Management Manager

Roy Owens

Email: *********@********.***

Address: ** ********* ****

City: Decatur

State: AL

Zip: 35603

Country: USA

Phone: 256-***-****

Skill Level: Management

Salary Range: $90,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Mr. Roy L Owens, Jr.

22 Johnstown Cove

Decatur, AL 35603

Mobile: 256-***-**** Home: 256-***-****

E-mail: *********@***.***

ACQUISITION & LOGISTICS MANAGEMENT

Triple DAWIA Level III certified logistician with over 20 years first hand experience executing multiple acquisition, complex logistics efforts and completing them successfully to a high standard. I have strong experience and working knowledge of Defense Systems Acquisition and working in a high-level customer centric environment. My acquisition and logistics experience covers the entire life cycle spectrum. Extensive experience in the science of logistics to include allocating and balancing limited resources for very complex operations. I'm a strategic as well as detail oriented thinker with strong analytical skills coupled with Lean Six-sigma certification and training. Excellent personnel acumen adept at recognizing and developing talent focused on the client and business development with innovative teams. Possess excellent skills in MS Office suite. Held a security clearance with a TS level for the past 25 years.

CORE COMPETENCIES

Program Management Test and Evaluation Mgt Research and Development

Operations Management Base Realignment and Closure Earned Value Management

Logistics Maintenance Defense Acquisition & Contracts

Weapons Systems Sustainment Organization Relocation IT Management

Weapon Systems Development Strategic Planning LEAN 6 sigma Green Belt (6)

Weapon Systems Engineering Team Building Client Focused

CORE COMPETENCIES

* A retired Lieutenant Colonel and military logistician with 21 years active duty service in logistics and acquisition.

* Bachelors and Masters of Science degrees with backgrounds in physical science, and management that includes financial management and accounting.

* DAWIA Level III Program Management, R&D and T&E certified with DAU long course and pursuing PMI certification.

* I have staff experience up to and including the OSD level and organizing/developing large senior level working groups.

* Excellent interpersonal and communication skills with daily working experience at various levels, both internal and external to organizations, that includes the highest level leadership in the Department of Defense, Military Services, and industry.

* Trained and experienced in weapons systems engineering in a broad spectrum of weapons at the R&D and program level.

* Experienced in system's acquisition management over the acquisition life cycle using the Department of Defense's 5000 series, Joint Staff, DFAR, FAR, and DoD disposal guidelines.

* Familiar with aviation and particularly aviation weapons.

* Extensive experience in Milestone Documentation, RFP development, writing SOWS, staffing procurement packages, source selection, monitoring, and closing out contracts.

* A quick study and self-starter accustom to taking on large complex projects and operations not necessarily familiar with that have limited resources, tight schedules, and real world urgencies.

PROFESSIONAL EXPERIENCE

CURRENT: Providing private consulting in logistics and Research and development areas.

ALION SCIENCE AND TECHNOLOGY, Arlington, VA & Huntsville, AL

Program Manager, Base Realignment and Closure (BRAC), 2005 - 2011

Alion's Program Manager and task order lead to 4 Star Headquarters, Army Materiel Command (HQAMC), for relocating the logistics command from Ft. Belvoir, VA to Redstone Arsenal, AL.

Led the 4-person support team to execute this six-year effort from start-to-finish without interruption to the wartime logistics support.

Laid out a successful execution plan and schedule adopted by the Commander.

Developed an alternative personnel movement and hiring plan with an audited cost savings potential of over $60 million over original plans to save money and to reduce a perceived hiring vacuum impact.

Managed preparation and submission of the execution budgets for the six years. Total project costs managed for the government exceeded $400 million.

Prepared written guidance, coordinated, and updated budgeting and execution support documentation, that included movement schedules and overall timelines, organizational transformation, integrated timelines for major building construction.

Conducted several special projects for the senior leadership to support AMC organizational transformation.

Developed RFPs and J&As to support the set-up and establishment of operations at Redstone Arsenal.

The team completed the project ahead of schedule and was recognized by Vice Staff of the Army as setting a standard on how to do it.

Program Manager & Sr. Analyst, Base Realignment and Closure (BRAC), 2003 - 2005

Headed-up an analytical support team of nine highly skilled analysts with diverse backgrounds that supported the ASD(R&E) Technical Joint Cross Service for RDT&E and Major Test Ranges Senior Executive Group developing BRAC recommendations.

Provided direct support to the Army RDT&E lead Senior Executive on a daily basis responsible for executing the Army's BRAC analytical tasks.

Supported the development of BRAC decision making scenarios and data collection methodology concerning the decisions on keeping, realigning, or closing Department of Defense's research, development, engineering and testing facilities.

Composed, coordinated and secured approval from the three services for the Capacity and Military Value data collection questionnaires used in the decision making process for the Senior Executive leading the Army RDT&E efforts.

Developed and coordinated the scoring algorithms plan and obtaining the verification and approval of the DoDIG and GAO.

LESCO, Pentagon, VA

Senior Logistics Analyst, Army G4 Supply Chain Integration Division, 2002 - 2003

Supported the Army G4 Supply Chain Integration Division Chief by rewriting the Army's repair parts initial provisioning regulation to incorporate Performance Based Logistics and Supply Chain Management concepts into the acquisition and requirements processes for Army equipment.

Assisted in providing the functional oversight and integration of advanced information systems technology into the supply chain business process.

Conducted an RFID and UID technology assessment to support future requirements definition efforts for the Supply Policy group.

N/SYST, Alexandra, VA

A two man logistics IT consulting LLC

Logistics Information Systems Consultant, Office of Secretary of Defense (OSD) 2000 - 2002

Supported the OSD DUSDL Program Office and for Logistics Systems Modernization with acquisition, oversight and governance expertise for developmental and emerging logistics IT systems in the Department of Defense.

Lead the Program Office effort to bring to bear the issues facing the Department of Defense in implementing ERP software solutions without overarching policy or governance in place and at the same time meeting the requirements of the Clinger-Cohen Act and Federal Financial Management Improvement Act.

Reviewed and provided background on the acquisition plans of ERP efforts in the Army, DLA, and Navy to the Director for the USD(AT&L) for a decision.

Coordinated with the US Mint and US Customs on their lessons learned in implementing large SAP ERP solutions.

Conducted Market Research to support the implementation of the SAP ERP software.

Determined and define the roles of the responsible regulatory parties to include other Federal Agencies and the US Treasury Dept.

Assisted the CIO in meeting with and discussing the use of SAP solutions for logistics with our Allies.

Reviewed and edited the DoD Acquisition 5000 series regulations for the Assistant Secretary and worked to bring change that supported enterprise software solutions, logistics support, and requirements processes.

Established a course of instruction on the SAP product line for the OSD staff in coordination with the SAP North American VP for training and VP for Federal Systems.

DENDRITE INTERNATIONAL Morristown, NJ 1997 - 1999

Worldwide provider of custom software/service solutions for sales improvements; $112 million sales, targeting pharmaceutical industry.

Operations Manager

Exceeded the contractual service level agreements to three Fortune 500 international pharmaceutical companies utilizing the Dendrite custom sales force automation and support software tools and service solutions compliant with FDA regulations.

Provided the day-to-day operations management oversight of three help desk support centers, software development and customization, problem resolution, data warehousing, program management, scheduling, training, and fielding of new pharmaceutical support software products to the customers.

Ran a team providing automated data collection support for a worldwide clinical trial.

Worked closely with clients to ensure our products under my teams met FDA regulations and supported GMP they must follow in producing drugs, data collection, privacy issues, and proprietary rights.

Managed a $2+million operating budget, provided conflict resolution, exceeded customer service metrics and achieved a 65% margin.

Prepared proposals and developed service level support agreements for continuing clients and new business ventures.

Successfully provided extreme management techniques to salvage two contractual efforts with one of the largest pharmaceutical companies in the world and the other one of the largest provider of men's grooming products.

Brought to bear the need for configuration management and good software development practices, Capability Maturity Model Integration, for process improvement, quality, and increasing margins.

UNITED STATES ARMY 1976-1997 LIEUTENANT COLONEL (RET), ORDNANCE/ACQUISITION CORPS

Chief of Fuze Product Development, Acquisition and Safety, Armaments Research Development and Engineering Center (ARDEC), Picatinny Arsenal, NJ, 1995-1997

Chairman of the Army's Safety Review board for certifying the safety of use and configuration of all fuzing and safety & arming devices falling under the Army's AR 70-1 Acquisition Regulation before Program of Record Milestone Decisions, production approval, and fielding.

Reviewed fielded items for continual safety of use and suspended from use items of questionable safety.

Revised the procedures and conduct of the Board to better support product life cycle and critical design reviews as outlined in the DoD 5000 series Acquisition regulations.

Led 8-person engineering staff in product development, acquisition, safety, quality assurance, and program oversight for all Army missile and munitions fuze/ safe and arm devices worldwide. Wrote proposals, reviewed contracts and interfaced with contractors on a regular basis.

Conducted a thorough plant by plant and facility review of the United States Fuze Industrial Base to evaluate it's viability, vulnerability, and capability to support the long term needs of the Army as well as technology areas needing specific research, development and engineering support efforts such as micro electronics and batteries.

Wrote a position paper on the state of the Industrial Base highlighting issues potentially impacting the Army's needs for current and emerging fuzing requirements particularly for small caliber and guided projectile efforts.

Assistant Missile Program Manager, PEO Tactical Missiles, Redstone Arsenal, AL, 1994-1995

Transitioned an ACAT I Program of Record to an ATD following DoD budget cuts.

Had overall responsibility for the program acquisition planning and implementation documentation as required by the 5000 series Acquisition Regulations, DFAR and FAR.

Streamlined and modified a $1 billion program's acquisition support documentation and schedule to support an accelerated two-year $250 million advance technology demonstration program.

Developed and revised the missile system requirements documents, and the command and control architecture without loss of the original concept of operation.

Pushed and led the effort to conduct a requirements trade-off and cost analysis utilizing extensive computer modeling, simulation and virtual prototyping techniques to manage risk and cost. One if not the first programs to use M&S to evaluate and conduct technology trade-off analyses.

Instrumental in obtaining the first Verification, Validation and Analysis approval for use of modeling and simulation tools to conduct technical analyses of missile hardware.

Marketed & expanded potential user base to include the Navy and Special Operations group.

Chief Program Management Division/ Chief Test & Evaluation, Redstone Arsenal, AL, 1992-1993

Responsible for the review and oversight for all test and evaluation master plans, integrated logistics support (ILS), analysis of reliability and maintainability analysis (RAM) documentation, and acquisition programmatic support for ordnance, missile, ground support equipment, and TMDE items under the sponsorship of the Ordnance Missile and Munitions Center.

Ensured staffing and reviewing of all new Acquisition Support documentation requiring Ordnance Missile & Munitions Center review and approval.

CFE Logistics Operations Officer, 21st TAACOM, Europe, 1990-1992

Executed the coordination for logistics support from the 3 Star level Theater Logistics Command to an Army Corps plus to implement and execute the Conventional Forces Europe (CFE) withdrawal Treaty and the return of forces from Desert Storm.

Planned, scheduled, and coordinated the onsite logistical support to repair, pack, and ship equipment back to the US. Involved the moving of 85 Army Units to the United States.

Revamped and successfully presented a revised master schedule to Theater Army Commander and CINC USAREUR for withdrawal of European Army units in coordination with the Air Force withdrawals and airlift operation to eliminate numerous workload, scheduling, and resource allocation conflicts.

Took Road Warrior management approach to identified logistics issues hindering the withdrawal military units, developed resolutions, gained approval, and implemented the execution.

Coordinated worldwide transportation requirements for the most cost effective retrograde of equipment with the Navy and Air Force.

Established an inland port of embarkation to support deployment of combat units to the combat theater.

Routinely briefed the 3 Star General Officer Theater Army Commander and other numerous other General Officers on schedule, maintenance and logistics issues, excess property, and progress in executing drawing down combat units in Europe.

Monitored the cost and schedule to stay within Theater budget limitations. In all cases met the 90day window for the complete turn-in and shipment of equipment from the Army units being withdrawn from Europe or deactivated.

Served as the command point of contact for the GAO audit addressing logistics concerns from Congress on CFE implementation.

Executive and Materiel Officer, General Support Center Kaiserslautern, Europe, 1989-1990

Performed functions as the chief operating officer for the largest war reserve supply and maintenance and repair center outside the US at the time with $1.5+ billion in inventory and 1800 civilian and military personnel.

Planned, prepared budgets, scheduled, determined resource allocation, work loading, and all aspects of running and maintaining industrial production facilities over two sites with over 800 acres, a hundred plus buildings and 7 miles of roads and rail road assets.

Closed one of three storage sites consolidating inventory and reducing operating costs and overhead. Re-warehoused and installed new warehouse storage systems significantly increasing capacity and facility flexibility. Identified and eliminated through property disposal channels as obsolete over 2000 major end items and obsolete or excess repair parts inventory via direct coordination and approval of the Commander of Tank Automotive Command and Deputy DCSLOG of the Army.

Responsible for execution of numerous individual repair programs in excess on $1million that supported projects which included the retrograde of chemical and special weapons out of Europe.

Won the project to be the only facility outside the United States to repair and overhaul Mil Van Containers to new mandatory ISO standard for the military.

Reduced by 50% the costs on ground support equipment maintenance rebuild and production lines through innovative inventory management, quality control, work flow improvement and production re-engineering initiatives.

Oversaw operations of the only retrograde/reverse logistics center for the United States Army Europe that classified the condition, preserved, packed and shipped everything from aviation/aircraft to textiles.

Managed executing the initial release and shipping of war reserve materiel to support combat operations in the middle east with the packing out of a train loads of equipment and supplies to port on embarkation with one day turn around.

Weapons Systems Research and Development Program Officer, Armaments Research Development and Engineering Center (ARDEC), Picatinny Arsenal, NJ

Artillery Armaments R&D Program Officer, 1987-1989

Hands on involvement in transitioning artillery weapon systems technology out of engineering and development into several new combat and support systems that led to the current 155mm self-propelled Paladin, the Advance Field Artillery System to Crusader, and all current 105mm and 155mm ultra light towed artillery systems efforts, their munitions and fire control systems integrating GPS, and advance propulsion gun technology.

Involved in the development of a proof of principal test bed utilizing a remote controlled fully robotic self-propelled 155mm howitzer demonstrated to senior army leadership in a live fire exercise. This effort was a test bed for leading the requirements development of the future artillery system. Extensive technology assessment efforts were made to include emerging recoil technology, new gun cooling technology, light weight materials, breech and auto loading design, advance fire control concepts incorporating GPS, and robotic loading and operating systems to reduce crew or size.

Interfaced with the Artillery Center Engineering Board on the state of the technology and what it brought to the them in future capability.

Liaised with the weapons Center's many departments, test facilities, and fabrication branch on a daily basis to stay abreast of the technology and potential uses.

I conducted reviews of Acquisition requirements documents and provided comments and recommendations to the Director and Center Commander based the on assessment of the technology and possible areas where the use of multiple technologies conflicted with each other.

Electric Gun R&D Program Officer, 1985-1987

Brought structure to an Electromagnetic Gun Armaments technology R&D program in the form of $200 + Million acquisition transition effort focused on weapon system engineering development of the technology. The Acquisition Objective was to move EMG from the lab to possible insertion into future Army ground combat systems and space based weapons for the SDI.

I coordinated and obtained the support and funding from Defense Advance Research Projects Agency (DARPA) and the Strategic Defense Initiatives Office (SDIO) then prepared three primary proofs of principle requirements to move the technology for potential weaponization ahead.

I conducted a technology assessment of what was currently viewed as being within grasp technically and where the technology holes existed to fill the requirements gaps required for weaponization. This effort led to a new contract effort to explore and develop technical options.

Single-handily led the contract development writing 4 of 5 Statements of Work for the effort, coordinated data management requirements, and pursued each avenue with multiple awards for risk mitigation. Technology areas included materials science, power supplies and conditioning, high energy switching, hypervelocity ballistics and exo-atmospheric kill projectile development. Other areas included system validation and systems integration and methods of testing. Managed the contracts as the Contracting Officers Technical Representative (COTR)

Under the direction of SDIO coordinated and developed the effort for an exo-atmospheric smart kinetic kill device.

U S Army Ordnance Corps - Maintenance Materiel Management Officer 1976-1983

Served in several positions within Company to Battalion level maintenance units to include command of over 300 soldiers. In command I was responsible for all aspects of care, training, feeding, evaluating performance, promoting, and when necessary disciplining those soldiers assigned to my command. Assignments include the United States and Europe both in Division and non-Divisional units.

EDUCATION

Bachelors of Science in Chemistry Degree - Wofford College

Graduate Coursework in Biochemistry - University of South Carolina

Masters of Science in Management - Florida Institute Of Technology

Weapon Systems Engineering - British Long Armor/Infantry Course

U.S. Army Officer (Lieutenant Colonel retired)

Ordnance Corps - Maintenance Materiel Management Officer

Acquisition Corp Officer

Security Clearance

Top Secret

Work Related Certifications

Myers Briggs Type Indicator Qualification

CPSB VIEW Certification

Lean Six Sigma Green Belt (6)

Department of Defense Program Management Level III

Department of Defense Test and Evaluation Management Level III

Department of Defense Research and Development Management Level III

Professional Based Training Courses

Lean Six Sigma Black Belt Courses (6)

Myers Briggs Type Indicator Certification Course

CPSB VIEW Facilitator Course (Problem Solving Techniques)

Lean Six Sigma Green Belt (6) Air Academy

PMI Training

Defense Acquisition University (DAU) Program Manager's Course

U S Army Materiel Acquisition Management School

British Long Armour Infantry Course, 12 month Weapon Systems Engineering Course UK

Ordnance Officer Advance Course

Ordnance Basic Course

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