Susan Susco

Experience

• 

  BAE Systems

  Apr 2005 - now

  Team Leader managing a Portfolio of over $200M in E-2D IFF Program ContractsPortfolio Includes: Development, Production, and Repair ProjectsCurrent Backlog: $80-$100M – Scheduled through 2028Open Proposals: $30M – Proposed through 2029Requirements: Develop/Manage/Actualize: Proposals, Negotiations, Project Baseline, Risk & Opportunity Management, Margin Improvement Plans, manage/authorize Budgets, Earned Value Management System (EVMS), report progress at Program Management Reviews, and lead Lifecycle Phase Reviews. Forecast and Develop Financial objectives: Orders, Sales, Margin, and Cash. Lead a Matrix Organization with members from Engineering, Programs, and Operations.Shortly after assuming this role, the M5MS Software Development Program experienced a $2M challenge: a software package required more lines of code than originally bid causing an impact to Software Engineering, System Integration, and Qualification test. The Scope was bid but not accepted the by the Customer, yet the Scope remained in the Statement of Work. After intense negotiations with the Customer, $2M was added to the Contract value at a reasonable Net Profit cost-share. Ultimately this resulted in increased orders, sales, margin, and cash. This challenged the customer relationship at the time, but ultimately bringing the issue forward proved positive for the success of the Overall M5MS Program.During an obsolescence refresh development project negotiated with firm-fixed pricing, the project encountered unforeseen problems surrounding test equipment capability. The project continued to push forward at an estimated $600k impact to the bottom line. During regular discussions with the Customer, these problems were discussed. I did not ask, but the Customer covered the impact including a little more: $700k.A manufacturing issue shut-down the interrogator production line. Through extensive engineering test, and analysis, the root cause was identified. Based on a strong Customer Relationship w Show less Team leader managing a Portfolio of approximately $40M; average annual orders $5.5MIn the first three months uncovered millions of dollars in losses caused by a “Faulty Contract.” Over the next several months reconciled the books, wrote off losses, and made changes to management process to avoid recurrence.Shortly thereafter a site audit was performed by the Government that uncovered $33M worth of missing Government Furnished Property (GFP). All but $700k of GFP was located. Negotiated less than 1% of the remaining $700k as consideration to the Government.Over the next several months all the open jobs were identified, management systems were developed to maintain job requirements, and a cadence was established to ensure a successful E-2C Interrogator Program. An online Program Share was developed to enhance team communications, house all work documents, contract requirements, delivery information, job specific requirements, and all financial information. Through a Program that started in chaos, this ultimately turned into recognition by Upper Management and garnered respect from peers. Show less

  • Senior Program Manager

    Jan 2011 - now

  • Program Manager

    Apr 2005 - Jan 2011