Mark Cobb

Key Accomplishments: - Manage multiple teams of analysts performing research to develop recommendations to clients in financial and growth strategy endeavors - Present recommendations to clients ranging from corporate executives to analysts - Provide subject matter expertise and guidance in growing Avascent’s Financial Strategies and Business Capture Practice

Key Accomplishments: - Hired to manage and grow the PTW department during the merger and doubling in size of the company - Improve and streamline processes to allow for greater support across the organization including historical trending and database building as well as implementation of a new, independent compensation tool - Initiated and established process to gather organization performance metrics company-wide in order to improve competitive positioning

Key Accomplishments: - Promoted within role to “manager” to help grow department through hiring, training, and management of analysts - Reduced analysis cycle and completion time through development and implementation of complex and robust Excel PTW model, allowing for the department to accept and complete more analysis requests - Direct contribution to growth of the Sector through successful, accurate financial analysis resulting in 2% award value margin-of-error and award of $10B IT contract

Key Accomplishments: - Responsible for $65M worth of budgets at company headquarters - Designed, created and developed new budgeting structure and process for use by entire HQ budgeting team - Participated in internal HQ audit of budgeting department and process as well as DCAA audit of HQ financials - Contributed to development of forward pricing package

Key Accomplishments: - Eliminated unbilled/receivables balance of ~$1M from Division joint ventures - Developed Excel model to perform what-if analysis for P&L and Sales of new business opportunities thus eliminating the prior inability to quantifiably analyze the Division’s pipeline - Created and operated Price-to-Win model for use by executive leadership to quantitatively answer go/no-go decision for new business pursuits - Launched training on cost classification

Key Accomplishments: - Saved Division substantial costs by proposing the assumption of roles and responsibilities of retiring employee, thus reducing headcount and attrition costs - Reduced monthly headcount and hours allocation analysis from one week to two hours by designing and managing process to extract and manipulate data between systems - Reduced monthly and quarterly financial reporting time from one week to one day through advanced Excel modeling and process standardization

Key Accomplishments: - One of twenty employees across Northrop Grumman Corporation accepted into corporate-wide training program to visit all Sectors and be trained by senior executives in all areas of business management - Reduced RFP response time through development and implementation of standard Excel pricing model, resulting in a more productive workforce and department - Wrote VBA code into complex pricing models to automate redundant processes and standardize department-wide procedures