Corporate Leadership

Sam Forcey—Founded Ardelle in 1980 and is the CEO. He is responsible for the overall company management and the daily business operation. Prior to Ardelle, Mr. Forcey was an auditor and business consultant for Price Waterhouse; a Senior Financial Manager for MCI and a Division Controller for PRC. He has a Masters Degree in Accounting from Virginia Tech.

Art Forcey— Senior Vice President of Business Development. He is responsible for both Commercial and Federal Government Sales, as well as managing the relationships with our business teaming partners and the Company's business proposal team. Art worked in the Internet and Telecommunication Industries for ten years prior to joining Ardelle in 2001. He has a degree in Accounting fron Virginia Tech.

Sherronda Adkins—serves as the Federal Solutions Senior Recruiting Manager. She has been a professional recruiter since 1999, and with 5 years of experience in HR and Government Relations. She participates in new contract phase-ins, transition management and directs the staff training for the contract. At the project-level she is responsible for reviewing task order and skill-level requirements in detail, initiating performance-based measurements, directing the recruiting activities, oversees initial training. Ms. Adkins has an Associates’ Degree in Business Administration. She leads the staff of Federal Task Order Recruiters, who recruit, screen, and interview candidates for Federal contracts.

Stephanie Williams—Contoller. Performs payroll, timesheet, billing, health care administrator, and related accounting tasks. Tracks hours, generates biweekly accounting and financial reports. With the Contracts Manager (above) manages task order closeout.

 

Performance-Based Management

Performance-Based Management is one the most important parts to the Ardelle Team’s Quality Control Program, which is documented in our QASP. The success of Performance-Based Management (PBM) can be allusive when applied to support services. No tangible product is necessarily created and some problems in support service do not necessarily need solving; therefore, the measurement criteria of a PBM is hard to define. We have developed and implemented a performance-based management system that is:

Measurable—You can only improve what you measure

Clear and Concise—You must keep it simple for it to work

Able to Define Success—Incentives are tied to well-defined measures of success

Flexible—“One size does not fit all” – Must be able to change as requirements change

Buy-In—From all stakeholders, including the people who do the work Able to Deliver Success