Four environments. Four operational challenges. One consistent approach.

The context

Every command ran the process differently—different sequences, documentation standards, and definitions of completion. The backlog grew while leadership lacked a consistent view of where files were stalling.

My role

Regional Contract Closeout SME supporting Navy Medicine and DHA requirements across CONUS and OCONUS commands. My responsibilities expanded alongside the tracking-system work in Case 03, with a focus on regional process standardization, training, and performance accountability.

What I changed

• Assessed each site’s actual operating process
• Isolated root causes contributing to cycle-time delays and errors
• Redesigned and standardized the workflow region-wide
• Established metrics, documentation standards, and peer review
• Delivered targeted training and regional executive reporting

The impact

• 86% reduction in regional backlog
• 96.33% overall DoD audit average
• More consistent documentation across the region

The context

Care that the military treatment facility was equipped to deliver was being referred out to the network, sending clinical volume and revenue elsewhere while specialty-care capacity sat available.

My role

Lead Referral Specialist at Langley Air Force Base, supervising a five- to six-person multidisciplinary team, after beginning my federal career there in medical office administration in 2004.

What I changed

• Rebuilt referral workflows around utilization trends
• Enforced Right of First Refusal requirements
• Defined performance and compliance measures
• Trained Referral Management Center staff
• Chaired the Operations Committee to address service-delivery barriers

The impact

• Improved utilization of available specialty-care capacity
• Strengthened referral visibility and accountability through defined performance and compliance measures
• 13% efficiency improvement from committee initiatives

The context

Regional post-award work spanned multiple systems, financial records, contract statuses, and commands. Fragmented tracking left leadership without one reliable view of aging actions, unresolved balances, or risk.

My role

Management Analyst III and Regional Contract Closeout SME at Naval Medical Forces Atlantic Headquarters, supporting post-award contract administration and closeout across CONUS and OCONUS commands. This systems work developed alongside the regional process improvements in Case 01. I designed and built the tracking systems, then used the resulting visibility to help run and advance the work.

What I changed

• Developed an Excel tracking model into a regional SharePoint site as requirements and responsibilities expanded
• Standardized regional tracking to strengthen visibility and accountability
• Built Access databases, quad charts, and executive dashboards
• Produced PMR materials and recurring data-call reports
• Verified eligibility against STARS-FL, iRAPT, and DD250 documentation
• Determined streamlined versus non-streamlined closeout paths

The impact

• $54.3M in obligations closed
• Regional unliquidated balances eliminated
• More consistent leadership visibility into portfolio status

The context

A four-person Contract Specialist team supported a high-volume Navy Medicine portfolio with no standardized method for recurring actions. That inconsistency created variation in how work was handled and made onboarding new staff slower and harder.

My role

Contract Closeout Project Manager, directing daily operations and owning monthly production goals and audit-ready execution. My focus was not simply production. It was creating an operating environment in which people could perform consistently: clear procedures, usable tools, realistic training, measurable expectations, quality review, workload balancing, and accountability.

What I changed

• Built the SOPs, templates, checklists, and training that standardized recurring closeout actions
• Launched Operation IDIQ Clean Sweep in June 2024 to create focused accountability around aging IDIQ actions and accelerate the closeout pipeline
• Established performance tracking, quality review, and workload prioritization to sustain output
• Coached staff and set measurable expectations tied to audit-ready execution

The impact

• More than 60% improvement in processing efficiency
• Faster progression of new specialists toward productive output
• Greater documentation consistency and audit readiness
• A standardized, repeatable closeout model that reduced reliance on individual knowledge