ALLAN M. GAIDIS, PMP*** ********* *****
Langhorne, PA 19047215-***-****
Accomplished and resourceful Program Manager with extensive experience and expertise overseeing the design, development, and delivery of technology-based solutions that address military and commercial needs. Background combines proven operations, planning, cost control, and advanced technical abilities with intuitive business acumen and management skills. Excel at identifying opportunities to optimize productivity by implementing initiatives that streamline processes and produce positive bottom line results. Self-directed leader who can build and motivate high-performance teams and cultivate effective working relationships with all key stakeholders. Committed to adding value and exceeding expectations through creative idea generation, collaborative problem solving, and disciplined decision making. Hold an active Top Secret Security Clearance.
Project Management * Strategic Planning * Client Relations * DOD Policies and Procedures * Solutions Design * Budget & Cost Control * Microsoft Office Suite * Process Reengineering * Quality Standards * Continuous Improvement * IDIQ/Government Contract Management * Team Leadership
Bachelor of Science in Electrical Engineering
Widener University, Chester, PA
Project Management Professional(PMP) Project Management Institute
Project Management Pennsylvania State University - Abington Campus, Abington, PA
TKC Technologies, LLC / Truestone, LLC, Philadelphia, PA • 2008 - 2010
Program Manager - Philadelphia Operations
Directed a team of System Engineers, System Analysts and other professionals across several subcontractors to meet program objectives and deliverables for the $137 million ceiling Cost-Plus Fixed Fee (CPFF) Indefinite Delivery/Indefinite Quantity (IDIQ) contract.
* Generated $1.2 million revenue in first full year.
* Developed a financial reporting system reducing report development time by 50%.
SSC-SD C4ISR Programs Office, Philadelphia, PA • 1995 – 2008
Assistant Group Head (2007 – 2008)
Improved customer satisfaction by improving Earned Value Management (EVM) reporting. Mentored project managers in budget development and administration, sponsor briefings and customer relations.
* Researched several institutions that provided EVM training and selected the organization that provided the best value for the allotted training budget.
Director of Logistics, Strike Planning and Execution (2006 – 2007)
Managed and Directed the day to day operations of two Assistant Logistics Program Managers, six Deputy Assistant Logistics Program Managers, seven groups of developers and contractors, and an extended logistics team across two government agencies. Provided comprehensive PMA 281 system oversight, including managing maintenance and sparing requirements and identifying, compiling, and submitting ship change documents in support of scheduled system upgrades.
Coordinated and facilitated daily installation activities for all PMA 281 support activities with Type Commanders, Fleet Commanders, and major systems commands.
* Co-chaired the Hardware Engineering Review Board in support of system development lifecycle (SDLC).
* Served as the lifecycle program manager for PMA 281 systems, including administering and tracking a $20 million logistics budget, procuring software and hardware, and managing product distribution domestically and internationally.
* Led efforts to review and approve engineering change proposals for new and obsolete hardware ensuring optimal stability and sustainability levels were maintained.
Project Manager (2005 – 2006)
Led a staff of 12 government employees and up to 60 contractors in system implementation projects. Coordinated all phases of installation with engineering and customer support ensuring seamless operations. Prepared, administered, and tracked fiscal year budgets ranging in value from $3 to $6 million utilized for engineering, installation, logistics, and customer support initiatives.
Installation Supervisor (2003 – 2005)
Identified and established objectives, responsibilities, and goals of government staff members in support of organization objectives. Prepared and administered fiscal year budgets ranging in value from $2 to $5 million.
* Created an on-line briefing tool to communicate installation status on board naval vessels that quickly could be customized for each sponsor.
* Reduced development time for installation status reports by 40% using a Lean Six Sigma Kaizen event.
Program Manager, Cruise Missile Support Activity (2002 – 2003)
Led the Cruise Missile support team by cultivating a cohesive working environment and providing comprehensive customer service to ensure high levels of client satisfaction.
Team Leader and Hardware Engineer (1995 – 2002)
Oversaw all phases of the development lifecycle for the Tomahawk Command and Control System (TC2S) and Cruise Missile Foreign Military Sales (CMFMS) valued at $4 million and $200,000 respectively. Coordinated and facilitated daily installation activities for all PMA 281 support activities with Type Commanders. Led efforts to review and approve engineering change proposals for new and obsolete hardware ensuring optimal stability and sustainability levels were maintained.
Philadelphia Naval Shipyard, Philadelphia, PA • 1988 – 1995
Designed and implemented shipboard installation drawings. Instructed fellow engineers how to use various Computer Aided Design (CAD) systems such as Computervision, CADKEY and Integraph.
Earned Value Management, Global Knowledge
Introduction to Earned Value Management, Defense Acquisition University
Coaching Skills for Managers and Supervisors, Unlimited Coaching Solutions
Cost Analysis, Defense Acquisition University
Fundamentals of Systems Planning, Research, Development and Engineering, Defense Acquisition University
Fundamentals of Systems Acquisition Management, Defense Acquisition University
Microsoft Project 2003, Global Knowledge
Introduction to Project Management, Global Knowledge
Navy Working Capital Fund Training, SPAWAR Systems Center San Diego
7 Habits of Highly Effective People Workshop, SPAWAR Systems Center San Diego
Lean Six Sigma Yellow Belt Training, George Group
Project Management Core Course, SPAWAR Systems Center San Diego
High Performance Organization (HPO) Training, SPAWAR Systems Center San Diego