Past Performance
Customers:
“For the various engagements I have had with this company, I have nothing but good experience. They stood out in every category and have been very impressed with their customer service, attention to detail, demonstrated knowledge and execution over a range of company efforts.”
Customer Feedback:
“Kari came in during a time of transition and challenge. She helped guide the team on building an integrated schedule…Her knowledge of the material was deep and broad. Her communications to me on what was needed and what was realistic were both helpful and timely.”
Projects
This section features past projects of Orion's Belt Engineering - both direct contracts to primes and as a subcontractor.
SE Services - Lunar Lander
SUBCONTRACT through Frontier Innovations -
The iSpace-US M3 lunar lander is part of the NASA CLPS contract. Orion's Belt was contracted to help with Systems Engineering in preparation for the Critical Design Review (CDR) with NASA and Draper. Efforts include FMEA/FDIR analysis for generating fault protection requirements, support to quality and interface requirement development, support to requirements reviews and development / management of requirements in Jira.
PM Services - Mobile App
DIRECT -
NDFT LLC is creating a new mobile app for secure creation and sharing of authenticatd videos. They were having trouble with contractor performance, so I learned about their technology, assessed the contractor, wrote a Software Design Document, supported legal discussions with the company's lawyers, and made recommendations on next steps. I am now assisting the company in selecting new contractors.
PM Services - Enterprise IT
SUBCONTRACT through Project Genetics -
Mountain Time Zone representative for an Australian company, Focus HQ, who was configuring their project management software tool suite for an energy company in Canada, Parkland. In addition to project management duties, our team performed help desk and training duties during regular business hours for Parkland. The Go Live and training sessions were successful, which concluded the project.
PM Services - Enterprise IT
SUBCONTRACT through Project Genetics -
Maxar's Rise Phase 2 Project Management: Phase 2 of the Rise project was focused on Maxar Space - completing the transition of their finance system from Oracle to SAP, as well as establishing and integrating SAP with manfacturing ERP packages such as Solumina. In addition to traditional project management duties, our team also took a more strategic position by helping the team to devise smaller faster implementations that would have ROI. This included the Maxar Space finance rollout in Rise 1.5 and trimmed down functionality for initial manufacturing support.
Training Services - Creativity
DIRECT -
Presented a creativity workshop for Anadarko staff covering topics such as mind maps, tips for fostering creativity in teams, and a hands on team exercise where participants were able to work together on a short creative project.
Training Services - Risk Management
DIRECT -
Presented a risk management workshop for Advanced Energy staff on risk management, including specific topics on:
- Identifying risks versus issues versus watch items
- Ensuring risks are quantifiable
- Effectively communicating risks
- Using Risk and Opportunities Registers
- Managing Management Reserve
Case Studies
In addition to work through Orion's Belt Engineering, our team has substantial experience with a wide variety of projects, roles, and industries.
PM Services - Enterprise IT & Org Change Mgmt
Through Project Genetics - Maxar Space reorg support: Project Management support for initiatives related to a large org change.
Maxar Space EVMS-Lite Initiative: Train staff on EVMS methods on a commercial project while not increasing the management costs of the project. Implemented the QBD method we have successfully used in Agilefall, including the CPI, SPI, and TCPI metrics.
CASFAR Initiative: Drafted the EVMS System Description Document for Maxar, adjudicated the results of internal reviews, ensured it was relased, and provided training to selected teams on the contents.
Rise Phase 1 Program Support: The Rise program was a multi-year multi-phase program to get Maxar businesses (including multiple acquisitions) into a common set of enterprise software. Phase 1 focused on implementing SAP/S4 Hana for corporate finance. Provided support with respect to the Space organization.
Startup CEO
Direct to Nu Promethean Technologies (NPT) - Analysis of governance issues for the organization and analysis of alternatives for company ownership regarding how to resolve prior working to obtain further investment for prototyping efforts.
Program Manager - Spacecraft Bus
W2 work to Ball Aerospace for > $400M Spacecraft Bus
Kari was part of this program for 4 years, starting after CDR as a Systems Engineer, then as a Deputy Program Manager, then the Program Manager. The program had a successful (early!) delivery earning 100% award fee and a “Far Exceeds Expectations” rating on delivery incentive. When the company won a new project a month before the delivery, there was a substantial transfer of program staff to the new program, necessitating in her leadership to both train existing personnel in new roles and to negotiate a reduced scope of post-delivery support work with the customer to align with the reduced staffing profile. Post-delivery support was successful.
Program Manager x 3 - Torpedo Mfg
W2 to Barber Nichols
- CPFF contract to the Naval Undersea Warfare Center (NUWC) for development of POM (Proof of Manufacturing) units for torpedo components.
- FFP for Foreign Military Sales under NUWC.
- FFP production contract.
When Kari first joined the MK-48 manufacturing restart project, they were scheduled to conduct a TRR, but the team was behind schedule. She led the recovery effort for all 3 contracts in the portfolio, resulting in successful in-water testing. The production line continues successfully today.
Ops Mgmt - Satellite Ground Station SW
W2 to Raytheon
Kari's focus was helping to lead the transformation from Waterfall to “Agilefall”, improving the EVMS metrics on the program to respond to customer concerns, and facilitating the large amount of ECPs, from working with Contracts through CAM kickoffs, baseline reviews, BCR approvals, and communication to the team on the changes. The program grew from approx. $800M to >$1.1B.
Systems Engineering Roles
W2 to Raytheon, Ball Aerospace
Gate reviews – SRR, PDR, CDR, MRR, TRR, PSR. Ground Systems, Spacecraft Bus, Optical Payloads.
Spacecraft: Fault management design support, writing operating procedures (ROPs) for Ground Operations and technical reports. (Electrical power system, spacecraft timekeeping system, propulsion system, narrowband communications with ground station, on-board command and telemetry system), management of requirements and selloff / acceptance for subsystem contracts, AIT at the system level including vibe, acoustic, and TVAC testing, anomaly resolution, and support to test engineering during shift work.
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