Manager Engineer

Timothy Forrest

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

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

City: Holly Springs

State: NC

Zip: 27540

Country: USA

Phone: 919-***-****

Skill Level: Management

Salary Range: $75,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

TIMOTHY D. FORREST

104 Begonia Trail * Holly Springs, NC 27540 * Res: 919-***-**** * *********@********.***

United States Army Combat Veteran

MANAGEMENT AND PROGRAM ANALYST

Expertise in marketing and financial operations

More than 15 years of comprehensive experience in directing operations through strategic planning and effective management of staff and budgets. Team builder, capable of implementing best practices and motivating staff to peak performance. Motivate and manage high-performance teams; establish goals and monitor progress. Possess skills and abilities that are well suited to variety of industries through leadership positions with the U.S. Army, Marquette Consumer Finance, and Wells Fargo Financial Acceptance; hold rank as Lieutenant Colonel, as well as functioned as Branch Manager, and Dealer Service Manager.

CORE COMPETENCIES

Strategic Business Planning & Leadership * Operations Management * Risk Management

Financial Analysis * Budgeting * Cost Accounting * Branding * Market Analysis

Business Development * Account & Territory Management * Client Relations

Negotiations * Presentations * Project Management * Change Management

Problem Resolution * Logistics * Staff Motivation

EXPERIENCE & ACHIEVEMENTS

U.S. ARMY, VARIOUS LOCATIONS * 2008 - PRESENT

Promoted to Lieutenant Colonel January 17, 2012

Branch Chief, Health of the Forces, Fayetteville, NC * 2011 -2012

Branch Chief for implementing health promotion, high risk, risk reduction, suicide prevention, Army Substance Abuse Policy, and the Army`s Study to Assess Risk and Resiliency in Soldiers for over a half million Soldiers assigned to Army Forces Command including reserve command. Branch Chief develops initiatives to tailor and target policies, programs, and training in order to mitigate high risk and behavior. A function in the branch is to track demographic data on the 14 high risk areas. Branch Chief manages a team that focused on identifying issues, and working with vast operational planning teams to develop policy, program, and culture changes inside the Army. This includes working with joint and inter-agency partners to find solutions and a strategic way ahead.

Chief of Future Plans, Kabul Afghanistan * 2010 -2011

Through effective leadership and project management principles; ensured adequate troop force projections for 300+ combat units of 98K troops deploying to and from Afghanistan. Key role in developing policy, doctrine, and procedures for the entire country. Spearhead 7 senior-level staff joint-force planning groups assuring focus on developing and/or resolving operational issues and problems. Accountable for logistics of placing in the field appropriate combat engineering equipment consisting of support mechanisms for combat vehicles delivered from U.S. and South Africa. Collaborate with British, Australian, and other European military organizations to assure effective communications, transport, and coverage in hostile environments.

* Ensured execution of operational programs to align deployment priorities.

* Analyzed key transportation routes and points for shipping by air and sea to ensure safe delivery of critical equipment.

* Conducted multiple contingency planning scenarios with CENTOM and ARCENT as one of three USFOR-A plans officers

Plans Officer, U.S. Army Forces Command, Ft. McPherson, GA * 2009 - 2010

Orchestrated equipment supply programs for over 200K soldiers stationed in the U.S. Presented operational plans, programs, and policy changes to senior management consisting of general Officers. Synchronized functions with several key staff to ensure coverage of all issues for primary Staff General Officer. Policies that were developed, recommended, and launched included construction guidelines based on available resources and projected engineer construction troops. Programs included receipt of equipment, fielding the equipment, and training in commercial off-the-shelf equipment, as well as engineer operational direction, and guidance for troops on-the-ground, including equipping, arming, manning, and training.

Timothy D. Forrest Page Two

* All recommended initiatives, programs, and policies were implemented.

* Integrated programs with multiple levels of DoD agencies to develop programs that did not overlap other programs.

* Conducted project management functions for implementation of fielding equipment to over 200K troops.

Brigade Resource Manager, Bagram, Afghanistan * 2008 - 2009

Accountable for contracting construction and delivery support for 25% of Afghanistan with spending budgets of $750K and $1.2B for military commodities. Conducted audits of subordinate units to ensure compliance with the Federal Acquisition Regulation and U.S. Government Title X regulations. Reviewed and analyzed monthly budget of $3M to $20M. Collaborated with British, French, and Canadian military and civilian staff. Awarded Bronze Star.

* Handled spend of close to $1B compared to spend of $250M in the prior year due to the 1st big build-up of troops since 2002.

* Allocated funds for construction of new base camps with appropriate equipment and supplies.

* Guided future budget proposals based on financial analysis of needs and requirements.

MARQUETTE CONSUMER FINANCE, ATLANTA, GA * 2001 - 2007

A subprime auto loan full service subsidiary of Marquette Financial Companies.

Branch Manager

In charge of all operations for marketing loan services to auto dealers, loan underwriting, and collections; became person sent in to turnaround underperforming or troubled branches in Charlotte, Houston, Atlanta, and Chicago. Began marketing services to 250+ dealers in GA, SC, NC, TX, IL, OH, and IN.

* Turnedaround Charlotte branch within 1 year, expanding loans to $12M, attaining delinquency rate of less than 3%, and loss ratios under 1.5%; hired and trained new staff. Industry standards are 5% delinquency and 4% loss ratio.

* Fixed operations in the Houston branch, the largest branch, which had $30M in outstanding loans; grew loans by $5M, reached loss ratio of 2.5% and cut delinquency ratio to 3.25%.

* Transferred to Chicago branch after Iraq deployment, the #2 branch in 2006 with $20M in loans; expanded growth by $5M, achieved 2.9% delinquency rate and 1.9% loss ratio, and returned branch to profitability.

WELLS FARGO FINANCIAL ACCEPTANCE, ORLANDO, FL * 1997 - 2001

A non-prime auto lending division of Wells Fargo Bank.

Dealer Service Center Manager

Charged with directing marketing and underwriting for FL. Established strategic and operational goals, direction. Instituted best practices and provided leadership to all functional areas related to the customer experience. Identified risks and enhancements for business and systems.

* Expanded operations from Orlando area to state wide, increasing loan originations from $1M to $8M per month while meeting compliance and audit standards.

* Hired and trained staff, increasing staff from 4 to 16 to handle increased business and operations.

Career Note: Experience includes LTC, Engineer Officer with the U.S. ARMY, ARMY NATIONAL GUARD AND ARMY RESERVES.

TRAINING

Joint Engineer Officer Course * US Army Comptroller Accreditation Course * Deployed Resource Manager Course * Joint Qualified Officer Level II * Microsoft Office Suite

EDUCATION

M.B.A, Business, Grantham University, August 2011

B.S., Political Science, Jacksonville State University, May 1993

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