Executive-level Program/Project Director with over thirty years of experience.
Last Updated: 10th June 2017 (over 5 years ago)
transition management, business development/operations, P&L responsibility, financial planning/management, proposal writing,
training, maintenance, technical/professional development, production management, quality and facility oversight
• Highly effective at planning, coordinating, and directing the activities of administrative, program, and technical personnel
• Skillful at managing/controlling schedules/cost to ensure on-time, within budget, performance of contractual requirements
• Adept at providing direction for operations and ensuring compliance with all management policies, plans, and procedures
• Highly competent at analyzing, formulating resolutions, and implementing solutions for complex technical problems
• TQM expert with significant experience in SOW, WBS, and BOE development; lean; six sigma; continuous improvement; value
stream mapping; process engineering; strategic planning; organizational development; and change management
Al-Raha Group for Technical Services (RGTS)
— Mar 2016
— Feb 2015
— May 2012
Responsible for operations of the PM RUS and PM CM & EOD effort located in the continental U.S., Europe, and Southwest Asia in support of Operation Enduring Freedom. This effort has an annual value of $73,102,615 with growth potential. Duties include day-to-day interface with Government personnel, preparation and oversight of contract deliverables and other technical and financial data using Microsoft Office and SharePoint applications. Manages and oversees the efforts of 170+ employees and three subcontractors (General Atomics, Lockheed Martin Gyrocam, and NIITEK). Responsible for P&L, develops presentations and hosts program management and program execution reviews, coordinates daily with corporate support elements i.e. billing, contracts, HR, recruiting.
Technical Director – Business Development: Mar 2011 – Dec 2011
Increase market share by identifying/obtaining new business opportunities while maintaining/expanding current contracts.
• Co-Authored winning proposal for PM RUS and PM CM & EOD Worldwide Sustainment - $73M annual Task Order (TO)
-- Wrote 15 of 18 technical sections in just 7-days, including 3-phased Transition Plan; selected as Transition Team Lead
-- Expertly transitioned all incumbent requirements in just 14 days; 96% staffing on Day-1; met/exceeded every metric
• Co-Authored winning proposal for 5-Year/$10B IDIQ in response to Army Contracting CMD-APG Solicitation
-- Assisted Harris Corp as sole SME from ManTech; authored Task Area 3 (Sustainment thru Disposal) technical proposal and assisted with BOE and pricing proposal; technical proposal rated Green by Red-Team; Lauded by Harris Corp Strategic Capture Manager for being the first proposal he had seen to receive a Green rating from Red-Team in his 11-years as a Capture Manager
• Co-Authored winning proposal for MITRE Bistatic Surveillance System Support – sole subcontractor supporting system(s) in OEF
• SME on C4ISR/RSC Re-compete TEP – helped formulate technical solution/assisted consultants and writers/draft proposal
• Created 3-level WBS/developed BOE for C4ISR/RSC Re-compete ($300M+) – BU President yielded as game changer
• Selected by Business Unit (BU) President to formally participate in multiple proposal Red-Team reviews
• Coordinated/provided TSG Capabilities brief to PM PROPHET, RADARS, and WIN-T Program Management Offices
• Authored/Co-Authored multiple Requests for Information (RFIs) in response to US Army CECOM Market Surveys
Technical Director – Trojan Spirit / Prophet Programs Lead: Nov 2007 – Mar 2011
Led the worldwide contract logistics support effort for sustaining all Trojan Spirit (tactical satellite communications) and Prophet (intelligence gathering) systems assigned to U.S. Army, U.S. Army National Guard, U.S. Army Special Operations Command, and U.S. Marine Corp Units. Directly interfaced with Department of the Army/G8 Resource Management; National Guard Bureau; U.S. Marine Corp; U.S. Army Special Operations Command; U.S. Army Intelligence and Security Command; U.S. Army Communications-Electronics Research, Development, and Engineering Center; U.S. Army Communications-Electronics Command Logistics and Readiness Center; U.S. Army Program Managers; Government Managers; Military Units; and corporate partners. Primary member of U.S. Army Intelligence and Security Command G3 Trojan Management Office and U.S. Army Communications-Electronics Research, Development, and Engineering Center, Intelligence and Information Warfare Directorate developmental teams. Active member/participant in scheduled Network Modernization and In-Process Review meetings. Coordinated with worldwide Regional Support Center Managers to ensure goals and objectives are accomplished in accordance with prescribed priorities, timelines, and funding. Developed financial estimates/operating budgets/rough order of magnitude (ROM) for all program tasks, including multi-site annual budgets. Managed technical, schedule, and cost aspects of programs to meet customer and contract requirements. Monitored contract expenditures and customer funding to ensure availability of funds. Developed and maintained sales and marketing plan to achieve previously agreed-upon objectives endorsed by division and group management.
• Captured $19M in new business – nurtured customers to add to existing contract vehicles verses new requests for proposal
• Expanded program sales $10.5M per year, 192% within first 24 months – increased annual revenue from $11.3M to over $21.8M
• Authored, coordinated, and finalized all program customer support agreements (MOAs/MOUs) with Government Managers and Army PM Representatives propelling worldwide operations
• Orchestrated the worldwide modernization of all Trojan Spirit (tactical satellite communications) systems – on-time/on-budget
Chief Master Sergeant (E-9)
— Mar 2007
Osan Air Base, Republic of Korea (PACAF)
Maintenance Group Superintendent “Operations Director”: 2004 - 2007
Primary advisor to the commander on all issues affecting the health, welfare, and morale of over 1,350 aircraft maintenance personnel. Principal managerial accountant, directly responsible for the oversight of four subordinate units; ensured the effective/efficient use of resources to maintain long-term health-of-the-fleet.
• Sustained highest F-16/second highest A-10 combat aircraft utilization rates in the Air Force for 2005 and 2006
• Led time-phased preparations for Headquarters Pacific Air Forces, Maintenance Standardization and Evaluation Team Inspection – responsible areas rated highest in Korea, second highest in command, and third highest ever!
• Optimized organizational repair enhancement program – saved $3.4M in 2006, increased profit by 178%
Pope Air Force Base, NC (AMC)
Chief, Quality Assurance (QA) “Quality Assurance Director”: 2004
Led 18 hand-selected technicians to assess the technical proficiency of 900 aircraft maintenance technicians assigned to four subordinate units. Developed and maintained program to capture and analyze data, identify trends, and recommended corrective actions. Managed base’s product improvement and repair enhancement programs; repair enhancement program formally recognized as “Best in Command for Second Quarter of 2004.” Evaluated management procedures and organizational processes to optimize best practices and ensure standardization across four subordinate units.
Aircraft Maintenance Superintendent “Operations Manager”: 2002 - 2004
Directed the efforts of 420 personnel in six Air Force specialties performing maintenance, servicing, and inspections on 30 C-130E aircraft valued at $726M. Developed and implemented training plans to ensure qualified technicians. Conducted long-range planning to ensure health of the aircraft fleet; increased aircraft mission capable rates 7% in first year and 6% in second year. Validated flying
and maintenance schedules; safely execute a 27K-hour, $20M annual flying hour program. Managed $14M in support equipment. Formally recognized as #1 of 6 Chief Master Sergeants assigned to the 43d Maintenance Group, 2004.
Squadron Superintendent “Operations Manager”: 2001 - 2002
Led 214 technicians in six Air Force specialties to maintain 16 C-130E aircraft valued at over $352M. Managed an annual operating budget of $13.5M. Provided direction to flight chiefs in support of maintenance production, scheduling, and aircraft generation. Evaluated production and equipment performance, identified deficient areas, and implemented corrective actions. Ensured compliance with technical data. Managed squadron enlisted manpower to ensure appropriate number of skill levels and specialties were maintained.
Sortie Generation Flight Chief / Production Superintendent “Production Director/Manager”: 1998 - 2001
Managed and directed the maintenance activities for a 17 C-130E airlift squadron supporting worldwide AF operations. Led logistical workforce of 185+ personnel in eight different technical specialties. Established guidelines and monitored training requirements to ensure effective utilization of manpower and logistical resources. Managed over $375M in AF aircraft and equipment and an annual operating budget in excess of $8M. Reviewed and provided input on all flying and maintenance schedules, emergency war orders, mobility, contingency and exercise plans. Ensured personnel and equipment remained combat ready for rapid deployment; provided
airlift support to the Army’s premier XVIII Airborne Corps.
Royal Air Force Mildenhall, United Kingdom (AFSOC)
Chief, Logistics Support Flight “Logistics Manager”: 1997 - 1998
Led 48 personnel in 12 different work centers providing all logistics support for the squadron’s 460 personnel maintaining five MC-130H, five MC-130P and one C-130E aircraft, and eight MH-53J helicopters valued at over $980M. Directly responsible for the effective efficient management of all logistical support functions within the squadron. Oversaw resources, command and control, plans and scheduling, unit training, deliberate contingency planning, and maintained unit war readiness. Managed a $16M annual operations and maintenance budget. Commander’s primary Senior Noncommissioned Officer for matters on maintenance and logistics policy. Primary focal point for meeting the 352d Special Operations Groups annual joint/combined exchange training exercises.
Production Superintendent “Production Manager”: 1995 - 1997
Managed maintenance on five MC-130P and one C-130E aircraft, focusing on daily sortie production. Led four production superintendents and 65 technicians from six different functional areas in achieving unit goals while realigning resources to adjust for unscheduled workloads. Managed $300M in equipment assets and a $1.1M annual operating budget. Coordinated with outside agencies when requirements exceeded unit capabilities. Aggressively tracked and initiated supply follow-up actions to minimize aircraft downtime and parts cannibalization. Coordinated and executed daily, weekly and monthly flying schedules and maintenance plans. Advised aircraft maintenance unit superintendent on matters affecting long-term health of the fleet. Ensured quality maintenance though formal follow-up procedures and safely observations. Executed contingency plans for worldwide operations. Coordinated mobility kit deployment requirements.
Rhein-Main Air Base, Germany (USAFE)
Contract Field Team Project Officer / Quality Assurance Representative: 1991 - 1995
Directly responsible for the continuous review/enforcement of Air Force Material Command contracts, delivery orders, and workload agreements. Ensured Contract Field Team complied with all work specifications and requirements. Oversaw two Contract Field Team’s, consisting of 67 contractor personnel, installing eight different Time Compliance Technical Order modifications in four aircraft modification lines, totaling more the $9M annually. Provided daily status and coordination with Headquarters United States Air Forces in Europe, Headquarters Air Combat Command, Headquarters Air Force Special Operations Command, Warner Robins
Air Logistics Center, Air Force Material Command, and Contract Field Team regarding Time Compliance Technical Order kits, supplies, and equipment. Coordinated aircraft input/output requirements between Headquarters Air Force Special Operations
Command, 435th Airlift Wing, 86th Airlift Wing, and Contract Field Team. Functioned as liaison between Contract Field Team and United States Air Force. Accomplished final acceptance inspections for United States Air Force.
Multiple positions at Rhein-Main Air Base, Germany and Fairchild Air Force Base, Washington (USAFE/MAC/SAC)
Avionics Technician: 1982 - 1991
Troubleshot, removed, repaired, overhauled, modified, installed and performed operational checks on Communications and Navigation Systems/Equipment installed on C-130E, C-9A, B-52G and KC-135A aircraft. Inspected completed maintenance actions, cleared red X conditions (safety of flight discrepancies), and signed condition tags. Maintained equipment mock-ups and ancillary test equipment. Maintained maintenance data collection documentation. Researched and requisitioned required materials parts and supplies. Performed on-the-job-training trainer and supervisor duties.