Ryan Pepitone

Roles and Responsibilities include, but are not limited to, the following:

· Management of financial key-line forecasting (Awards, Sales, OM, Cash Flow), for the E-2D Production IPT driving $1B+ in sales annually for the MDC2 Business Unit

· Manage work authorization, contractual reporting, program budgeting, financial estimate at complete development, and various financial reporting activities.

· Provide direct oversight of the cost management, contracts, and pricing and estimating teams supporting the E-2D Production IPT

· Clearly communicate timely and accurate financial business analysis and reporting to senior management.

· Developed business strategy and forecasting, through internal or external deliverables such as the Long Range Strategic Plan (LRSP) and the Annual Operating Plan (AOP) for the E-2D Production IPT

· Lead proposals, negotiations, and award execution from a financial and strategic business management perspective, including a recent negotiation and award of $1B+ for 9 additional E-2D aircraft

· Responsible for developing execution and ROS management plans for multiple contracts exceeding $5B

· Actively mentoring multiple individuals to develop professional talent within the business unit

· Support DCMA business base, profitability, and corporate program audits

· Interface with customer leadership on contract execution.

· Experienced leader, currently leading a team of (6) program control analysts supporting both the Production and International IPTs execution of a nearly $6B portfolio.

· Responsible for the strategic development, detail planning, and execution of the Production financial portfolio, averaging $800M in yearly sales, including AOP/LRSP, PII development, and monthly financial forecasting.

· Responsible for developing, presenting, and defending both financial EAC positions and risks/opportunity assessments to NG leadership, including the Sector CFO and internal/external audit.

· Experienced with multiple contract types and financing terms including Performance Based Payments, Progress Payments, and Cost Vouchers

· Strong working knowledge of government financial CDRL requirements and deliverables

· Coordinate and lead the cost team in development and implementation of baseline positions, interpretation of predictive performance metrics, completion of variance analysis and risk/opportunity management

· Successfully navigated the MYP2 Navy performance obligation through recent internal Corporate audit, achieving a 1A Green Rating and act as the primary NG focal point during quarterly Deloitte audits having receiving zero findings for multiple performance obligations during my current tenure.

· Earned Top Performer recognition by functional and business leadership in 2020 and 2021.

· Received AEW BMC2 Vice Presidents Coin for developing the execution strategy on MYP2 Navy to achieve its financial goals through progressive and targeted ROS step ups.

· Engaged leader fostering and cultivating collaborative relationships across all functional teams supporting the execution and growth of the Production portfolio.

· Actively mentor immediate staff on professional development across all business management aspects.

• Lead Program/Cost Schedule Control Analyst for multiple E-2D production lots across MYP1 and MYP2, which include both Navy and Japan E-2D aircraft.
• Experienced in profitability analysis and reporting (FO-0219), including risk and opportunity development and assessment, as well as the creation and application of blended rates.
• Created reports and presentations for senior management, providing insights into current operational performance, trends, and variances.
• Create and implement cost collection and allocation structures in order to execute complex contract frameworks that include multiple E2D configurations in a single production lot.
• Complete and submit accurate and detailed CSDR reports within government cost control guidelines.
• · Provide support of Deloitte, DCAA, and DCMA audits.
• Conceived and generated an EAC performance tool utilizing real-time data to reflect Melbourne labor performance to EAC commitments by the organization and IPT.
• Created a Melbourne resource model, reflecting historical support resources required to execute MYP1, which assisted in validating NGC’s cost position for MYP2 to the CAPE