Eric Nardi

Professional Experience

U.S. Air Force, Life Cycle Management Center Comptroller WPAFB, OH May 2023 - Present

Military Equipment Valuation Financial Lead

Since the passing of the Chief Financial Officers Act of 1990, each U.S. Federal agency has a requirement to produce auditable financial statements. The United States Air Force is among many agencies still working to achieve compliance. One critical area toward producing auditable financial statements is Military Equipment Valuation, a key input to the service’s Statement of Net Balance. In 2023, LCMC stood up a Center Level Review team to lead the effort in rectifying our asset valuations across 40+ programs. I am the lead financial member of this team.

• Primary lead / audit liaison working toward Material Weakness downgrades and audit compliance.
• Development, review and consultation on over $41.5B in Air Force asset valuations.
• Provide senior Air Force leadership advisement on generally accepted accounting principles.
• Liaison to Secretary of the Air Force Financial Management and Acquisition leaders for audit.
• Corporate Air Force internal control execution/financial reporting planning for acquisition and audit

U.S. Air Force, F-15 Program WPAFB, OH February 2019 – May 2023
Deputy Chief Financial Officer

The F-15 Program Office is managed at Wright-Patterson Air Force Base and handles the entire lifecycle of the F-15 platform and all associated modernization efforts, spanning research, development, test, airframe acquisition and airframe sustainment. Lead and supervise a team of thirty-five financial managers, cost analysts and supervisors (four-team split). Provide fiscal, legal, and strategic financial consultation to F-15 leadership, Program Executive-level leadership, and Secretary / Headquarters Air Force-level counterparts and leadership. Serve as the primary financial planning / internal audit advisor to multi-billion-dollar portfolio with multiple customers. Organize, train and equip supervisors and analysts on day-to-day financial management tasks, personnel matters from tactical, operational and strategic perspectives. Support CFO in maintaining strategic growth and vision of the F-15 program in terms of new aircraft recapitalization, modification of existing fleet and retirement of aging fleet.

• Key leader to team of 40+ financial analysts.
• Financial planning for $13.2 billion in F-15 program budgets.
• Budgeting and execution for $5.3 billion in current F-15 program funds.
• Partner relations for Air Combat Command and Secretary of the Air Force, Acquisition & Finance.
• Corporate Strategy planning for F-15 program; primary financial advisor to all partners and leadership.

U.S. Air Force, Cost & Economics Division WPAFB, OH November 2017 – February 2019
Senior Cost Analyst

The Cost and Economics Division is the primary arm of the Life Cycle Management Center that provides cost and investment analysis to the Department of the Air Force. Led large program cost investment analysis / estimates for the B-52 Stratofortress Re-Engine / Recapitalization program, a $8.3 billion effort. Served as lead auditor for the multi-spectral sensing capability on the RQ-4 Global Hawk. Led / mentored / trained cost accounting analysis in forecasting and budgeting within the Department of Defense financial process.

• Subject matter expert in cost / investment analysis, forecasting and risk analysis.
• Senior technical advisor to Cost & Economics chief on matters relating to cost estimating relationships.
• Crafted data management and quantitative relationship analysis relating to aircraft engine investments.
• Forecasted Defense Department budgets for B-52 engine recapitalization; ensures fleet viability/lethality.
• Trained / mentored junior and mid-level analysts in financial and statistical forecasting methods.

U.S. Air Force, Special Operations Forces Division WPAFB, OH August 2012 – April 2016
Cost Analysis Chief

The Special Operations Forces Division within the Air Force Life Cycle Management Center manages the HC/MC-130 Recapitalization weapon system acquisition, Combat Rescue Helicopter Recapitalization, AC-130J Gunship acquisition, and all special operations warfare equipment acquisitions for the Special Operations community. I was the Cost Analysis Branch Chief for the financial management team, leading all forecasting and estimating for each weapon system acquisition. I led a team of twelve analysts, consisting of military, civilian and contractors. I advised sourcing for weapon system development and production and led our financial management teams through development and production milestones.

• Led financial management team of 12 analysts forecasting a $25B portfolio for 3 Program Executives.
• Advised executive leadership on financial management, forecasting / analysis and manpower.
• Chaired the Combat Rescue Helicopter Cost team start-up—a $10B investment/$40B sustainment effort.
• Led HC-MC-130J recapitalization program into major production phase.
• Managed Combat Rescue Helicopter cost team during start-up phase into development phase.

Additional information upon request.