Manager Management

Robert H. Johnson Date: ** Jan ****

443-***-****(c), 410-***-****(h)

******.*.*******.**@*****.***,

**********@*****.***

**** ****** *****, ******** ****, MD. 21042

OBJECTIVE

Seeking a challenging position that involves Information Technology (IT), Program Management, Analysis, Engineering,

Technology Development, System Engineering, Leadership, Operations and Maintenance or Customer Relationship

Management.

PROFESSIONAL PROFILE

Results-oriented Information Technology, National Security, and Intelligence professional with an extensive track record of

successful innovation, problem solving, and mission accomplishment. In-depth education and experience in large

program management, information technology, engineering, and Customer Relationship Management. Skilled in

leadership, negotiation, strategy development, and execution.

CITIZENSHIP: U.S. / CLEARANCES: Active TS/SCI

EXPERIENCE

DHS / TRANSPORTATION SECURITY ADMINISTRATION (TSA), Arlington VA 2008 – 2013

(Interim) Director, Strategy & Innovation Division (SID) – Office of Information Technology (OIT) (Jul-Sep

2013): Directed IT Strategy and Enterprise Management, Enterprise Architecture, and Customer Relationship

Management (CRM) activities for TSA / OIT. Led OIT in the planned introduction of emerging technologies, the

development of an IT Roadmap to drive resource planning and marketing of OIT’s contribution to TSA, directed

the re-engineering of the OIT Requirements In-Take Process to enable much faster responsiveness to

Customer needs, and developed the IT Investment Strategy for OIT.

Director, Operational Engineering Division (OED) – TSA / OIT (2010 – 2013): Led 60+ Government

personnel and hundreds of contractors to provide IT Operational Services (e.g. Email, BlackBerry Enterprise

Services, Data Base Sharing, Cyber Security, etc.) for the TSA enterprise of 70,000 users and over 450

Airports.

• Led the Network Operations Management and Incident Response to re-organize and establish new processes

which improved communications to the Enterprise, increased emphasis on technical skills to resolve problems,

and established improved rigor in Standard Operating Procedures (SOP’s). This led to greatly improved

responsiveness to Operational Problems.

• Initiated a transformation which included morale building activities, recruiting new employees, increased emphasis

on workforce training, led the OED leadership to develop and publish an OED Organizational Transformation

Strategy, established a Mentor program, and held regular meetings with the Workforce. This led to significant

improvements in morale and a reversal of the previous exodus of Senior Subject Matter Experts (SME’s).

• Re-organized the OED budget according to major functions and projects performed. This led directly to increased

understanding and support by Senior Leadership.

• Led the Division to significantly increase the rigor used in planning and monitoring projects. The end result was a

complete elimination of the previous cost overruns and unplanned carry over funds.

• Introduced Risk Management and potential customer impact into the IT Operational Planning process, re-

baselined the “Pre-Production” testing infrastructure and processes to dramatically increase the maturity of

capabilities being introduced into the TSA production environment, and initiated brainstorming sessions to identify

lower cost strategies. The end result was a DRAMATIC reduction in IT service outages.

General Manager, Programs and Enrollment Services Office (PESO), Transportation Threat

Assessment and Credentialling (TTAC) (2008 – 2010): Directed all TTAC Security Threat Assessment

programs. This included all program planning, customer and stakeholder relations management, resource

allocation to the various component activities, performance monitoring, and managing the interfaces with

Government partner organizations.

• Formed a PMO organization ($250/year) (note: Program Managers were formerly distributed throughout the

operations and technology organizations) and initiated and obtained approval for a ~$570M TTAC Infrastructure

Modernization (TIM) program.

• Led the PMO to institute significantly improved programmatic rigor, and eliminated previously recurring cost

overruns. This led to programs providing services more effectively and efficiently.

• Established teaming relationships with stakeholders (e.g. DHS/SCO, DHS/APMD, TSA/OA, TSA/CIO, House and

Senate Staff, FAA, DOT, International Longshoreman and Warehouse Union [ILWU], etc.) by forming Integrated

Project Teams (IPT’s) with external parties with an interest in TTAC programs, emphasizing frequent and accurate

communications, and actively soliciting and acting upon external input.

Department of Defense (DoD), Ft. Meade, MD 1985 – 2008

Corporate Level Operational Leader (2007 – 2008) : Led a major successful cross organizational effort to

support the operations of a major Department of Defense (DoD) partner. This involved leading a group of

leaders from numerous different functional elements to apply their IT Technology, Analytical Services, and

Operational Deployment Capabilities to support a dynamic and challenging operational requirement. A previous

similar operation had achieved results which were questioned by the major partner. (Grade – GS-15)

Senior Leadership Candidate Development Program (SLCDP) (2004 – 2007): Participated in Leadership

Candidate Development Program (SLCDP) – Grade: GG-15: While in the SLCDP program, served three different one

year work tours in leadership positions in the Information Warfare Support Center (IWSC), the NSA Commercial

Solutions Center (NCSC), and the Information Assurance Directorate (IAD) / I3.

DoD Office Chief (2001 – 2003): Led an office of 190 personnel through a major transformation involving a major

change towards new and different IT related products and services and a directed 34% personnel reduction while

maintaining workforce morale. Initiated a new line of IT based products, established partnerships with other

government IT Technology developer and deployers, and integrated another technology Division into my own. (Grade

– GS-15)

Transformation Leader (Group Level) (1999 – 2001): Led a small team in the development of a revolutionary new

strategy for how several major programs would work together to turn around their declining production. This strategy

was briefed widely in the Intelligence Community (IC), was adopted, and led to a transformational re-organization that

affected over 600 people. (Grade – GS-15)

Division Chief (1996 – 1999): Led a Division (~ 120 Government Personnel) to triple production over a six month

period by accessing critical skills through partnering with other organizations.

Program Manager and System Engineer for Large / Major Programs (1994 – 1996): Performed as a Program

Manager and System Engineer within a Joint Program Management Office (PMO) within another Government Agency.

Electronics Engineer and Program Manager (1985 – 1994): Signal Processing /System Controller Software

Development; System Acquisition Manager (~ up to $16M Program); Led Engineering Development Branch (~1O

people); System Architecture Design. Developed, Deployed, and Maintained IT Systems in a geographically

dispersed area.

EDUCATION, TRAINING, & CERTIFICATIONS

BSEE: Georgia Institute of Technology – BS, Electrical Engineering (BSEE) / Computers, Systems (1976-1981)

Cooperative Education Student (Work every other Quarter) / DoD – Computers and Networks (1977 – 1981)

MSEE: Georgia Institute of Technology – MS, Electrical Engineering – Minor Industrial Engineering (1981–1983)

(MSTM): Johns Hopkins U. –MS, Technical Management / Technology & Program Management (1987-1991)

Senior Leadership Candidate Development Program (SLCDP) – DoD (2004 – 2007)

National Security Agency Professionalization - Engineering Professionalization (1995)

Intelligence Community Officer Certificate (2006)

Program on Negotiation, Harvard Law School (2006)

PMP: MSTM Degree more comprehensively covers Program Management than PMP certifications.

ITIL: Based on DoD sponsored courses, my MSTM, and extensive experience, I introduced IT Service management

“best practices” to transform TSA / TTAC and TSA / OIT.

REFERENCES

• DoD: Cathy Murray: 443-***-**** – *******@***.***, Rob Joyce: 301-***-**** – *******@***.***;

• (Retired) TSA / CIO> Dr. Emma Garrison-Alexander: 301-***-****

• TSA / Senior Technical Advisor (STA)> Chris Allen: *************@***.***

• TSA / STA > Lee Smith: 703-***-**** - ***.******@*******.*** or ***.*****@***.***

• DoD and TSA / TTAC / PEO> Teresa Ferrone: 202-***-**** – ******.*******@***.***

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