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Robert Bunnett

Main Industry: Government - Central and Local

Summary

Experience

Atlas
April 2013
Atlas provides strategy and operations consulting, helping client companies with their B2G and B2B business development, pursuit, capture and proposal, and reducing on-contract risk of delivering to schedule and budget. Atlas typically serves clients within hyper-competitive markets in government-driven industries. www.Atlas.Team Delivering strategy and operations consulting services to the Fortune 500 and smaller firms - usually with informal authority, passionately influencing behaviors: â–º Business development - developing executive relationships to generate and incubate ideas into opportunities and making the difference in pursuit, capture, and developing winning proposals to close B2B sales and win B2G contracts â–º Strategy development and implementation - shaping the future â–º Functional operations improvements and performance risk reduction â–º Executive advisor to rising stars of the Fortune 500 â–º Interim C-level, Interim VP, Program Manager, Capture Manager, Proposal Manager
CSP Inc.
July 2013  - June 2015
CSPi is a multi-national publicly-traded [NASDAQ: CSPI] corporation which provides high performance signal processing and information technology (IT) products for cybersecurity (e.g., packet sniffing), financial trading (e.g., low latency tick-to-trade), and data center solutions. Recruited and selected for breadth of industry experience and in-depth understanding of Aerospace and Defense (A&D) and Information Technology (IT) markets. During my tenure: â–º CSPi exited pursuit of new defense opportunities, eliminating associated capital investment, R&D expenditure, and cost of sales while generating E-2D Advanced Hawkeye Aircraft (AHE) royalty revenue â–º CSPi's acquisition of Myricom was immediately accretive, producing top line revenue and bottom line profit while also providing an avenue for capabilities previously used pursuing new defense opportunities Independent Director of this publicly-traded multi-national corporation: â–º Chairman, Nominating Committee â–º Member, Compensation Committee
SM&A
September 2013  - May 2015
SM&A is currently a privately-held company helping Fortune 500 and other companies develop winning strategies for entering markets and improving their competitive position. For over 30 years, SM&A has supported its strategy clients in pursuit and capture of over $340B in contracts, and has helped its operations clients with successful completion of 600 program milestones and 25,000 contract deliverables. Rejoined SM&A at the invitation of SM&A’s new CEO to lead innovation, emboldened by my 3 decades of prior innovation successes including business model innovations (e.g., Accelerate), service offering innovations (e.g., QuickStart™ Program Services), and technical innovations (e.g., Astro). ► Client-facing Innovations: Leveraged Doblin’s Ten Types of Innovation framework, resulting in team development and delivery of new and improved differentiated service offerings to Fortune 500 companies (e.g., International Deal-to-Win, BD CMM Assessment) as well as directly providing innovation services to a Fortune 500 company with a history of innovation ► Internal-function Innovations: Change agent for internal innovations and improvements in workforce composition, talent management, and business development Increasingly requested to help other critical aspects of the business: ► Assigned to perform additional roles, including Interim SVP Business Development responsible for developing strategic relationships, business development, and closing sales and Interim Competitive Assessment / Price-to-Win (CAPTW) Practice Lead, and other roles requested by CEO ► Results: Arrested revenue decline, returned company to revenue growth with increased backlog; stabilized both the business development and the CAPTW groups; introduced game-changing innovations
Accelerate
April 2006  - April 2013
Accelerate provided leadership & domain experience to help client companies develop winning strategies and improve their competitive position; win new program opportunities through capture and proposal leadership and support; and provide management and technical expertise on programs. Led company to deliver over 250 consulting engagements in 7 years, producing profound impact on behalf of Fortune 500 and other client companies, receiving General Dynamics Supplier Excellence Award: â–º Founded company; incorporated in California from 2006 through exit in 2013 â–º Developed business model, value proposition, branding, team, tone, and led by example â–º Innovatively teamed with strategic suppliers; recruited nationally-respected subject matter experts to deliver services â–º Developed new strategic executive relationships to generate and incubate ideas into opportunities; made the difference in pursuit, capture, and developing winning proposals to close sales with Fortune 500 and other companies â–º Led business development, opportunity identification, client account management, revenue pipeline â–º Mentored client teams and Accelerators; trusted advisor to client executives
SM&A
March 2002  - January 2006
SM&A was a publicly-traded company [NASDAQ: WINS] helping Fortune 500 and other companies develop winning strategies for entering markets and improving their competitive position. Business Week ranked the company 7th among Hot Growth Company in 1998, Forbes ranked the company 35th among Best Small Company in 1999, and Forbes ranked the company 21st of 3,500 Small Companies in 2003. Responsible for operations and all consultants of the largest professional services provider of business development ($300B of contracts awarded) and program support (600 milestone reviews and 25,000 contract deliverables): â–º Led improvements throughout the operations chain from recruiting to service delivery (e.g., established target-driven recruiting, diversified and culled workforce, established the project management function) â–º Responsible for the Recruiting function initially, ultimately responsible for developing new strategic executive relationships with a Fortune 500 client account, mentored and led by example throughout â–º Named Executive Officer in SEC filings in this publicly-traded NASDAQ company
SM&A
February 2001  - March 2002
Entrepreneurially founded the Institute for Competitiveness in 2001. Led improvements in business development, strategy development, proposal development service offerings, and developed strategic executive relationships leading to opportunities to introduce these improved services to new and existing clients: â–º Existing Fortune 500 clients Lockheed Martin, Raytheon, and TRW â–º New diverse clients Sarnoff Corporation (formerly RCA labs), Hughes Network Systems (DirectTV), Navigation Technologies, McCormick Selph, Universal Field Services, First Aviation Services, Kearney Real Estate, Yocca Patch Yocca (litigation support), and more â–º Formalized the Research and the Training functions initially as part of, and in support of, the Institute's goals, then spun-out these 2 functions to more broadly serve the company
SM&A
June 2000  - February 2001
In June 2000, assigned by CEO Steven Myers to reverse the revenue decline of Emergent-Central [NASDAQ: EITI], an Information Technology (IT) business segment impacted by the dot com collapse. My immediate actions: â–º Drove pipeline by adding professional services offerings beyond the addressable market of flagship products BillTamer, NetTamer, and ICCE â–º Established sales organization, territories, CRM â–º Developed new strategic executive relationships at telecommunications companies PanAmSat, Alltel, Qwest, RCN, Cable & Wireless, Level (3) Communications â–º Developed executive relationships at instrumentation companies National Instruments and Agilent On August 2nd, 2000, the Company's Board of Directors adopted a plan to discontinue the operations of Emergent-Central, shifting my focus to these 3 revenue-producing actions: â–º Continued operations while closing division â–º Maximized return on investment (ROI) on asset recovery â–º Helped sell parts of company to Lynch (Broad:Margin) and Fortune 500 companies Agilent and L-3
SM&A
October 1998  - June 2000
Responsible for nearly 100 client pursuits such as $40M TUAV and $1B GroundBreaker at new and existing client accounts: â–º Existing Fortune 500 client accounts including multiple business units of Northrop Grumman, Raytheon, Lockheed Martin, ITT (part of which became Exelis which later became part of Harris), TRW and Litton (both later became part of Northrop Grumman), and BAE Systems (GDE Systems + Tracor + GEC Marconi) â–º New client accounts CSC, AAI (became part of Textron), Spectrum Astro (now part of General Dynamics), Mykotronx (now part of SafeNet), British Nuclear Fuels Limited (BNFL), Digimarc, Pacific Gas Turbine (Chromalloy), National Airmotive, Air Cargo Equipment (TelAir), California Medical Review, and more â–º Delivered direct Sr. Advisory services as Account Executive including strategy development and review â–º Helped clients better perform B2G business development, pursuit and capture strategy, and proposal development to win critical contracts Closed $20M sales of professional services at client accounts: â–º Developed executive relationships to incubate ideas into opportunities; performed B2B business development; made the difference in pursuit, capture, and developing winning proposals to close sales â–º Responsible for quality of service delivery â–º Actively supported integration of acquired companies into SM&A following initial public offering (IPO) â–º Promoted in-place to VP Western Region after initially being assigned VP Regional Accounts â–º Mentored client teams and SM&A Associates; strategy advisor to client executives â–º Mentored replacement and transitioned all accounts upon being promoted by CEO to SVP Business Development
SM&A
February 1995  - October 1998
Helped client better perform B2G business development resulting in nearly 3x improvement in client's win rate: â–º Led critical client proposal wins such as $368M Digital Modular Radio (DMR) and $260M Theater Deployable Communications (TDC) â–º Led critical client programs through 1st milestone review on $30M SpeakEasy II and $12B Celestri â–º Supported client B2G business development; making the difference in pursuit and capture strategy, and developing proposals to win contracts â–º Supported development of world-class proposal development center (PDC) Closed $20M sales of professional services at this client account: â–º Led growth of this new client account from a single $300k strategy project to 25 FTEs delivering 100 projects and generating $20M revenue in 3 years â–º Innovated and developed a new line of business (LOB) generating nearly $1B SM&A revenue to the present day, and extending SM&A's service offerings from strategy into operations - in 2 years this new LOB (Program Services) had grown to >50% of SM&A revenue at this client account, and in 4 years had expanded company-wide and grown to >50% of SM&A annual company revenue â–º Expanded SM&A's strategy offerings from proposal services to a broader range of Strategic Consulting services (e.g., strategic business planning, business plans) â–º Developed executive relationships to generate and incubate ideas into opportunities; performed B2B business development; made the difference in pursuit, capture, and developing winning proposals to close sales â–º Promoted in-place from Associate to Site Director to Vice President â–º Mentored client teams and SM&A Associates, trusted advisor to client executives â–º Transitioned account to my replacement when promoted to VP Regional Accounts, a new position created for me to develop new strategic client relationship leading to new client accounts
McDonnell Douglas
January 1991  - January 1995
McDonnell Douglas was one of the largest Aerospace & Defense contractors during the 1980s and 1990s until consolidating into Boeing, now the world's largest aerospace company. Enjoyed a great foundational career at McDonnell Douglas (now Boeing), with progressively increasing leadership and responsibility. Promoted to Senior Manager (line manager of line managers), continuing to build upon an extraordinary amount of experience, including: ► Program Manager of MIDOCS, the innovative Type 1 intrusion detection optical communication system developed under the NSA Commercial COMSEC Endorsement Program (CCEP) ► Program Manager of Radiant Mist, the multi-sensor tracking system developed for SPAWAR ► Integrated Product Team (IPT) Leader on large (>$1B) complex national program, and Conceptual Design Document (CDD) Volume Leader on corresponding winning proposal ► Significant roles on programs and proposals including AntiSATellite (ASAT), Battlefield Combat Identification System (BCIS), All Source Analysis System (ASAS), Ground Based Interceptor (GBI) ► Innovatively applied US Federal DoD C3I expertise in State and Local domains (e.g., Los Angeles County Emergency Operations Center) and Commercial domains (e.g., FedEx) ► Platform experience across several programs included 14 ground vehicles, 3 helicopters (AH-64 Apache, OH-58D Kiowa, AH-1 Cobra), fixed wing aircraft, Ticonderoga-class guided-missile cruisers, fixed sites and mobile systems ► Member of McDonnell Douglas Diversity Committee ► Member of McDonnell Douglas President’s Award Committee
McDonnell Douglas
January 1987  - December 1990
Transferred into Advanced C3I (AC3I) Systems on a large (>$1B) complex national program for my experience conceiving, designing, and developing hardware and software. Initially developed specifications, then designed and led development of hardware and software meeting C2MTFI requirements: â–º Promoted to full line Engineering Manager and Cost Account Manager (CAM) in Command and Control (C2), Monitoring, Test, and Fault Isolation (MTFI) Segment â–º After the program was successfully underway, then I was given the additional responsibility to stand-up and lead all AC3I Independent Research & Development (IRAD), innovating: a) Redundant remote survivable databases b) High-speed secure message processing c) High-bandwidth secure local area networks (LANs) d) Distributed multilevel security (MLS) e) Red-black isolation â–º Later transferred into Advanced Information Systems (AIS) on another large ($3B) complex national program and proposal as Avionics IPT Leader â–º Platform experience across several programs included fixed wing aircraft, US Navy ships including Oliver Hazard Perry-class guided missile frigates, fixed sites and mobile systems â–º McDonnell Douglas Masters Program and Management Institute â–º Selected for AFCEA's Quick Reaction Team for Army Computer Based Systems Studies
McDonnell Douglas
January 1983  - December 1986
Hired as Engineer Scientist, with a head-start from industry experience prior to graduation (see Education section). Promoted to Engineer Scientist Specialist (robotics, machine vision, imaging) in industry-leading Electro-Optics lab. I was fortunate to have all this hands-on experience throughout the full spectrum of the program lifecycle on many varied programs at an early age, especially: â–º Laboratory development, primarily sensor signal processing hardware and software, on Joint Services Seeker (JSS) and Tube-launched Optically-tracked Wire (TOW) data link guided missile â–º Concept development (CD) on CRew Ejection Seat - Technology (CREST) and Technology Demonstration - Maneuverable Re-entry Vehicle (TD-MaRV) â–º Engineering development on the OH-58D Kiowa Advanced Helicopter Improvement Program (AHIP) Mast Mounted Sight (MMS) Test Support System (TSS) from full scale engineering development (FSED) through development test (DT), operational test (OT), and transition into production - the Kiowa Warrior went on to enjoy the lowest ratio of maintenance hours to flight hours of any combat helicopter â–º DT/OT on Delta Mission #43 (DM-43) â–º Developed the innovative Robotic Tracking Sensor named Astro to demonstrate to NASA the capability to autonomously guide and control platforms in support of the Space Station proposal, Advanced Development Project 23, featured by major broadcast media ABC, CBS, NBC as well as CNN, WSJ, etc.

Education

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Endorsments
Robert is an innovative, strategic thinker. He masterfully understands the client's perspective in order to come up with creative solutions. Robert has a very keen, analytical mind which complements his focus on providing the best client outcome possible. Robert would add value to any team.
Ted Griffin
2015
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