Kevin Rice Bio
Over 40 years experience in the management of project business operations in “for profit” and
“nonprofit” corporate, domestic and international environments. I’ve held senior and executive
positions responsible for all phases of project business operations including;
Program controls
Contracts and pricing
Cost estimating
Financial planning
Sub contract management
I’ve briefed corporate executive management, senior military staff, congressional staff, and
senior international govt representatives relative to project, financial and business issues.
I’ve developed and conducted numerous training courses, symposiums, and guest lecture
engagements for DoD, NASA, JPL, Lockheed Martin, and Local Colleges and Universities.
Currently Activities on The Business Space
Together with a colleague Winston Carter, we have formed a community platform called The
Business Space, which grew from a desire to share and pass on my knowledge and experience.
Various speaking engagements at over 30 college clubs and organizations have led to the
creation of this online community to connect highly skilled and motivated students from the
business/finance and space disciplines.
The Platform provides connections and networking among members, contacts to exciting
companies with opportunities for employment, education, mentorship, and training.
We also bring on a host of speakers including founders and CEOs from space start-ups and
other professionals from the wider business environment.
Lockheed Martin
I spent 17 years with Lockheed Martin as the Director of Business Management for
their Aircraft Company, specifically Lockheed’s prestigious Skunk Works.
Responsibilities included management of several hundred employees in the
execution of budgeting, scheduling, proposal development, cost estimating and
pricing, contracts and risk management. Specific tasks included:
• Preparing yearly Management Budget (Operating Plan) for the company’s financial
forecasts relative to Orders, Sales, Earnings and Cash totaling approximately $1.1
billion per year.
• Accountable for achieving those company targets relative to orders, sales,
earnings, margin, internal rate of return (IRR) and cash.
• Responsible for all business activities within each respective line of business
including proposal preparation, price and contract negotiations, cost and schedule
performance, Earned Value Management (EVMS), income management, contract
dispute resolution, budget development, and financial tracking and reporting.
Routinely briefed corporate management.
• Served as Manager of Program Business for Lockheed Ontario’s International
Projects which encompassed activities in 52 countries including Argentina, Egypt,
Saudi Arabia, Denmark, Thailand, Taiwan, Spain and Algeria
• International business responsibilities included proposal and contract
negotiations, program financing, letters of credit, performance bonds, financial
control, payment provisions, business development plans and significant customer
interface at executive levels.
Primary Programs.
The following is a list of specific projects supported
• Big Safari C-130 projects (classified)
• A-4 modification program
• Tactical Aircraft projects including F-117, F-22, F-35
• Reconnaissance projects including U-2, SR-71, various C-130
• Advanced Development Projects (classified)
• C-130 Gunship
• X-33
JPL
I spent 17 years as the Director of Project Business Management (Division Manager) at JPL
(NASA’s FFRDC) which encompassed the integration of all project business and controls
activities including contracts, budgeting, funds management, Earned Value (EVM), scheduling,
cost estimating, pricing, business integration, project accounting, project assessment and
analysis, and risk assessment. I managed several hundred people relative to these activities on
project costs of $2.5 billion per year. Specific interface with NASA included:
• Developed, implemented and maintained JPL’s Project Controls Processes
• Created JPL’s business policies and practices manual (Dark Green Book) which served as a
model for business throughout NASA.
• Served on a number of Standing Review Boards responsible for the cost and schedule
elements of projects
• Led the efforts to obtain EVM Certification at NASA’s JPL facility
• Served as a member of NASA’s EVM Steering Committee and NASA’s Project Controls
Steering Committee
• Briefed NASA’s Executive Council Quarterly relative to the cost and schedule status of projects
in the Science Mission Directorate
• Developed and implemented cost assessment training courses and served as a course
developer and instructor in NASA’s CFO University
• Served as the leader of NASA’s team to develop, issue, and instantiate the Agency’s Project
Controls Handbook
• Served as a member of NASA’s Business Services Assessment team evaluating and providing
recommendations as to the improvement in project controls processes and focus areas
• Developed the independent assessment model adopted by NASA to assess project
performance
• Recognized throughout NASA as one of the Agency’s leaders in project controls and business
management (often referred as the ‘father of business management’ across the Agency
• Developed and implemented 18 Week business management training course for businesses
management personal
Professor University of Redlands
From 1992 to present: serve as adjunct professor of Corporate Finance, International Business, and
Global Financial Management at the University of Redlands, Redlands, Ca. I have conducted over 200
courses.