Tallie Cuzzort
Oklahoma City,OK
Summary
Results-driven supervisor with expertise in acquisition program management and financial stewardship. Led diverse teams to achieve strategic goals through effective collaboration and conflict resolution. Enhanced budget execution accuracy, ensuring compliance with fiscal regulations while supporting organizational success.
Overview
12
12
years of professional experience
Work History
Supervisor, Programming & Resources Financial Mgmt. (FM) Analyst
Navy, Bureau of Medicine (BUMED)
Falls Church, USA
03.2024 - Current
- Supervisor/Branch Head for the Programming & Resources Branch, accountable for workload for the civilian labor team, Scientific Research, Development Test and Evaluation (RDT&E) team, Program Objective Memorandum (POM) team, and Contractor Support Team ensuring the teams is meeting the workload requirements and task that include but not limited to: Civilian labor team: supervisor/manage two senior GS-13 labor analysts; workload includes but not limited to completing: (1) 1532 and GPR reports after each pay period as data is used to feed into the Civilian Execution Indicator tool; (2) monitoring/updating the Approved Manning Document for the BUMED enterprise; (3) tracking of execution of OMN, DHP and DDRP funding aligns with the FMB controls and obligations meet OSD and FMB benchmarks.
- Supervised POM team of one senior GS-13 and one senior contractor FM throughout POM cycle, providing training to BUMED enterprise, facilitating issue submission maturation, and coordinating with Ech 3 comptrollers for POM submissions. Delivered briefings to BUMED leadership and Resource Sponsors to secure funding across multiple appropriations. Collaborated with other BSOs to align joint requirements and established a year-round POM process to maintain visibility on issue submissions lacking Resource Sponsor support, ensuring readiness for future funding cycles.
- Supervised RDT&E team comprising one senior GS-14 FM analyst, one GS-13 analyst, and one senior contractor FM analyst, leveraging support from Echelon 3 and CONUS/OCONUS scientific labs. Managed production of FMB controls, annual phasing plans, and taskers from OSD, FMB, and DHA. Conducted monthly, quarterly, and annual audits of funding issued to scientific labs. Developed and monitored Memoranda of Understanding and Inter-service Support Agreements for specialty services with external support activities.
- Supervised the contractor support team of two senior FM analysts, guiding their workload to support the N83 budget team in completing PPBE documentation and exhibits, including the annual DON, Budget Estimate Submission, Presidents Budget, and Department of the Navy budget/FYDP analysis.
- Performed routine supervisory responsibilities, including time and attendance management, timecard certification, midterm and annual appraisals, and work performance monitoring.
Financial Mgmt. Analyst
Navy, Bureau of Medicine (BUMED)
Falls Church, USA
03.2023 - 03.2024
- Executed financial management analysis for overall cost, obligations, and execution to meet the Financial Management Board (FMB) and OSD budgetary requirements for Navy OM&N and OPN (multi-year funds), serving as the senior liaison for budget/execution financial management policy and procedures.
- Routinely directed/performed continuing program execution review, analysis and appraisal of the major operating and support programs for internal and external organizations and stakeholders.
- Drafted briefs for senior management and Echelon 1 leadership on program execution; recommended corrective actions for program variances and tracked mitigation plans to ensure compliance with execution requirements.
- Submitted variance execution explanations against OSD benchmarks to FMB on monthly and quarterly basis.
- Lead internal/external stakeholders in development and management of the programming phase of the budgetary process.
- Worked directly with ECH 3 and 4 comptrollers and analysts, providing interpretive and analytical advice on financial transactions and program executions. Ensured obligation/execution aligns correctly and that future program increases and decreases are aligned to LI/PE/SIC level.
- Authored reports identifying financial performance issues and compiling data to analyze historical trends, enabling informed decision-making for stakeholders.
- Authored complex Issue Papers in support of Program requirements aligning to BUMED programs and requirements.
- Developed senior executive level briefings (Flag and Secretariat) and data calls to defend existing and future resources for BUMED (Navy and DHA) funding.
- Monitored and generated financial metrics to the LI/PE/SIC level, assessing health of BUMED's financial portfolio and reconciling operational and program accounts, delivering insights to stakeholders and program managers.
- Coordinated with execution branch and labor teams to ensure current execution alignment and future program adjustments.
- Formulate Planning, Programming, Budgeting, and Execution (PPBE) documentation/exhibits such as the annual DON, Budget Estimate Submission (BES), Presidents Budget (PB) and Department of the Navy Budget for the out years.
- Routinely coordinated with Echelon 3 and 4 comptroller and analysts to ensure phasing plans are executed based on the approved controls (funds authorized) and continually monitor Echelon 3 monthly spend plans for necessary adjustment.
- Analyzes trends in execution and monitor changes/deviations in management plans or strategies to anticipate potential shortfalls or and project future requirements. Identify issues/problems and recommend solutions for projects related to financial management.
- Utilize financial management systems such as PBIS, N-ERP and ADVANA (Jupiter), extracting data to identify, assess and evaluate problems and recommend solutions.
- Drafted/wrote agency-wide financial management policy, internal and external standard operating procures (SOPs) and budget and financial policies, procedures and plans to support an organization's programs and activities. Routinely review/evaluate financial and accounting policies changes for organizational impact.
- Continually monitored budget and financial impact of new/revised legislation or regulations on current programs or processes. Brief team and leadership, identifying impacts to BUMED (Navy and DHA).
- Monitored budget execution targets, obligated commitments in a timely manner, and justified deviations from phasing plans according to funding policies and regulatory requirements.
- Responded to audits and taskers from external organizations (FMB, GAO, DoD IG, Naval Audit Service) involving financial management policy and procedure.
Acquisition Program Manager
USAF, Hill AFB
Hill AFB, USA
10.2021 - 03.2023
- Lead program manager/Integrated Product Team (IPT) lead responsible for all program activities associated with two (2) major aircraft modifications of 300+ aircraft for the Air National Guard (ANG), Air Force Reserve Component (AFRC) and Navy.
- Modification vehicle(s): (1) contractor modification for the Weapons and Self-Protection (WASP) missile warning system program on pre/post block aircraft and (2) multi-prong approach of contractor and organic depot modification for the BMUX program on pre and post block aircraft.
- As lead program manager, I was accountable and responsible for the overall cost, schedule, and performance to include but not limited to: Analyzed execution trends, monitor changes/deviations in program deliverables or strategies to anticipate potential shortfalls and project future requirements.
- Diffused potentially volatile situations among team members by engaging quickly to ensure team member perspectives are heard, provide direction, and make recommendations for solutions for competing perspectives.
- Planned, organized, and conducted Technical Interchange Meetings (TIMs) w/contractors and functional specialists to brainstorm solutions for issues affecting weapon system support. Ensured all team members have opportunities to provide their comments/feedback.
- Performed strategic and tactical planning on problematic program areas. Developed solutions and/or long-range plans; brief all levels of leadership and stakeholders; adjust as necessary based on unscheduled events and/or stakeholders' priorities.
- Ensured execution reviews with senior leadership accurately reflected status of modification funds and programmatic risks.
- Ensured accuracy of bi-annual program management reviews with all stakeholder organizations, including ANG A4/A5, AFRC A4/A5, covering financial, programmatic, and contractual data/updates.
- Managed/forecasted, obligated, and executed National Guard & Reserve Equipment Account (NGREA - 0350 / multi-year funding) and Navy funds through CCaR system; monthly reviews with FM stakeholders and bi-annual briefings to ANG/AFRC A4/A5.
- Authored analytical reports identifying cost, schedule, and performance issues, using compiled data to illustrate historical trends for stakeholder briefings.
- Managed annual POM budget for modification and procurement requirements, addressing NGREA obligations and briefing stakeholders on program funding needs, associated risks, and mitigation strategies.
- Established baseline schedules and revisions. Utilized management indicators and milestone schedules to track program status and report to all levels of management and stakeholders.
Acquisition Program Manager
USAF, Tinker AFB
Tinker AFB, USA
01.2018 - 10.2021
- Lead all phases of life cycle sustainment, aircraft CAT 1 and 2 repairs, avionics modifications to aircraft and simulators as well managed contractor operating maintenance and supply (COMBS) contract and system engineering program management (SEPM) in support of USAF pilot production.
- Led all activities associated with the sustainment and modification of 178 aircraft, 16 Operational Flight Trainers (OFTs), and 14 Part Task Trainers (PTTs), including execution of support contracts.
- Managed the technical and financial baseline for multi-year, multi-million-dollar acquisitions, integrating results into future acquisition plans.
- Managed all aspects of an ~$185M ACAT III Avionics Modification (using 3010 funds) of entire fleet and simulators to obtain FAA Supplemental Type Certificate (STC); managing all aspects of associated contracts for mod completion.
- Applied knowledge of aircraft maintenance and production practices to evaluate the technical approach of Contractor actions to determine if the Contractor has the knowledge, skills, capability, and facilities to comply with stated requirements.
- Utilized data from trade studies and business case analysis to establish analysis of alternatives, determining most beneficial courses of action for the government.
- Developed modification strategies, perform market research, and calculate impact to total life-cycle cost to the T-1A platform; manage contractor performance, cost, and schedule to ensure the government receives quality products and services on time and on cost.
- Established baseline schedules and revisions. Utilized management indicators and milestone schedules to track program status and report to all levels of management, including General Officer briefings.
- Adhered to Federal Acquisition Regulations (FARs), Air Force Instructions (AFIs), and Department of Defense instructions. Comply with contracting processes and procedures to ensure acquisition processes are fair and equitable IAW all applicable guidance.
- Provided program acquisition updates through Project Management Resource Tools (PMRT), covering financial, programmatic, and contractual data/updates.
- Used Management Internal Control Toolset (MIC-T) assessing program processes.
- Worked closely with stakeholders to ensure performance goals and objectives are maintained when modification or acquisitions are being planned.
- Analyzed execution trends and monitored changes in program deliverables to anticipate potential shortfalls and project future requirements.
- Planned, organized, and assigned projects/tasks to functional specialists; conduct team meetings to ensure all personnel are aware of current tasks, goals, and requirements to ensure those involved in the implementation process are well informed.
- Ensured clear, concise communication methods and tools are in place to ensure team members maintain situational awareness. Utilize SharePoint sites and other electronic media to share information.
- Provide direct communication with all levels of the organization (key team members, internal/external stakeholders, and leadership) to support program execution and implementation strategies.
- Planned, organized, and conducted Technical Interchange Meetings (TIMs) with contractors and functional specialists to brainstorm solutions for issues affecting weapon system support. Ensure all team members have opportunities to provide their comments/feedback.
- Performed strategic and tactical planning on problematic program areas. Develop solutions and/or long-range plans; brief to all levels of leadership and stakeholders; adjust as necessary based on unscheduled events and/or stakeholders' priorities.
- Directed and focused Contract Logistics Support (CLS) contracts, contractors, and activities which are critical to mission success.
- Managed the annual Program Objective Memorandum (POM) budget for Sustainment and Procurement budgets, addressing all requirements associated with Centralized Asset Management (CAM). Briefed all levels of internal and external stakeholders to clarify program and funding requirements, including identification of risks if not funded and mitigation strategies for continued program support.
- Authored reports to identify cost, schedule, and performance issues, compiled data to analyze and illustrate historical trends to brief to stakeholders.
- Actively evaluated, advised, and mentored team member developmental needs and perform on the job training for co-workers with little to no aircraft technical background or financial management experience.
Financial Management Analyst
Navy (Mobilization)
Camp Lemonnier, Africa
03.2020 - 06.2021
- Echelon 4 supporting Navy Region Europe, Africa, and Central Command (EURAFCENT) with budget execution and asset management. Division Officer, supervising varying ranks of enlisted personnel. I was responsible for all activities associated asset management, GCPC AO, financial management and manager's internal controls program.
- Train personnel regarding accounting, financial systems, concepts, principles, laws, and regulations of financial administration and budgeting.
- Planned, distributed, and monitored work assignments of enlisted staff; evaluated work performance and provided feedback on their performance through mid-term counseling and annual evaluations; ensured staff we appropriately selected, utilized, and developed, and that they are treated in a fair and equitable manner. Counseled enlisted personnel on performance or behavior to increase organizational productivity.
- Oversaw budget execution and funding realignments while managing financial programs including Government Purchase Card, Defense Personal Property, and processing Commercial Bill payment invoices to ensure financial compliance.
- Drafted POM requirements from Camp Lemonnier internal stakeholders for submission to EURAFCENT (Echelon 3).
- Provided budgetary guidance in building FY21 & FY22 phasing plan to program directors with a bottom-up requirement-based plans in support command objectives.
- Educated COs/XOs and other leaders on fiscal laws, financial regulations, and policies to aid all parties make well informed decisions, sound recommendations, or decide on best course of action.
- Engaged and communicated with Region Comptroller to justify control and cash realignments in response to new or emergent requirements, facilitating timely financial decisions.
- Analyzed, evaluated, and reviewed multiple ad hoc reports to help program directors identify issues and potential costs savings that will allow them to fund their unfunded requirements.
- Action Officer for Command assignments including the Managers' Internal Control Program (MIC-P), which included coordinating the evaluation of the level of controls in place to mitigate risks across +24 assessable units at CLDJ, and the Navy Material Accountability Campaign (NMAC), a Navy-wide initiative to identify inventory and/or operating supplies that are not on the asset books or are being held in abundance.
- Approving Officer and Certifying Official of the Government Purchase Card Program to assist in efficiently and quickly procuring supplies to various CLDJ departments, with notable support during the COVID-19 pandemic.
- Served as Command Duty Officer (CDO) and Sexual Assault Prevention and Response (SAPR) watch duties, acting as the duty section's primary emergency contact for the base with direct reporting responsibilities to the Installation Commanding Officer, where on multiple occasions, demonstrating critical thinking, sound judgment, and was vital to ensuring the safety and security of CLDJ.
- Asset Manager and Installation Accountable Property Officer (IAPO), responsible for the accountability of the largest and most complex installation property book program across the three continents of EURAFCENT, with over 550+ line items of accountable General Equipment assets at 35 site locations across 500 acres, valued over ~$27 million. Maintaining DoD Defense Property Accountability System (DPAS) inventory standard of 98% accuracy and responsible for over 1,368 items of Operating Material & Supplies (OM&S) valued at over ~$686K.
- Facilitated technical discussions with experts in program management, facilities planning, financial management, and contracting to align project goals.
- Applied costs estimate and trend analysis principles to help Installation Managers identify shortfalls between program budget plan vs actual obligations.
- Authored and maintained standard operating procedures (SOPs) and internal desk guides for N8 team; analyzed and evaluated expenditures to ensure compliance with budgetary and financial policies.
- Routinely analyze and evaluate the allocation of funds to ensure compliance with budget and financial policies.
- Managed inventory records, FIAR audit compliance, and physical inventory with ~27 tenants.
- Maintained liaison w/ EURAFCENT N8 Division and Regional program directors to resolve complex program and budget issues.
- Develop user training material for a wide base of financial management information system users at Camp Lemonnier.
- Assist teammates to make fact-based decisions and encouraged collaboration to effectively work across organization and command boundaries.
- Spearheaded CITS contract transition from HOA J6 to CLDJ N6 (joint forces Army, Navy and Air Force) providing guidance, policies, regulations and setting expectations; working with 27+ tenants and two down range locations to validate ~$34M of inventory; working with GSA and Navy contracting team to ensure transition of CITS contract valued at ~$19M per option year was seamless and all contractual requirements were adhered to. Cultured the relationship between the CITS contractor and CLDJ N6 department, authored asset management plan for implementation into the contract. Authored Quality Assurance Surveillance Plan (QASP) for onsite contracting officer representative (COR) to ensure contractor was meeting the requirements. Providing on the job training to N6 staff on contract management.
- Treasurer for CLDJ Officer Wardroom (WR) and CLDJ Supply Corp Foundation; oversaw/presented budgets, accounts and financial statements to WR committee; ensured appropriate financial systems and controls were used; ensured compliance w/relevant legislation; ensured fundraising and sales complied w/relevant legislation and used effective financial systems/controls; presented weekly reports on WR financial position; prepared accounts for audit; managed bank accounts; set up appropriate systems for book-keeping, payments and petty cash; ensured everyone handling money keeps proper records and documentation.
Logistics Mgmt. Specialist
USAF, Tinker AFB
Tinker AFB, USA
07.2014 - 12.2017
- Lead all phases of life cycle sustainment, aircraft CAT 1 and 2 repairs and managed COMB and SEPM contracts in support of USAF pilot production.
- In addition, source selection lead and technical lead for COMBS follow-on contract valued at ~$950M. I was responsible for all logistic activities associated with the sustainment and modification of 178 aircraft to include execution of associated support contracts.
- Managed the technical and financial baseline for multi-year, multi-million-dollar acquisitions, integrating results into future acquisition plans.
- Managed all aspects of life cycle for major weapons systems/subsystems, to include supply, maintenance, procurement, and quality assurance.
- Developed/monitored implementation of Integrated Logistics Support (ILS) plans and milestones, determine nature and scope of acquisitions, and ensure compliance with Federal Acquisition Regulations.
- Oversaw project management by leading teams, assigning tasks, troubleshooting issues, tracking progress, and ensuring timely submission of final products to directorate staff.
- Managed contractor inventory records: ensured FIAR audit compliance and validated physical inventory at five (5) CONUS military bases.
Education
Master's Degree - Business Administration, Acquisition Management
Strayer University
03.2012
Bachelor's Degree - Business Administration, Financial Management
Strayer University
09.2008
Skills
- Financial management
- Budget execution
- Cost accounting
- Auditing practices
- Financial stewardship
- Internal controls
- Fiscal compliance
- Data analysis
- Data mining and compilation
- Strategic planning
- Acquisition program management
- Logistics management
- Operations management
- DTS review
- Navy training programs
- Staff supervision
- Team leadership
- Work distribution
- Scheduling proficiency
- Staff training initiatives
- Training development
- Effective briefings
- Performance evaluation
- Counseling and mentoring
- Interviewing techniques
- Collaboration skills
- Diversity leadership
- Interviewing techniques
Security Clearance
Secret Active
Additional Information
Reserve Officer Association, Navy Chapter, Vice President, 08/2012 - 12/2014, Logistics Officer Association, Member, 06/2012 - 10/2021, Employer Support of the Guard and Reserves (ESGR), Yellow Ribbon Volunteer, 06/2007 - 10/2021, Available upon request
Timeline
Supervisor, Programming & Resources Financial Mgmt. (FM) Analyst
Navy, Bureau of Medicine (BUMED)
03.2024 - Current
Financial Mgmt. Analyst
Navy, Bureau of Medicine (BUMED)
03.2023 - 03.2024
Acquisition Program Manager
USAF, Hill AFB
10.2021 - 03.2023
Financial Management Analyst
Navy (Mobilization)
03.2020 - 06.2021
Acquisition Program Manager
USAF, Tinker AFB
01.2018 - 10.2021
Logistics Mgmt. Specialist
USAF, Tinker AFB
07.2014 - 12.2017
Master's Degree - Business Administration, Acquisition Management
Strayer University
Bachelor's Degree - Business Administration, Financial Management
Strayer University