Ramona Davodian

I help aerospace, government-contracting, and regulated organizations translate rates, cost structures, workforce forecasts, and financial risk into clear executive decisions that strengthen affordability, compliance, proposal competitiveness, and long-range operational performance.

Financial Analyst IV | Enterprise Rates, FP&A & Strategic Operations Lead at JET PROPULSION LABORATORY, NASA / CALTECH (2022-05 – Present)

• Serve as the primary enterprise rates lead for JPL, directing the development and application of workforce, fringe-benefit, contract, material, and institutional burden rates across active programs, competitive proposals, and long-range forecasts.
• Establish enterprise planning assumptions, burden strategies, and cost-allocation methodologies supporting approximately 79% of the Laboratory's institutional burden structure.
• Lead enterprise rate retrospectives and scenario analyses in response to changing NASA funding conditions, identifying financial, operational, and workforce implications for executive leadership.
• Develop workforce-affordability models and long-range forecasts that enable leaders to evaluate organizational sustainability, staffing capacity, cost exposure, resource requirements, and alternative operating scenarios.
• Provide strategic recommendations that have informed significant workforce realignment, organizational restructuring, and operational planning decisions without compromising sensitive institutional data.
• Advise executive leaders and organizational directors on the relationship between rates, governance, NASA compliance, forecasting, proposal competitiveness, cost, and operational execution.
• Developed new procedures, workflows, governance standards, decision frameworks, and training materials that strengthened leadership understanding of enterprise rates and financial planning.
• Translate complex strategic questions into structured analyses addressing purpose, rationale, execution approach, cost implications, available options, risks, and implementation timing.
• Partner with finance, contracts, pricing, engineering, workforce planning, operations, and program leadership to align enterprise rate strategies with FAR, CAS, DCAA, Prime Contract, and NASA requirements.
• Modernized forecasting, institutional reporting, and operational processes, reducing CDRL processing timelines from three months to two weeks and rate-model processing cycles from two weeks to one day.

Senior Strategic Finance Analyst at ISRAEL DISCOUNT BANK (2018-02 – 2022-04)

• Managed forecasting, budgeting, financial analysis, and performance reporting supporting approximately $1.9B in West Coast business activity, including $1.1B in loans, $619M in deposits, and $177M in assets under management/administration.
• Operated across both strategic finance and enterprise transformation, balancing traditional FP&A responsibilities with systems implementation, process redesign, operational improvement, and cross-functional execution.
• Served as a strategic bridge across Finance, Technology, Operations, Lending, Sales, and executive leadership, translating financial and business requirements into executable systems, workflows, controls, and operating solutions.
• Played a leading role in West Coast implementation initiatives involving Jack Henry/SilverLake, Oracle, Salesforce, and cash-management platforms, partnering directly with senior leadership and technology teams across Los Angeles and New York.
• Supported the full implementation lifecycle, including project design, discovery, requirements gathering, data integration, solution configuration, UAT, training, deployment, risk management, and operational handoff.
• Identified process weaknesses, operational gaps, implementation risks, and control issues, working across business and technology teams to develop solutions and drive issues through resolution.
• Designed and strengthened workflows, procedures, controls, applications, reporting structures, and training resources that improved financial visibility, operational consistency, and organizational readiness.
• Helped establish scalable systems and operating infrastructure that enabled supported teams to transition rapidly to remote and disrupted operating conditions during COVID while maintaining business continuity.
• Partnered with senior executives on financial performance, technology transformation, implementation priorities, risk, and operational decision-making affecting the West Coast organization.
• Built executive reporting and planning frameworks that improved leadership visibility into financial performance, operational trends, implementation progress, and strategic business priorities.

Finance Manager, Portfolio and Strategic Operations at PACIFIC WESTERN BANK (2013-08 – 2017-10)

• Directed portfolio strategy, operational analysis, financial governance, and enterprise-planning initiatives within a highly regulated banking environment.
• Supported executive leadership through forecasting, strategic operational assessments, performance analysis, and financial decision support.
• Developed analytical frameworks and reporting methodologies used to evaluate portfolio performance, operational activity, and strategic business opportunities.
• Assessed financial and operational information to identify risks, improve leadership visibility, and support organizational planning.
• Led cross-functional initiatives focused on increasing financial transparency, operational efficiency, and executive-reporting effectiveness.
• Helped establish scalable planning and reporting practices that supported consistent business evaluation and informed decision-making.

Master of Arts in Organizational Management – University of Arizona Global Campus

Bachelor of Arts in Business Leadership – University of Arizona Global Campus