Sarah is currently the head of NUWC Division, Keyport’s Corporate Resources Planning & Customer Advocacy Department. An expert in maintaining professional relationships, bridging the gaps between customer needs and capabilities, and process analysis and improvement, Sarah oversees a team of more than 60 people including NUWC Division, Keyport’s customer advocates. The “CAs” are the entry point for customers working with NUWC Division, Keyport, and are responsible or understanding the customer’s requirements, negotiating tasking, and ensure the tasking is complete to the customer’s satisfaction.
Sarah came to NUWC Division, Keyport in November 2003. After completing the Lean Six Sigma Black Belt training, she facilitated a series of events focused on financial processes. She identified the need for a set of standard financial reports or reporting system, resulting in Masters—a set of standard financial reports with the ability to tailor the report for the specific customer, and run ad-hoc reports as required. She also led the Production Control Branch through a radical change that freed up five planners to be reassigned to more urgent duties and resulted in more than $500k savings to the Program Office.
Sarah moved on to head the Business Planning Office in 2006 before being promoted to Weapons Logistics Support Branch Head in 2009, supervising a team of 30 government employees and providing oversight to more than 30 contractors. She was responsible for all aspects of logistics in support of the Weapons Systems Engineering Division. Underwater weapon systems supported include heavyweight torpedo (Mk 48), lightweight torpedo (Mk 50 and Mk 54), REXTORP, and Mk 30 Target.
A later in 2010 Sarah became Project Management Division Head, taking over responsibility for all aspects of project management within the NUWC Division, Keyport In-Service Engineering Department. She had direct supervision of eight high-grade Technical Project Managers. Some of her team’s accomplishments included developing a proposed alternative model for Acquisition Service Cost Center Budget for FY11, streamlining management processes in support of Alteration Installation Team projects, and developing a work loading tool for departmental use in planning and monitoring of performance for FY11.
Sarah’s unique skills were recognized again when she took over as Obsolescence Management Division Head in 2012. She directed 60 employees, including engineers, logisticians, and technicians. Her division provided proactive obsolescence management support to more than 50 customers’ systems that ran the spectrum from submarine systems to surface, and even aviation systems.
Sarah was named Deputy Department Head for the In-Service Engineering Department in 2013, giving her leadership for more than 450 employees. During her time in the role, the In-Service Engineering Department worked with 75 customers with systems ranging from a USMC vehicle, MRAP (Mine-Resistant-Ambush-Protected) to a Navy Submarine, VIRGINIA Class, with diverse tasking; Information Assurance, In-Service Engineering, Life-Cycle Logistics, Advance Skills Management, Fleet Support, and Obsolescence Management.
Sarah holds a project management certificate from the University of Washington, and was awarded the Commanding Officer’s Award for Teamwork and Collaboration in 2015.