RUSS MAZE…

**** ********* *****, *** ******, CA *2069, 760-***-**** or 760-***-**** Mobile, accq06@r.postjobfree.com

Multi dimensional leader and manager who delivers high quality products, customer satisfaction, and rapid growth with multi

million dollar results in the software and engineering services industry. Formulate and execute strategies that strengthen the

competitive advantage, establish market and industry leadership, mitigate risk, reduce waste, cut costs and improve productivity and

utilization. Articulates direction, builds motivated, cohesive teams, and improves underperforming teams. Operates smoothly among

multi functional teams while respecting the interdependencies of human resources, finance, engineering, project control, quality,

operations, sales and marketing. Noted for:

Executive Leadership Risk Management and Mitigation

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Change Management Sales and Business Development

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Detailed Plans (POR) Product Management

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Customer Service and Sustainment Re Engineering and Process Improvement

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Earned Value Management (CPI/SPI) Systems Engineering and Analysis

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Quality Control (CMMI, ITIL, ISO, Lean) C Class Presentations

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Corporate Partnerships and Negotiations Staffing and Retention

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L E A D E R S H I P S U M M ARY

Amazing Alternative Enterprise Solutions (AAES), Consultant, San Marcos, CA 2011 – Present

Management consultant for IT, software, telecommunications, and automotive network technology and integration solutions. Sales

and business development leader, proposal writing, Source Selection Board and Senior Executive Staff (SES) sales and capability

presentations.

Assistant Vice President, Senior Program Manager 2003-2011

Science Applications International Corporation (SAIC) – Publicly traded systems integrator and engineering services provider with

annual revenues exceeding $12 billion with 50,000 employees worldwide.

SAIC had won a $2.4 billion dollar contract at the State Department and needed a Transition Manager to direct the transition

of 44 incumbent contracts with budgets, personnel, hardware, software, warehouses, inventory, systems integration labs

(SIL’s), network security, physical security, subcontracts, vendor agreements, Service Line Agreements (SLA), and ongoing

new construction projects around the world without interrupting existing operations.

Directed a team of five project managers and fifty IT, security, engineering, finance, contracts, subcontracts, scheduling, and quality

personnel to meet the master transition schedule requirements outlined in the prime contract. Lead negotiations of

contract/subcontracts, vendor agreements, SLA’s, budget, finance, human resources, capital assets, and warehouse operations from 38

companies (44 task orders/contracts) rolled into one prime contract.

• Successfully transitioned all contracts on schedule and under budget within eight months.

• Improved revenue stream by reducing operational footprint from 38 companies to one prime and 23

subcontractor’s.

• Improved profit margins average by seven percent with corrected labor mix, reduction in staff, and elimination

of redundant management and overhead resources.

• Reduced software maintenance and license costs by $8 million annually.

• Negotiated master hardware agreement with Avaya and Cisco without escalation and inflation increases for the

first contract year.

R USS MAZE P AG E 2

Operations/Program Manager, Telecommunications, Wireless Division. Direct and manage day to day operations of 129

telecommunications personnel (union/exempt) and subcontractors supporting wireless provisioning, VOIP, and data networks, call

center, warehouse operations, new construction, facility upgrades, and logistics for all Department of State domestic operations. Lead

a team of 10 Project Managers supporting the design, build, integration, and maintenance of over 300 geographically distributed

advanced technology projects. Interfaced with Senior Executive Staff (SES) to report performance, statistics, sell additional

engineering services, and new enterprise software enhancement capabilities, such as virtualization and Cloud Computing Stack (SaaS,

PaaS, and IaaS) supporting High Level Domain (HLD) security.

• Reduced warehouse operations and inventory costs by $50M with re engineered processes, and integration of

new perpetual inventory, cost and accounting system.

• Reduced the operational budget by $7.25 million annually through attrition and staffing realignment.

• Established a monthly review process of all projects, domestic and international, in data, wireless, voice, and

engineering to eliminate duplicate projects, reduce budget and reallocate resources.

Technical Program Manager, Joint Network Management System (JNMS). Direct and manage a geographically distributed

technical team of software, test, and IT engineers to support the software development (SDLC/Agile), production, test, fielding and

training of the JNMS worldwide communications and network planning contract (10 year/$87M).

• Maintained the highest customer rating on record (9.5 of possible 10) for the program over the last three years

of the contract.

• Reduced operational cost by $4.5 million over three years through staffing realignment and elimination of

subcontractors.

• Negotiated and consolidated multiple contracts into one contract to reduce ESRI software maintenance costs by

$2.4 million over three years.

• Generated several contract mods producing additional revenue streams of over $10M dollars.

SAIC and its partners won a multi billion dollar contract and needed to establish a Program Management Office (PMO) for

operational control of resources and 180 personnel in six States. Simultaneously, the staffing profile was to increase from 180

personnel to 550 within the first year of contract award.

PMO, Chief of Staff

Managed day to day operations to support a staff of 180 direct reporting software, test and IT/laboratory personnel. Lead all Human

Resource (HR) teams and activities in six states to support staffing requirements performance evaluations, personnel/management

complaints, ethics issues, benefits, and worker’s compensation at multiple sites. Direct PMO staff of nine direct reports to provide

management support to executive staff on a $26 billion dollar contract including, the tracking and reporting of technical recovery

plans, risk management, management reviews, and Vision Support Plan (VSP), Program Management Best Practices (PMBP), cost

performance indices, and schedule performance indices, program calendars and milestone schedules. Cost Account Manager (CAM)

directly responsible for PMO multi million dollar budget.

• Successfully established an operational PMO, processes and procedures in less than 60 days.

• Succeeded in meeting the staffing profile of 550 within eight months of contract award.

Program/Project Manager, AAES & ICRC 1995 2003

Proposal writer for logistics support plan on the GM light and medium truck production in China (multi million dollar award).

R USS MAZE P AG E 2

Production manager (ISO 9000) for TOM™ targeting and training systems, to include installation, training, and maintenance for

worldwide distribution. Supply chain manager for JIT inventory and tooling for TOM™ production.

MILSCO Manufacturing (Union Shop) & Student 1993 1995

Light assembly, press operator (60 ton), forklift operator, quality control, E coat, engineering.

EDUCATION & PROFESSIONAL DEVELOPMENT

Central Michigan University, MSA, General Administration

Northwood University, BBA, Management

George Washington University, Program Management Institute (PMI), PMP

MI LI TARY S ERVICE & COMPUTER PROF ICI ENCY

U.S. Army, Bronze Star Recipient, Meritorious Service Medal, Army Commendation Medal x3, Army Achievement Medal x3,

Southwest Asia Service Medal

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