Manager/Director

TERRY J. AIKEN

*** ******** *****, *******, ** **749

Home: 256-***-**** Cell: 256-***-**** email: *****.*.*****@*****.***

Objective: A senior/executive management position where proven leadership, initiative, innovative/critical thinking, strong communicative skills along with programmatic, logistical, contracting, financial and technical experience are required.

Career Summary: Over 25+ years of experience as a leader, manager, and staff officer serving in positions of increasing responsibility, risks and complexity. Department of Defense certified acquisition professional with experience in program management, contracting, and aviation operations, training, logistics & maintenance management. Grasps concepts quickly and can be counted on to accomplish the most complex tasks efficiently and effectively. A proven leader, problem solver, and resource manager with ability to deliver under pressure and produce desired results.

Professional Experience:

Contractor Logistics Support (CLS) Manager, UH-72A Lakota Helicopter Program,

Airbus Defense & Space, Inc., Huntsville, AL 2016-Present

Responsible for all logistics activities on the 11-year $3.3 BN DoD ACAT 1-D prime contract to produce and sustain the UH-72A Lakota Helicopter.

Responsible for approximately $7.5 M in monthly revenue from CLS activities.

Managed over-and-above maintenance requirements (items not covered under the general CLS contract), resulting in approximately $100K in additional monthly revenue.

Managed the day-to-day aviation logistical operations with the customer (US Army) and sub-contractors.

Managed contractor field teams (CFT) and contractor field service representatives (CFSR) from start (contract modification) to finish (final invoice).

Prepared and delivered senior-level briefings as needed.

Participated in contract close-out activities, to include equipment transfer (GFE), final parts deliveries, document retention and organization, CLS financial reconciliations and provided logistics recommendations when needed.

Provided CLS flight hour and revenue projections to leadership as required.

Managed a complete review of all aviation aircraft records (e.g. flight logs, maintenance records, historical records, engine records, etc.) of aircraft directly maintained/supported by ADSI to ensure both FAA and contract compliance.

Provided aviation logistical/maintenance subject-matter-expert (SME) recommendations to customer and to company leadership when requested/required.

Deputy CLS Manager / Aviation Logistician / Security & Support Package Program Manager,

Airbus Defense & Space, Inc., Huntsville, AL 2012-Present

Responsible for assuring critical actions are integrated and properly executed to provide a cohesive approach to Aviation and Aviation Mission Systems logistics support requirements on the Light Utility Helicopter program.

Managed the overall integration of suppliers and sub-contractors for fleet readiness, non-mission capable status and actions, calculation and forecasting.

Analyzed failure rates of components to determine supply forecasts and perform trend analysis.

Analyzed maintenance flow at full CLS sites and built model to project major aircraft scheduled inspections.

Served as a logistics subject matter expert and ensured compliance and corrections/improvements with U.S. Army Aviation regulations and DoD Aviation Safety regulations.

Conducted assistance and post-inspection visits to maintenance and supply activities.

Managed the unique military aspects of the program.

Served as the Assistant Logistics Manager responsible for overseeing/managing the aircraft Operational Availability at full CLS sites and the Parts Support Fill Rates at all other sites.

Operations Manager / Program Manager, L-3 Communications, Inc., Huntsville, AL 2011-2012

Operations manager for GS&ES Missile Defense Agency Engineering Service and Support (MiDAESS) Program Management Office.

Responsible for coordinating the execution of 8 sub-contracts and numerous task orders with an annual value in excess of $15M.

Coordinated with various performers to include external Prime contractors and internal project managers and directors to prepare budget justifications, funding releases, and financial execution reporting.

Acted as the liaison between business and technical management.

Developed and executed a software program allowing for monitoring and reporting on the financial status and the personnel status for all personnel working on the MiDAESS Contract (> 90 personnel).

Sub-Contract Program Manager, L-3 Communications, Inc., Huntsville, AL 2008-2012

Program Manager / Program Analyst for the Ground-Based Mid-Course Defense (GMD) Joint Program Office (JPO) sub-contract with an annual revenue greater than $12M.

Coordinated with various performers to include GMD Program Integrators and contractors to prepare budget justifications, funding releases, and financial execution reporting.

Coordinated, developed, and briefed program level reports.

Acted as the liaison between business and technical management.

Performed various types of financial analysis and estimates and provided funding recommendations to the directorate for current and upcoming fiscal years.

Assisted in qualifying and staffing of personnel positions.

MAJOR, UNITED STATES ARMY 1987-2008

Contracting Officer, Missile & Space Intelligence Center, Redstone Arsenal, AL, 2005-2008

Warranted to negotiate and obligate the Government in contract actions up to $5 million.

Negotiated and awarded over 400 contract actions valued at over $35 million for supplies and services and completed over 200 contract modifications to existing contracts.

Expertly managed the Integrated Systems Production and Joint Research Analysis and Assessment Center (JRAAC) contract, an Indefinite-Delivery-Indefinite Quantity (IDIQ) Requirements contract with over 160 task orders, valued at over $43 million.

Spear-headed the follow-on JRAAC contract effort valued at over $75 million by developing the acquisition plan, statement of work, independent government cost estimate, source selection plan, evaluation criteria, solicitation, negotiation strategy, contract award and Congressional notification.

Performed as a Business Advisor to Contracting Officer’s Representatives, Government customers and senior management officials.

Proficient in the application of Federal Acquisition Regulations, policies and the Department of Defense’s Planning, Programming, Budgeting, and Execution System.

Developed cooperative working relationships with contractors, vendors, and end-users while keeping with legal, ethical and regulatory requirements.

Division Chief/Project Officer, Directorate of Combat Developments, Ft. Benning, GA 2003-2005

Championed the Soldier as a System (SaaS) program, an overarching acquisition strategy to consolidate some 300 disparate programs into 4 distinct Soldier Capabilities Development Documents (CDD) and conform to the Joint Capabilities Integration and Development System (JCIDS) process.

Led the development of capability crosswalk matrices to aid in the improvement of the Family of Soldier System CDDs to ensure the proper integration of unique requirements and key attributes across all military occupational specialties.

Through the SaaS Integrated Concept Team, guided the growth and refinement of the Soldier Equipment list as part of the Rapid Fielding Initiative to properly equip Soldiers deploying in support of Operation Iraqi Freedom and Operation Enduring Freedom. This list was approved by the Army Requirements Oversight Council.

Developed numerous information briefings on SaaS for the Army’s most senior leaders.

Managed, integrated, coordinated, synchronized and analyzed all requirements for Soldier’s Clothing and Individual Equipment.

Executive Officer, Ft. Campbell, KY 2002-2003

Planned and executed the organization’s deployment of over 300 personnel and over 150 pieces of equipment to Kuwait in support of Operation Iraqi Freedom without injury or equipment damage.

Managed the unit’s annual operating budget of over $175,000.

Administered the company’s training program for 300+ personnel, monitored personnel awards and evaluation submissions, and oversaw the unit’s maintenance program for vehicles and equipment.

Commanding Officer, Ft. Campbell, KY 2001-2002

Transformed a sub-standard aviation unit-level maintenance company into a top-quality, combat-ready organization by reassigning key leaders to problems areas, providing clear guidance and intent to focus efforts and empowering subordinates to take initiative.

Replaced the turn-in-and-buy program for aircraft repair parts with a repair-and-return maintenance program utilizing the Division’s repair facilities which led to a cost-savings of over $3 million.

Recognized by the Commanding General for leading the unit with the highest cost savings while simultaneously having the highest operational readiness rate in the Division.

Developed the unit’s maintenance Standard Operating Procedures Guide, which inspectors forwarded to other units within the Forces Command (FORSCOM) to demonstrate the correct way to manage maintenance organizations and programs.

Ensured the welfare, training and safety of 69 personnel; administered the unit’s annual $1.1 million repair parts budget; and maintained 30 Blackhawk helicopters and 25 tactical vehicles valued at $183 million well above Army standards.

Human Resources Manager, Soto Cano Air Base, Honduras 1999-2000

Created the unit’s Personnel Action Center operational processes from scratch with limited resources following the organization’s relocation from Panama to Honduras.

Using a systems approach, developed efficient processes for personnel in-processing, out-processing, status reporting and staff operations.

Managed all personnel actions to include evaluations, awards, vacation, promotions, assignments, manning reports, status reports, and personnel slating for a 149 person organization.

Mitigated effects of a high personnel turn-over associated with a one-year restricted tour by aggressively pursuing personnel replacements through Human Resources Command at the Army level.

Education:

M.S. Aeronautical Science (Honors with Distinction), Aerospace Management specialization, Embry-Riddle Aeronautical University, Daytona, FL, 1998

B.S. Professional Aeronautics (Magna Cum Laude), Embry-Riddle Aeronautical University, Daytona, FL, 1997

Military Education:

Army Acquisition Basic Course, Army Logistics Management College, Huntsville, AL

Combined Arms Services Staff School, Ft. Leavenworth, KS

Aviation Officer’s Advance Course, Ft. Rucker, AL

Aviation Maintenance Manger’s Course, Ft. Rucker, AL

UH-60 Helicopter Maintenance Test Pilot Course, Ft. Rucker, AL

Aviation Officer’s Basic Course, Ft. Rucker, AL

Initial Entry Rotary Wing Course, Ft. Rucker, AL

Officer Candidate School, Ft. Benning, GA

Primary Leadership Development Course, Ft. Benning, GA

Air Traffic Control Operator Course, Ft. Rucker, AL

Other Certifications:

Project Management Professional – PMP/PMI #1234111

FAA License – Commercial pilot with instrument, multi-engine, rotory-wing rating

FAA License – Air Traffic Controller (Control Tower Operator rating)

Relevant Defense Acquisition University (DAU) Courses:

(PMT 352) Program Management Office Course

(PMT 250) Program Management Tools

(ACQ 201) Intermediate Systems Acquisition

(ACQ 101) Fundamentals of Systems Acquisition Management

(CON 235) Advanced Contract Pricing

(CON 218) Advanced Contracting for Mission Support

(CON 210) Government Contract Law

(CON 204) Intermediate Contract Pricing

(CON 202) Intermediate Contracting Course

(CON 237) Simplified Acquisition Procedures

(CON 120) Contracting for Mission Support

(CON 112) Mission Performance Assessment

(CON 111) Mission Strategy Execution

(CON 110) Mission Support Planning

(CON 100) Shaping Smart Business Arrangements

(CLC 033) Contract Format and Structure for the DoD e-Business Environment

(LOG 236) Performance Based Logistics

(LOG 201) Intermediate Acquisition Logistics

(LOG 102) Systems Sustainment Management Fundamentals

(LOG 101) Acquisition Logistics Fundamentals

(SAM 101) Basic Software Acquisition Management

(IRM 101) Basic Information Systems Acquisition

(TST 101) Introduction to Acquisition Workforce Test and Evaluation

Defense Acquisition Workforce Improvement Act (DAWIA) Certifications:

Program Management

Contracting

Life-Cycle Logistics

Information Technology

Security Clearance: TOP SECRET/SCI (Inactive – expired 2015); SECRET - expires 2020.

Contact this candidate