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Gregory Reyes, Corporate Director Mentor-Protege Programs at DynCorp International.
Reason selected. With my background in logistics, and particularly LOGCAPIII, I was familiar with the work of ANHAM Prime Vendor LLC. I knew that DynCorp International (DI) was a major competitor of ANHAM, and wondered what the opinion might be at DynCorp of the business case analysis (BCA) that argued a transition from LOGCAPIII to LOGAPIV would be prohibitive, considering that the run out to the exit from Iraq was short. As it turned out, and while I was formulating my questions regarding this topic, a press release called attention to the awarding of the prestigious Nunn-Perry Award to DynCorp International for its outstanding Mentor-Protege team formed with its small business partner, CenterScope Technologies, Inc. (CSTI). The award is given annually by the Department of Defense Office of Small Business Programs (OSBP). What really attracted my attention was the growth achieved by CenterScope Technologies following their mentorship by DynCorp. It was an extraordinary gain and I found myself wanting to talk with someone at DynCorp about the mentorship and to what factors they attributed the robust growth.
DynCorp International provides services to the government on a global basis in the areas of foreign policy objectives, international development, national security, and the delivery of defense support solutions. The primary emphases of DynCorp are logistics, contingency operations and training, platform support, and mentoring that serves to reinforce community stability, security, and the rule of law. The headquarter of DynCorp International are located in Falls Church, VA.
CenterScope Technologies, Inc. (CSTI) is located in McLean, Virginia. The company provides solutions for customer service in various industries. The emphasis of CSTIs work is generally on international support, logistics, and base operations, engineering and acquisition, knowledge management. The role that DynCorp International took in the coaching and training of CSTI was fundamentally in the areas of international operations, global logistics, and new market development.
One of the strongest indicators of the success of this mentoring relationship was guidance for CSTI to expand internationally -- DynCorp's expertise helped CSTI achieve increased revenue from $5 million to $32 million in only 18 months, and more than 100 jobs were created by the expansion. As a result of DynCorp's mentorship, CSTI substantially broadened their overall participation in the marketplace.
Historically, the first Nunn-Perry award was created in 1995 by the Department of Defense Mentor-Protege program to honor outstanding mentor-protege teams. The eponymous award is associated with Senator Sam Nunn and William Perry, a former Secretary of Defense. The Nunn-Perry award to DynCorp was presented at the 16th annual Nunn-Perry Awards Ceremony at the 2012 Mentor-Protege Conference, Wednesday, March 7, 2012 at 7:30 P.M., at the Virginia Beach Convention Center in Virginia Beach, VA.
1. Tell me how DynCorp became interested in mentoring a small business.
2. What is the gist of the work that does CSTI with DynCorp?
3. Were there any particular attributes exhibited by CSTI that led to the mentorship relationship?
4. The expertise at DynCorp was certainly showcased by the receipt of the Nunn-Perry Award. How does DynCorp recruit in order to maintain such a deep knowledge base?
5. You mentioned that the mentor-protege program emphasizes technology transfer. The positive impact on CSTI's operational and financial efficiency was substantive following the mentoring. Is the size difference between the DynCorp and CSTI largely the reason that technology solutions could be so effectively leveraged?
6. Were you surprised to have such amazing results and positive job growth in this difficult economy?
7. Certainly the changes at CSTI indirectly benefitted the customer (the U.S. Army), but did those efficiencies translate into fiscal and resources savings for the customer ?
8. Eric Adolphe, who -- as you know -- is president of CSTI, has suggested that DynCorp's mentoring assistance was core to their success during the past year and a half. He claims that the CSTI has become a prosperous global enterprise, and that the company has matured over a period of months into an operation that can responsibly manage the exponential growth that it has experienced. Do you agree with his assessment? Is this hubris, and do you see any problems down the road for CSTI that would be attributable to the speed of this transformation?
9. Logistics have been a large part of DynCorp's future. With the troops out of Iraq and the war in Afghanistan winding down, do you perceive changes to this situation? And if so, how impactful do you believe these changes will be?
10. Your answer is particularly interesting to me because my professional interests are very much in the area of logistics. Do you mind if I share my resume with you?
The interview process was comfortable and informative. Reyes obviously enjoys his work and is enthusiastic about the program. He was happy to talk about his work, the history of positive outcomes, and why he believes the mentoring program will have a healthy future at DynCorp.
Reyes suggested that I talk with Eric Adolphe at CSTI for their side of the story, and that I speak with about the strategic planning in response to the changing DoD demand for DynCorp's services. When I explained that my interests were more in related to peacetime logistics such as in the area of food, Reyes then jokingly suggested that I consider talking to the Agriculture Secretary Tom Vilsack about how to efficiently get rid of all the pink slime ground beef that school districts were not going to swallow (accept) for their school lunch programs.
Reyes was receptive to my interests in both the mentoring program, which was my foot in the door, so to speak, and the potential match between my qualifications and the work that DynCorp will be hiring for in the near future. When Reyes scanned my resume he asked if I was sure that I wanted to work in logistics outside of the DoD sphere. He asked this question, he said, because my resume was a model for the sort of candidates that DynCorp actively seeks.
Job Title: Procurement Analyst
Department: Department Of Agriculture
Agency: Departmental Administration
Job Announcement Number: DA-97-2012-0009
SALARY RANGE: $105,211.00 to $136,771.00 / Per Year
OPEN PERIOD: Friday, March 02, 2012 to Friday, March 23, 2012
SERIES & GRADE: GS-1102-14
The United States Department of Agriculture's overarching mission is to provide leadership on food, agriculture, natural resources, and related issues based on sound public policy, the best available science and efficient management. The Office of Procurement and Property Management (OPPM) is seeking a motivated and highly-qualified candidate for an exciting full-time permanent position located in the Procurement Policy Division (PPD). OPPM serves the Secretary and USDA agencies with policy, advice and coordination in acquisitions, procurement and management of real and personal property. In addition, it provides oversight and policy in transportation, supply, motor vehicles, aircraft, recycling, and energy conservation. The office also coordinates USDA's disaster management and emergency planning response activities. PPD is at departmental level and is responsible for USDA-wide procurement policy and regulations, including the Agriculture Acquisition Regulation (AGAR), and promulgating career and training guidance for the USDA Acquisition Workforce.
The primary purpose of this position is to provide authoritative procurement advice, resolve critical problems, or develop new approaches for use by other specialists or management/program officials, or for use in planning, negotiating, awarding, administering, or settling the termination of major procurements. The incumbent performs the following duties:
Leads review, evaluation, and development of policies and procedures governing a major departmental procurement function.
Evaluates impacts of new or modified statutory requirements to ensure that requirements imposed by new or proposed legislation or problems identified by audit reports, and assessments of emerging program requirements are considered during the policy development process.
Ensures that Standard Operating Procedures are in compliance with federal acquisition laws, regulations, and policies, facilitate economical and efficient departmental acquisition processes, and are current.
Issues procurement policy books, directives, and other documents promulgating policies, SOPs, and other guidance.
Serves as the primary USDA authority on a major functional area of procurement and provides expert technical advice and guidance and coordinates implementation of new or revised policies and guidance.
Analyzes and interprets many different and unrelated program processes, requirements, methods, and legislative or judicial intent to develop advisory positions regarding current logistics policies and the extent to which logistics programs meet requirements.
Provides specialized advice and guidance on broad projects and programs with national impact.
March 20, 2012
U.S. Department of Agriculture
1400 Independence Ave., S.W.
RE: Procurement Analyst
The purpose of this letter is to express my interest in the position of Procurement Analyst with the Department of Agriculture. I understand that the Department is seeking a high caliber leader to provide authoritative procurement advice to specialists, management, and program officials in the area of major procurements. It is with great interest that I have completed the application process and submit this letter for review and consideration.
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