rep, unit fitness manager. Field Training officer for two summer field training camps.

Accomplishments:

• Received “Outstanding” grades in all areas of the Operational Readiness Inspection, only 7 of 144 detachments received these grades.
• Lauded by students in class critiques as exceptional instructor and mentor; cadet’s top choice of counsel, able to get to heart of concerns.
• Increased female recruiting and retention in the detachment from 2% to 19% during tenure and increased minority enrollment by 15%.
• Successfully matriculated 51 of 52 cadets through the required 28-day basic training “summer camp” in 2005 and 2006, selected as the #2 of 18 Field Training Officer instructors in 2006. The 52nd cadet returned the next year to successfully complete the program.

• Warranted Contracting Officer and Team Lead as the squadron’s infrastructure flight commander. Supervised two contracting officers and nine contract specialists. Led 43 infrastructure projects valued over $63M. Responsible for assigning, tracking construction/service projects and prioritizing workload. Oversaw the preparation, solicitation, negotiation and administration for construction/service efforts. Provided self-inspection and internal control reviews. Contracting Officer for Civil Engineering Services and base security fencing contract valued over $33M. Managed $18B Transformational Communications Program and MILSTAR engineering support contracts while assigned to the MILSATCOM program office.

Accomplishments:

• Rated #1 of 15 buyers 2 years in a row and #1 of 7 contracting officers; handpicked to lead flight as brand-new Captain, normally held by GS-13 (Major/O4 equivalent). First Captain to obtain warrant in squadron and subsequently convinced leadership to grant a $100K warrant to subordinate Lieutenant, the first in squadron history.
• Led complex $1M electric and sewage project and maintained base’s redevelopment critical path, preventing $44K per day in delay costs. Handpicked out of 115 buyers to manage most important program in the center; expertly awarded two complex $1B CPIF contracts for EMD down-select effort.

• Planned, led, negotiated and managed Counterdrug and NORAD contracts valued at over $58M; while in construction, managed $20M in contracts for Hanscom AFB and 39 tenants in six New England states. Interfaced with senior AFMC, NORAD and industrial officials on acquisition planning and execution.

Accomplishments:

• Masterfully managed over 20 infrastructure support contracts valued at $20M, kept contractors on time and on budget. Brilliantly worked base housing change of occupancy contract delivery orders, slashed transition time, getting families in homes fast
• #1 choice to training employees; used multiple angles to resolve issues; established procurement guide and standardized processes.

• Responsible for safely troubleshooting and performing off-equipment maintenance on various navigation and communication systems in support of assigned MC-130H, MC-130P, UN-HJ, HH-60G, TH-53A and TH-53J aircraft.

Accomplishments:

• Air Force Association (AFA) Airman of the Year and One of the 12 Top Airman of the Year for Kirtland AFB. Accomplished journeyman upgrade training in seven months, authorized standard was up to 36 months; Senior Airman Below the Zone; Earned 52 college credits in one calendar year, resulting in an Associate’s degree in Avionics Technology and a Bachelor of Science degree in Business Management accomplished during upgrade training.