Theril “Tex” Williams

CMR ***, Box **** APO, AE *9173

Amberg, Germany 0049-162-562-8433 (cell) acfmid@r.postjobfree.com www.linkedin.com/pub/tex-williams/31/626/a50/

Senior Operations & General Management Executive

Exceeding Global Industry Demands – With Profitable Results

Technically Astute Executive & Skilled Negotiator

Senior Operations Professional transitioning from active US military service. Successful at building and leading high-performance operating teams

in a demanding, technically-sophisticated environment. An expert at managing large, multi-location projects, improving continuous processes,

managing pre- and post-project issues, along with initiating change to enhance value-added solutions. A consensus builder who is able to lead or

participate in top-performing cross functional teams. Adept at executing Operational Excellence initiatives, reducing operating co sts (military budgets),

coordinating complex logistical problems and maximizing productively levels. Looking to transition into the civilian industry as an experienced

executive leader who can get results. Hold Top Secret Security Clearance (valid through 2019).

T ake-charge leader who quickly overcomes resource and growth challenges, leveraging entrepreneurial drive and market acumen for success

in new-market ventures. Frequently boosts team motivation, customer satisfaction, and product qu ality to reach aggressive goals, while managing

network of stakeholders. Over seventeen years of successful management and leadership experience with a reputation for meeting the most

challenging organizational targets and objectives. A results driven and resourceful logistics manager who is also a practical hands on operator with

extensive practical knowledge of distribution of products. A pragmatic and focused individual recognized for “making seemingly impossible situations

work”, in multiple countries (Korea, Iraq, Afghanistan, Germany, Italy, Romania & Lithuania).

Service Excellence Management able to equip, supply, motivate and maximize productivity while maintaining employee morale

without financial incentives while at MiTT.

Top 10% Performer at Arctic Wolves, moving and delivering $500M in assets to Afghanistan and return to Alaska.

Strategic Plans reactivation of a dormant project by building up a system and placed into action in less than 6 months.

Trusted Board Advisor developed and implemented highly successful (short & long term) plans that established

inventory/purchasing control systems to gain accountability for millions of dollars in equipment.

Growth Driver eliciting loyalty in volatile situations and orchestrating outcomes attractive to investors; frequently t apped to take on

seemingly insurmountable growth and monetary challenges.

High- Performance Motivator designing employee incentives to accelerate customer care and delivery, service increases and

transforming brand to best-in-class via focused quality / delivery oversight.

Operating & Execution • Capital Budgeting • Major Government Contract Bidding & management • Exit strategies • Team restructuring • Cost

Modeling/Reducing & Financial Controls • Continuous Manufacturing Process Improvements • Productivity Improvement • Facility/Asset Management •

Safety & Security • Multi-Site Manufacturing Operations & TQM • Tactical Problem-Solving • Turnarounds • Systems Integration & Expediting Crisis

Projects • Outside Enterprise Resource Evaluation & Management • Operational Improvement • Supply Chain Management

Executive Value Offered

Expense Reduction Results

Dramatic Turnarounds & Strategic Exits

4

$1M cost reduction (from $3M) orchestrated at multinational 3

government service JMRC

2

Expansion of customer service to 90% accuracy at JMRC

1

Growth in hosting & customer service – gaining industry

recognition 3 times at Arctic Wolves 0

Brand Positioning / Revitalization at Arctic Wolves Aug-12 Jan-13 Jun-13 Nov-13 Apr-14

Reversal of 3 years’ stagnant growth by targeting high-value Cost reduction in Millions

NGO, mobile, CPG and government clients at MiTT

Career Trajectory & Education

MA – ADMINISTRATIVE LEADERSHIP (2008-2010)

DEPUTY DIRECTOR JMRC 2012-2014

SENIOR MANAGER Arctic Wolves 2011-2012 Central Michigan University, Fort Leavenworth, KS

COO Arctic Wolves 2010-2011

SENIOR CONSULTANT/ANALYST BCTP 2007-2009 MS – MILITARY SCIENCE (2009-2010)

SENIOR ADVISOR MiTT 2006-2007

Command & General Staff College, Fort Leavenworth, KS

DIVISION HEAD Rock503 2004-2006

ORM MANAGER 8th Army 2002-2004

BS – AGRICULTURE DEVELOPMENT

DEPARTMENT MANAGER ITB 2000-2001

ASSISTANT DEPT MANAGER Geronimo 1997-2000 Texas A&M University, College Station, TX

FIRST LINE SUPERVISOR Second Tank 1994-1997

Theril “Tex” Williams, Management Executive • Page two

Professional Experience Summary

DEPUTY DIRECTOR JMRC, Joint Multinational Readiness Center

Hohenfels, Germany; Romania & Lithuania • 2012-2014

Orchestrated service turnaround and strategic partnership interest after Board recruitment to boost market share – overcoming challenges

faced by 2 previous CEOs – at provider of combat solutions for U.S. intelligence and military markets. Created and led marketing and service

strategies, winning high-profile military partnership markets with Romania, Lithuania, France & Germany. Directe an executive staff, with 8 direct and

60 employees.

Expense Reduction Results: Before government shut-down operations in 2013, I had begun assessing our high levels travel expenses.

Developing system analysis and implementing various techniques to drive down cost, I reduced our expenses to the taxpayer from $3 million

to $1 million a year.

High-ROI Accounts: Secured account wins for US Partnership nations’ military including Germany, France, Lithuania, Romania and

others as primary negotiator. These countries return on defense investments were quickly recognized by European military organizations

when participating in our low cost combat training solutions.

Branding Strategy: Raised market awareness among key European military partners, driving emergence as a competitive combat solution

while increasing product features.

Technical Leadership: Using six sigma skills I improved our service product quality, adding social media engineering/sharing capability;

developed processing algorithms for quality assurance (100X faster vs. standard).

Customer survey results show marked improvement of satisfying 90% of all training goals, up from 70%

SENIOR MANAGER Arctic Wolves, 1-25 Brigade Combat Team

Fort Wainwright, Alaska & Afghanistan • 2011-2012

Directed personnel and equipment redeployment operations; managed force structure moves from tactical theater operations to r etrograde operations.

Upon arrival at new location, directed the planning for architecture, engineering, and land use. Promoted by Board after rising through logistical and

operational executive roles – Staving off revenue challenges and creating successful exit from services solutions doubling combat area

responsibilities to two Afghan districts. Retained hands-on interest in services key to resolving obstacles, consistently outpacing similar orgainizations.

Managed direct reports and 900 total employees as Senior Manager, Executive Officer. Managed $10M budget.

Turnaround Success: Revitalized business – negotiating strong contracts and intensifying team incentives, ensuring infrastructure

emplaced properly and facilitating capitalization restructuring before and during transaction

Restructured engineer explosive ordinance road clearance operations to achieve maximum capacity for multiple customers.

Resulting in improvements from one service per day to three, clearing over 200 miles of traffic ways up from 50 miles. This helped

strengthen contracts to customers and intensified partnerships.

Negotiated with multiple government organizations to align intelligence platform acquisitions into consolidated reports for s ervice

customers. This consolidation provided a one-stop product for our direct consumers.

Service Increases: Boosting customer satisfaction and averting customer loss with immediate efficiency improvements as services lead.

Strengthened brand, business strategy, and go-to market approach for sustainable customer alliances. By aligning engineer efforts

and military intelligence asset reports, customers relied more on our products than outsourcing.

Reached quality milestones, satisfying intelligence requirements for mission-critical performance, by overseeing unmanned aerial

vehicle flight operations to achieve over 8,000 hours while in Afghanistan. Recognized by 82nd Airborne Division as the most flights

without an accident in theater history.

Project Turnaround: Resolved implementation challenges and volatility for project 2 years late in delivery within just 6 months by

documenting go-live requirements, bringing in expert teams and managing large-scale date conversions. Resulted in multiple terrorist

registration and apprehension, directly improving security.

Brand Positioning: Rejuvenation of a battalion’s tired combat moral.

Operational Excellence: Built high-performance delivery team accountable to service quality and margins, replacing operations staff and

sourcing motivated talent crucial to customer satisfaction.

Outpaced expectations with new turnaround leader promoted to rework delivery quality.

Created brand reputation for top-notch quality and delivery, personally directing 500+ direct action missions and securing local

governance.

CHIEF OPERATIONS OFFICER Arctic Wolves, 1-25 Brigade Combat Team

Fort Wainwright, Alaska; Dand & Panjawai Districts, Afghanistan • 2010-2011

Earned promotions for consistently strong analytical and delivery performance; through hands -on technical and business analysis roles to lead position

in major deployment project. Supervised teams of up to 45 developers and oversaw operations of 900 employees

Quality certifications: Led Stryker, Team, Squad and Platoon live fire credentialing as part of growth strategy.

GRADUATE STUDENT Command and General Staff College (CGSG) & Central Michigan University

Fort Leavenworth, Kansas • 2009-2010

Senior leader’s Program of Executive Leadership school, CGSC prepares military officers for future military needs in coordinating and directing

operations across all services and between partnership nations. Additionally serving to enhance knowledge of civilian corpor ate techniques and

attributes in order to broaden student experience and skills. During this time served as a Graduate student of a military graduate university and c ivilian

institution simultaneously. Military education expanded skills in supervising complex organizations and staffs. Civilia n education expanded leadership

and business management. Board selected multiple times to supervise staff teams of up to 45 planners to solve complex proble ms.

Board selected: Selected to represent the US military in Europe while learning at the British equivalent military college.

Published: Selected to publish article to the Department of Defense on combating radical Islamic activity.

Theril “Tex” Williams, Management Executive • Page three

SENIOR CONSULTANT, SENIOR ANALYST BCTP, Battle Command Training Program

Fort Leavenworth, Kansas • 2007-2009

Developed multiple anti-terrorism exercises across multiple US partnership nations. Recognized as the key contact for providing solid project

management improvements. Board selected for promotion from Analyst on Eagle team to Consultant on Centurion Team. Supervised teams of up to

45 developers and coordinated operations of 10 governmental agencies.

Project Management: Designed and implemented complex project of an anti-terrorism exercise by coordinated efforts between US military,

US Coast Guard, FBI, local first responders and Canadian military.

SENIOR ADVISOR MiTT, Military Transition Team

Ramadi & Karbala, Iraq • 2006-2007

Led 11 civilians as the only active duty military team member into and out of Iraq to evaluate and advice local military/government services. Planned

and resourced critical assets to these governmental agencies so that key products and services could be prov ided to customers (the population).

Developed system for evaluating success of these services, leading to rewards and incentives for employees.

Service Excellence Management able to equip, supply, motivate and maximize productivity while maintaining employee morale without

financial incentives by implementing incentives the team members desired. Additionally fostering results both Iraqi military and US members

desired.

Reversal of 3 years’ stagnant growth by targeting high-value Non-Governmental Organizations (NGO), acquiring necessary consumer

packaged goods (CPG) and government clients to improve a newly formed combat unit into a successful organization. Able to target terrorist

activities within hours, up from weeks. Also capable of training and growing quality management within house. Increased proficiency in

coordination with NGOs to assist in providing needed services to the civilian community

DIVISION HEAD Rock503, 1-503rd Infantry Battalion

Ramadi, Iraq • 2005-2006

Beginning job as a staff member, my leadership skills were quickly recognized and promoted to Division Head. Supervised team of 135 employees,

providing anti-terrorism services. Responsible for accountability and maintenance of over $32 million in equipment.

ORM MANAGER 8th Army

Seoul, Korea • 2002-2004

Operational Risk Manager managing Anit-Terrorism strategis across the Korean peninsula. Responsible for assessing security status, providing policy

recommendation changes, implementing policy and ordering required equipment for every U.S. military instillation within Korea . Supervised multiple

exercises with teams of up to 45 and coordinating operations of 3 governmental agencies.

STUDENT Captain Career Course, Advanced Leadership and Management Development Course

Fort Benning, Georgia • 2001-2002

Student of an advanced officer training program. Led teams from 35-120 co-workers, preparing management skills for later use. Trained in advanced

leadership skills, management strategies and planning/coordination/negotiation techniques.

DEPARTMENT MANAGER ITB, Infantry Training Brigade

Fort Benning, Georgia • 2000-2001

Responsible for training 200+ civilians to become military soldiers within 15 weeks. Primary planner and coordinator for all training progra ms. Led a

team of 12 instructors to train over 600 soldiers within one year.

ASSISTANT DEPARTMENT MANAGER Geronimo, 1-509 Infantry Battalion

Fort Polk, Louisiana • 1998-2000

Led a team of 5 managers, supervised all administrative and logistical requirements for over 135 employees. Planned and prepared airborne

operations to counter actions of a military force up to 5000+ individuals. Began tenure as a manager and promoted numerous times from other

managing positions to staff officer, and finally to assistant department manager.

STUDENT Officer Basic Course, Basic Leadership and Management Development Course

Fort Benning, Georgia • 1997-1998

Student of an officer basic leadership program. Led teams from 5-35 co-workers, preparing management skills for later use. Trained in various

leadership skills, management strategies and planning techniques. Acquired airborne, mortar and ranger qualifications.

FIRST-LINE SUPERVISOR Second Tank, 2-112 Tank Battalion

Hillsboro, Texas • 1994-1997

Responsible for maintenance and care of one M1 Abrams tank, worth $6.2 million. T rained and managed up to 3 employees. Provided classroom

instruction on anti-terrorism, force protection and protecting classified material to entire Battalion of over 300+ co -workers.

Contact this candidate