Project Manager Management

Greg Kroll, MBA, PMP

**** **** ******, ***** ** 68132, 402-***-****, ******@***.***

CORPORATE LEADER & PROJECT MANAGER WITH 16+ YEARS OF PROFESSIONAL EXCELLENCE

Extensive experience working in both commercial and defense organizations. Distinguished leader, project manager and

technical consultant who is sought after for the most challenging projects. Pioneered the development of several ground-

breaking product lines.

Self-driven and motivated to consistently provide outstanding value-added products and services to the customer. Highly

innovative and creative, developing effective solutions for complex challenges. Possess strong engineering know-how

coupled with practical business sense, and the ability to clearly communicate at all levels.

SPECIALTIES

Project Management (10 years); Product Development (10 years); Business Strategy & Development (5 years); Quality

Management (5 years); Process Engineering & Modeling (3 years)

EDUCATION

MBA – Business Administration, University of Nebraska, Lincoln, NE (2002)

BS – Electrical Engineering, University of Illinois, Champaign, IL (1994)

AWARDS

Three Booz Allen Hamilton Performance and Team Awards (2005, 2007, 2008)

Winner of the University of Nebraska Business Plan Competition (2002)

Joint Commendation Service Medal (2002)

Two Navy Achievement Medals (1999, 1997)

CERTIFICATIONS

PMP: Project Management Professional

Professional Engineer Intern (Illinois)

Six Sigma Green Belt

PROFESSIONAL ORGANIZATIONS

Project Management Institute, Heartland Chapter

DOD SECURITY CLEARANCE

Top Secret/SCI – SSBI – Available for reinstatement through December 2010

SOFTWARE EXPERIENCE

Highly proficient with Microsoft Word, Excel, Project, Power Point, Visio, Adobe Acrobat, Sage MAS200, and other

various niche, custom software systems

Greg Kroll, MBA, PMP

PROFESSIONAL EXPERIENCE

Engineering Manager, KZCO, Inc.

February 2009 – Present (1 year, 5 months)

- Led the development of the company's newest product line, a wireless valve control system, projected to add at least $1

million to annual sales within the next two years.

- Led a $100K project to upgrade and consolidate a strategically valuable electronic controls product line, responsible for

over $1 million in annual sales.

- Reduced the frequency of production work stoppage due to final station shutdowns and errors by over 50%.

- Accelerated, on the order of months, the release of new products and the completion of several other projects, on-time

and within budget by developing a project management system from the ground up.

- Recognized as the company's leader in project management. Promoted to manage all corporate projects to include

engineering, marketing and IT-related projects. Recognized mentor for all corporate project managers.

- Leading and managing the Engineering Department, consisting of eight engineering professionals, and responsible for

over a dozen concurrent mid-scale engineering projects (up to $100K projects).

- Provide project prioritization recommendations to executive management based upon corporate strategy, return on

investment, market conditions, and resource allocation.

- Led the company through all preparations required to achieve ISO 9001:2008 registration.

- Achieved FCC certification of the company’s first modular transceiver.

- Attained CE marking for three specific valve actuator applications, worked with a primary customer and TUV SUD

America.

- Instrumental in upgrading the company's supplier status with its top customer in 2009. Key leader in enhancing the

company's quality management system.

- Increased sales of specific applications by over 300% by successfully developing a key printed circuit board assembly.

- Decreased the printed circuit board assembly portfolio by over 25%, saving approximately $50K in expenses associated

with excess inventory, product returns, rework, and processing. Recaptured gross margin by decreasing per-unit costs.

Project Manager/Technical Consultant, Booz Allen Hamilton

July 2004 – January 2009 (4 years 7 months)

- Led and/or participated in two multi-million dollar proposal efforts, and a few smaller efforts, a majority of which

secured contracts and increased market share.

- Reviewed resumes, interviewed candidates, wrote technical sections, coordinated financial planning, orchestrated all

components of proposal development, coordinated with teaming companies, verified candidate qualifications, and

coordinated with human resources.

- Co-authored marketing briefs and conducted marketing calls with prospective customers. Wrote several white papers for

prospective customers designed to grow business by clearly identifying client needs and proposing solutions to tough

challenges.

- Led multiple $500K+ projects associated with the development of technical and logic-based computer models used to

predict military weapon effectiveness and risk levels associated with usage. Ensured these forecast models underwent

validation, verification and accreditation. Completed all projects, on-time and within budget. Managed progress and costs,

solicited and identified requirements, developed task statements, and reviewed technical proposals.

Greg Kroll, MBA, PMP

- Hand-selected project manager assigned to conduct “damage control” on projects severely behind schedule and over

budget. Developed revised project schedules, allocated resources, led meetings, conducted quality management and

coordinated geographically-separated stakeholders/customers.

- Managed, coordinated, and/or communicated with all stakeholders to include executive management, customers,

consultants, and subject matter experts.

- Received three performance awards for superior performance.

Project Manager/Functional Manager, Northrop Grumman

April 2002 – July 2004 (2 years 4 months)

- Led vast improvements in software product quality, saving at least $2 million in wasted rework and misdirected efforts

with government resources. Assisted in the development of a robust, software test plan, and executed portions of the test

plan.

- Successfully managed a long-term, high-impact $1.2 million project to transition US Strategic Command from a legacy

computer modeling system to a new computer modeling system, used to predict human casualties and environmental

consequences of nuclear war plan attack options.

- Planned project timelines and assured completion of deliverables and accomplishment of project milestones, on-time and

within budget. Researched and developed budget projections to include costs of personnel, materials, travel, and training.

- Regularly lead project planning and status meetings. Actively participated in technical interchange and project

integration meetings.

- Meticulously gathered requirements from multiple customers within the organization. Drove consensus amongst

customers with competing requirements.

- Conducted configuration management and provided detailed technical support for several computer modeling systems,

in parallel. Provided training on these systems to all customers.

- Aggressively addressed, tracked and resolved emergent development issues and technical problems encountered by the

customer.

Nuclear Submarine Officer at U.S. Navy

May 1994 – June 2002 (8 years 2 months)

- As a captain’s lieutenant, responsible for the safety of over 120 sailors and $2 billion of equipment.

- Led teams of highly-trained and experienced technicians, with expertise in varying areas to include electricians,

mechanics, communication system technicians, and nuclear reactor safety technicians.

- Served as the lead plant manager for operations and maintenance of a nuclear power and propulsion plant for four years.

- Successfully supervised life-endangering maintenance on a regular basis, with no safety incidents.

- Made split-second decisions regarding the safety of the entire ship and her crew, based on intimate knowledge of ships

systems and procedures.

- Awarded the Joint Commendation Service Medal and two Navy Achievement Medals.

REFERENCES AVAILABLE UPON REQUEST

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