William L. Davidson

**** *. ******* **. #***

Orlando, FL 32811

Cell - 760-***-****

Email: acq4ja@r.postjobfree.com

Summary: I wish to provide my extensive skills and experience gained through my numerous years of effort in Project Management/ Project Controls/Budget Management/Contract Management. I have successfully advanced through many layers of management both in the private sector and the U.S. Government. Your company will gain from my in-depth knowledge and success’ in management, training, human resources, contract management, and executive level involvement. I will be an added value-team member for your management team.

Work History: My most recent employment was with Invensys Operations Management as a Supply Chain Sr. Commercial Manager. My most recent previous position was as Project Controls Manager with DynCorp International positioned in Kandahar, Afghanistan and responsible for the Change Management, Estimating, Scheduling, and Cost sections for the South Region which encompassed the majority of DynCorp’s efforts both geographically and financially. Prior to my DynCorp opportunity I was employed as a Budget Policy and Management Advisor (Senior Executive Service - III) with the Office of Technical Assistance, Department of the U.S. Treasury. This assignment was in support of the U.S. Embassy, Baghdad, Iraq. The position provided me with government experience on an international level. My Southern California Edison Co. (SCE) career allowed me to gain experience in various departments/business units, i.e., Power Supply, Engineering & Construction, Controllers, Nuclear Generation, and Transmission & Distribution.

Experience/Accomplishments:

1/12 – 10/12 – Supply Chain Sr. Commercial Manager, Invensys Operations Management – Foxborough, MA

This position had me responsible for $40m in contracts for the provision of Independent Verification and Validation of software being installed in Instrumentation and control equipment. This equipment is being installed at eight nuclear reactors located at three different project sites in China. The majority of these contracts are “time & material” contracts and I am constantly challenged to find areas of opportunity to contain/reduce cost and compress schedule where ever possible. We most recently compressed the schedule by roughly 8+ months from August 2013 to December 2012. This was at the customer’s request and the effort will be challenging. The vendor for which I was responsible are the critical path for each of the each of the eight units being installed.

3/11 – 6/11 – Project Controls Manager, LOGCAP IV, DynCorp International – Kandahar, Afghanistan

This position afforded me the responsibility of directing the activities of 25 – 30 project controls professionals in support of our military personnel and mission in Afghanistan. Our sole role was to support the provision of basic services such as shelter, electricity, water, food, aircraft maintenance, cargo support, etc. to our troops designated for the safe and secure future of Afghanistan. Efforts of my staff included 1) Producing a “right-size” staffing plan for the future vision of DynCorp’s ongoing efforts (15,000+ personnel) in Afghanistan, 2) producing estimates and schedules in support of ongoing theater operations and added scope as requested by the Department of Defense, and 3) producing cost reports and projections in support of DynCorps contract with the U.S. Government and it’s requests for additional services. Through my management the South Region was responsible for well over $1B in support to our military mission. My staff was based at Kandahar Air Field and throughout the South Region with several staff positioned at Forward Operating Bases (FOB) throughout the region. My Division was positioned to support four Hubs, with each Hub having 8 – 15 FOBs.

9/07 – 10/09 - Budget Policy and Management Advisor (Senior Executive Service – Level III, Treasury Attaché’s Office, Public Finance Management Action Group (PFMAG), Office of Technical Assistance (OTA), U.S. Embassy – Baghdad, Iraq

A major part of my scope of work was to provide technical assistance to the Essential Services Task Force supporting the Government of Iraq (GOI). This Task Force encompassed the Ministry’s of Electricity, Oil, Housing & Construction, Municipalities & Public Works, Transportation, and Communications. These Ministries’ made up the largest portion of the GOI’s investment/capital budget. I had routine interface with all levels of management in these Ministries starting at the top with the Minister’s themselves. The major focus was to provide guidance, best practices, leadership, and knowledge based results in all areas of budget and financial matters. This area of responsibility provided success’ in getting needed capital funding for the various ministries, strengthen and enhance the GOI’s Letter of Credit process, and enable critical contracts to issued between the GOI and the USG. I was involved with monitoring the Iraq Investment budget which for 2008 was $13 Billion.

I was the PFMAG’s Contract Manager for three independent contracts totaling $12m. These three contracts consisted of:

1)A contract to hire subject matter experts reporting directly to PFMAG Advisors in support of various budget execution efforts provided by the PFMAG. The contract allowed me to place and manage senior level consults and staff in support of the GOI Deputy Prime Minister.

2) A contract to employee linguist in support of PFMAG efforts both for the Budget and Banking Teams. This contract provided successful communications and interpretation between Treasury personnel and GOI Officials.

3) A contract to provide subject matter experts and logistics to respond to specific PFMAG statements of work associated with budget execution. This contract allowed me to engage an Iraqi consulting firm staffed with former GOI Senior Officials which established several projects for GOI efforts. Successful projects included an Investment/Capital Project Oversight Program primarily in support of the Ministry of Planning & Development Coordination, a Budget Execution Service Center, and Provincial Training Programs for Letters of Credit.

I managed the ongoing development, implementation, and instruction of an Investment Budget Execution Workshop for GOI Officials and was available to both Ministerial and Provincial Officials. This workshop was presented over a three to five day period and was presented to 450+ Iraqi Officials from Central Ministry’s and Provincial Government’s. This workshop covered topics such as Procurement Methods, Letters of Credit, Financial and Project Management, and Accounting and Reporting. This was highly sought after workshop. The workshop was instructed by six Senior GOI Officials, under my management.

I represented the Treasury Attachés Office on several Embassy Committees including the Budget Execution Coordination Committee, the Public Finance Management Action Group Operational Committee, the Ministerial Exchange Coordination Committee, the Asset Transfer Committee, the International Compact with Iraq Task Force, and others. I managed the development and submittal of responses to audits from the General Accounting Office (GAO) and Special Investigative Group for Iraq Reconstruction (SIGIR). In many of my efforts in the aforementioned activities I interfaced and worked with USAID and DIFD staff in an effort to strengthen the accomplishment of our combined goals. In

many of the aforementioned activities I worked closely with USAID and DFID staff in order to strengthen the outcome of established goals.

5/98 – 9/00 Finance Manager, Finance & Administrative Services, Transmission & Distribution Business Unit, SCE – I provided finance, budgetary, cost/schedule, contract management, and internal control’s support to four independent departments. My staff of nine to fifteen Lead/Cost Engineers, Financial Analysts, and Budget Analysts handled annual Capital Budgets of $60 million and Operations & Maintenance (O&M) Budgets of $25 million. The majority of the Capital effort was directed towards an overall $230 million Customer Information System (CIS) software development project supporting SCE’s Customer Service Business Unit. My primary management involvement in the Capital arena was associated with overseeing earned value/forecasting, cost/schedule, and financial reporting aspects for the CIS. I was involved in the initial cost and schedule phases of an extensive Work Management System (WMS) in support of the operation and maintenance for the Transmission/Distribution Business Unit. The O&M effort was in support of roughly 450 personnel involved with Finance & Administrative Services, Human Resources, Regulatory Affairs, and Software Development Processes. The process involved budgeting/forecasting, analysis, monitoring, and reporting on the financial aspects of the four mention departments. I also was directly responsible for the management and oversight regarding the terms and conditions of contracts related to management audits/reviews and contractor personnel supporting the aforementioned four departments. Both the Capital and O&M efforts called upon my expertise to routinely interface both verbally and in writing with SCE Corporate and Business Unit Executives in group presentations and one on one meetings.

9/96 – 5/98 – Manager, Budgets and Cost Control, Finance & Administrative Services, Nuclear Generation Business Unit, SCE. This position involved the management of all budgets/cost control, procurement/contract oversight, and administrative/payroll activities for the San Onofre Nuclear Generating Station (SONGS) and SCE’s involvement with its partial ownership of the Palo Verde Nuclear Generation Station (PVNGS). My overall staff in this activity involved 30-45 personnel, including five direct reports. The cost/financial aspects included annual Capital budgets of $150+ million and O&M budgets of $200+ million. Capital projects involved cost/benefit analysis, earned value forecasting, cost estimating/scheduling and planing/reporting for all SONGS capital additions as well as financial oversight responsibility for all PVNGS capital additions. The O&M activities involved support to the entire Nuclear Generation Department and oversight of the PVNGS O&M budgets. I was responsible for providing procurement/contractor reviews with regards to contract terms and conditions as well as providing payroll and administrative services activities for the Nuclear Department. Additionally, my staff and I were an integral part of rate case filings with the California Public Utilities Commission. I also had a significant responsibility for routine interface with San Diego Gas & Electric Company, and the Cities of Anaheim and Riverside due to their partial ownership of SONGS, as well as routine interface with Arizona Public Service Company and the four other partners/owners of PVNGS. During this period I was also SCE’s representative to the industry wide Electric Utilities Cost Group (EUCG) for nuclear affairs.

Supervisor of Budgets and Accounting, Finance and Administrative Services, Nuclear Engineering, Safety, and Licensing (NES&L) Department, SCE.

Supervisor of Budgets and Administrative Services, Steam Generation Division, Power Supply Department, SCE

Auditor, Audits Division, Controller’s Department, SCE

Various other management positions, SCE.

Education – Bachelor of Science Degree – Management - University of Phoenix. (Course work complete - issuance of formal degree pending completion of business research project)

Military Service – U.S. Navy – Petty Officer Third Class, Ship’s Operations Department, USS Enterprise, Top Secret Security Clearance

Extracurricular Activities

Boys Scouts of America – Eagle Scout and Vigil Honor Member of the Order of the Arrow.

United States Jaycees

oPresident, Visalia and Rosemead Jaycees

oNational Director, US Jaycees

Security Clearance

Secret (Expires April 30, 2018)

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