Steven Lovejoy

Experience

• 

  Honeywell Federal Systems, Inc.

  Jan 1989 - Sept 1996

  Senior Financial Analyst

  Progressive positions as Cost Accountant, Pricing Analyst and Senior Financial Analyst. Participated on proposal development team in response to government RFPs. Developed prime and subcontractor pricing strategies for multi-year contract bids.

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  MCI WORLDCOM Communications Inc

  Sept 1996 - May 2001

  Worked with senior sales account mangers in the mid-Atlantic region to develop competitive contract proposals for voice, data, Internet services and equipment. Negotiated pricing, terms and conditions of commercial contracts with national and global telecommunications customers. Developed profitability models using customer traffic statistics to evaluate business decisions. Recruited, trained and directed a staff of four analysts supporting $1.0B in account revenue. Teamed with sales, legal, marketing and engineering on proposal responses for federal government contract bids.Reviewed bids for profitability targets and minimum price points. Reviewed federal, state and university proposals from a billing, contractual and financial perspective. Recommended product price points based upon competitive market analysis.

  • Senior Analyst, Business Development - Global Accounts

    Jan 2000 - May 2001

  • Manager, Business Development - Government Markets

    Sept 1996 - Jan 2000

  • Financial Analyst – Government Markets

    Sept 1996 - Nov 1997
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  XO Communications, Inc

  May 2001 - Jan 2007

  Coordinated development and management of the $100M annual capital budget. Directed two staff assisting with planning, monthly reporting, forecasting and budget variances, along with ad hoc analysis. - Instituted weekly financial reporting to demonstrate trends in capital payments, purchase orders and asset inventory, which aided the CFO with quarterly purchase decisions.- Built IT decision model to evaluate 200 capital projects and stack rank them by multiple criteria to justify the best use of the capital budget.- Created a multi-variable model analyzing network equipment demand on forecasted product sales; illustrating delayed equipment purchases would positively affect cashflow. Show less

  • Senior Manager - Capital Planning & Analysis

    Dec 2001 - Jan 2007

  • Senior Manager, Infrastructure Implementation

    May 2001 - Dec 2001
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  Booz Allen Hamilton

  Jan 2007 - Jul 2020

  Led finance team supporting the firm’s Strategic Investment (SI) program, corporate planning, market code management and ad hoc analysis.- Coordinated SI annual planning, forecasting, project selection, charge number management and financial reporting as the program grew from $48M to $120M. - - Teamed with Business Partners to achieve full-year actual spending within 3% of plan for 9 of 12 years.- - Transformed business decision processes by transitioning to Tableau reporting, which gave managers insight into project cost detail, for quicker redeployment of resources. - - Developed a database on 400 projects per year based on user requirements. Qualified research expense data used by tax department resulted in $3M of annual tax credits.- - Initiated a project review process to qualify independent research and development (IRAD) projects and funnel required data to the Defense Technology Information Center (DTIC).- Supported the TakeShare hiring strategy by implementing a tracking program to monitor 1,500 new hires resulting in a $110M revenue uplift.Financial leader of the Joint Venture team establishing four small business joint ventures (JV) created to diversify federal contract opportunities. Orchestrated financial planning, forecasting, monthly reporting and opportunity pipeline. Briefed JV Board of Managers at quarterly meetings.- Persuaded JV Board of Managers to implement a G&A rate, based on modeling the projected lifecycle revenue and estimated cost structure.Financial manager for $130M Deltek Costpoint accounting software implementation to replace legacy systems. Duties involved annual planning, quarterly forecasting, monthly reporting, monthly cost accrual, time charge authorization, purchase order and payment management for this 3-year project. - Improved forecasting model to better evaluate timing of spending, which resulted in a negotiated $3M subcontractor cost reduction. Show less Supported the firm’s SI program, consulting magazine operations, and new international business unit.- Coordinated SI annual planning, forecasting, project selection, charge number management and financial reporting as the program grew from $24M to $48M. - Constructed the cost structure that established international labor rates for a new business unit, which has grown to $130M annually.- Implemented process improvements for invoicing and expense payments for Strategy + Business magazine. Show less

  • Senior Finance Manager - Strategic Planning & Analysis

    Jan 2013 - Jul 2020

  • Finance Manager - Office of Strategic Management

    Jan 2007 - Jan 2013