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Christine Hansen

Experience Highlights:

Ms. Hansen has over 17 years of engineering, operational effectiveness, quality, process improvement, scheduling, and financial analyst experience with government and corporate organizations. She has experience managing projects with multi-disciplinary teams. She has specialized in optimization of real-world operations across the organizational environment, pulling together the components of information technology, finance, human resources, operations, and compliance to create results. She has proven leadership, management, and communications skills demonstrated in assignments in the corporate workplace. This includes Team Leadership skills with high-level communication to motivate and direct teams; Project Management skills in coordinating multiphase, complex projects; Teamwork Building skills in creating consensus in complex, hierarchical structures; Analysis skills specializing in cases where data is not readily available; and Finance skills in budgeting and maintaining financial accountability.

Professional Experience:

MicroSystems Integration, Inc.                                                                               2010 – Present

Ms. Hansen serves as an analyst on MicroSystems projects with primary responsibility for analysis and planning efforts supporting the Coast Guard and the Department of Homeland Security (DHS).  Specific responsibilities include support for the following projects:

• Department of Homeland Security (Office of the CFO) Fleet Studies.  DHS conducted a Multi-Mission Cutter Fleet Study and an Aviation Fleet Study that each provided senior leadership with a rigorous and comprehensively developed business case analysis of multiple discrete Coast Guard fleet mixes. The primary objective of these experiments is a comparative assessment of operational effectiveness for a selection of fleet mixes that vary the cutter fleet and aviation fleet composition. The Coast Guard Maritime Operational Effectiveness Simulation was used to project the operational effectiveness achieved by the different systems of assets and capabilities. This simulation tests the fleets in different regional operating areas while performing both proactive missions (e.g., Living Marine Resources, Alien Migrant Interdiction Operations, and Drug Enforcement) and reactive missions (e.g., Search and Rescue and Foreign Vessel Inspection) and under different environmental conditions (e.g., significant wave height and distance to OPAREAs). Specific support areas included the development of force laydowns, asset schedules, modeling and simulation, operational effectiveness assessment, effective presence analysis, and cocaine interdiction analysis.
• U.S. Coast Guard Great Lakes Bridge Hour Study.  Study of the methodology used to establish fair and reasonable rates for pilotage services on the Great Lakes. The ongoing study includes consideration for a diverse set of stakeholders with competing demands.  Alternatives are being developed to address the wide range of concerns expressed by stakeholders. The rigor and presentation of the analysis address inquiries from Congress.
• U.S. Coast Guard Fleet Mix Analysis (Offshore and Aviation).  Examined cross-mission requirements through gap analysis and assessed alternative force structures to attain expected performance levels using multiple analytical tools and models. Created a numerical Effective Presence model to explore the impacts of force level on the detection and/ or deterrence of illegal activities. The effort included supporting development of force laydowns, asset schedules, modeling and simulation, and operational effectiveness assessment of the selected force mixes.
• U.S. Coast Guard Deepwater Modeling and Simulation Master Plan (MSMP) and Modeled Concept of Operations (CONOPS) Update.  These two documents together serve as the base instructions for campaign-level modeling and simulation (M&S) for acquisition support, force structure planning, and operational force apportionment and for trade studies on system-wide level analyses. Specific support areas include development, data analysis, and documentation of the Coast Guard’s mission demands and offshore operating principles, policies, and capabilities.
• DHS Cutter Fleet Study.  DHS conducted a Multi-Mission Cutter Fleet Study to provide senior leadership with a rigorous and comprehensively developed business case analysis of multiple discrete Coast Guard fleet mixes.  Specific support areas included the development of force laydowns, asset schedules, modeling and simulation, and operational effectiveness assessment.
• System Engineering Integration (SEI).  Supported the development of integration architecture across a variety of decision support and analysis tools creating shared information and contributing to more effective decision making.  Performance measurement and simulation information was updated and combined to identify critical relationships for performance improvement.

Previous Experience:

Ohio State University Medical Center                                                                         2001 – 2005

As the Administrative Director from 2004 to 2005 and the Director of Building Services from 2001 to 2004, Ms. Hansen focused on the following items:

• Teamwork.   Directed the reuse of 50% of a 500,000-square-foot multi-building facility originally built as a commercial fabrication facility to be redesigned for administrative and research purposes. Activities include building business models, negotiating terms for space with OSU campus, directing the design and development of a new data center, directing the design and development of moving the administrative staff into the facility, and planning and financial modeling for lab space.
• Operations Management.  Managed the facility services operation for 34 buildings with a combined space of 800,000 gross square feet. Consolidated multiple operations into a single, cross-functional operation providing an improved level of customer service and decreased cost of service. The 19-person facility team provides tailored service levels designed to meet the requirements of space as diverse as a data center, a research lab, and an outpatient care facility.
• Leadership.  Responsible for all facets of developing a 250,000-square-foot multi-building facility originally built for the Bureau of Workers’ Compensation into an OSUMC outpatient center. Activities included business model development, budget development, marketing to potential tenants, project management of tenant improvement build-out from design to occupancy, contracting with vendors and tenants, responding to board information requests, financial accountability and directing day-to-day facility management and maintenance. In two years committed space increased from 31% to 78%.
• Focus.  Directed the critical non-core business of real estate acquisition, disposition, development, and management in a time of tremendous expansion where requirements outpaced available space.  This need translated into demand for new facilities and a requirement to maximize the use of current facilities.  Creativity in the context of a highly state government-controlled environment has been a hallmark of this activity.

Borden/ Interliant/ Interpath (Resource Partner)                                          1998 – 2001

As the Director of Quality Assurance Ms. Hansen focused on:

• Process Improvement Leadership.   Responsible for organizational focus on process improvement.  Facilitated enterprise-level process improvement efforts, such as development of a proposal team and standardization of the contracting process, resulting in a 50% decrease in turnaround time.
• Service Level Agreements.   Guided the SLA documentation and standardization effort to include consistent metrics, collection methodology, contracting language, reporting standards, and penalties for noncompliance. Led a team in creating the business design for the SLA data warehouse to automate the collection and reporting of SLAs and Key Operation Indicators.
• Customer Satisfaction Survey.   Responsible for all facets of the customer satisfaction survey from vendor selection, survey scope, data analysis, and development of action plans based on customer preferences, culminating in improvement efforts.

Ohio State University Medical Center                                                                         1992 – 1998

As the Senior Management Engineer from 1993 to 1998 and the Management Engineer from 1992 to 1993, Ms. Hansen focused on:

• Reengineering/Continuous Improvement.   Designed how the hospital would approach reengineering as a member of an internal team. Designed new patient care models and processes as a member of the Patient Focused Care and Diagnostic Services reengineering teams, facilitated the selection and collection of appropriate indicators for the reengineering teams, and served as facilitator and data analyst on many continuous improvement teams.
• Benchmarking.   Responsible for the hospital's annual benchmarking using MECON PEERx to compare with peer institutions. Researched benchmarking data to assist with decision-making and goal-setting, and served as catalyst for departmental benchmarking efforts.
• Productivity.   Responsible for producing, updating, and maintaining the hospital productivity system. Developed initiative to align productivity system with new cost accounting system.
• Goal-setting.   Responsible for the hospital’s budget forecast methodology and development. Served as member and data coordinator for the hospital’s Bonus Oversight Committee; responsible for monitoring, analyzing, and guiding the improvement of the hospital key volume indicators.
• Engineering Studies.   Designed, developed, implemented, analyzed, documented, and presented engineering studies to answer question using appropriate statistical methodology.

Tempcraft Tool & Die, Member of Howmet Corp                                                    1988 – 1990

Designed and programmed machining code for use with CNC mills and lathes.  Interacted with design engineers and shop employees to optimize production process.  Designed and implemented the start-up of total quality at a plant level.  Coordinated and taught management/employee training sessions (300 people trained).

Education:

M.S., Operations Research, Case Western Reserve University, 1992

B.S., Industrial Engineering, Case Western Reserve University, 1988

Certificate, College of Public Health:  Executive Program in Healthcare Financial Management, Ohio State University, 1998