Management Project

John Akalaonu

**** ********* ****** ****: 630-***-****

Naperville, IL 60563 *********@***.*** Mobile: 760-207-

1126

COMPETENCIES

• Profit & Loss Responsibility for $1 Billon+ Budgets ● Customer Relationship Management

• Domestic and International Business Development ● Business Operations Management

• Certified Project Management Professional (PMP) ● Leading Cross Functional Teams

• LEAN/Six Sigma Process Improvement (Green Belt) ● Strategic Planning and Organization

SUMMARY

A results-oriented business executive with experience in leading major commercial and defense business

operations (P&L budgets of over $1 billion), product management, directing cross functional teams,

driving business development in the private and government sectors, implementing process improvement

initiatives and facilitating strategic business planning. Proven results in the consulting, automotive,

defense, healthcare and IT/telecommunications sectors.

PROFESSIONAL ACCOMPLISHMENTS

NAVISTAR DEFENSE (2011 – Present)

Director, MaxxPro Programs / Deputy Director, Program Management Office (PMO)

Serve as the senior executive business leader for the MaxxPro Mine Resistant Ambush Protected

(MRAP) vehicle product line and MRAP Foreign Military Sales (FMS) Programs, while also serving as the

Deputy Director for Navistar Defense’s PMO organization. Developed and executed the goals and

strategic direction of a large, cross-functional program team of logistics, manufacturing, contracting,

finance, engineering, and quality assurance professionals in the execution and life-cycle sustainment of

the MaxxPro Family of Vehicles (FoV) while acting as the primary point of contact to the customer (U.S.

Government) on all aspects of the program. Responsible for developing and strengthening relationships

with multiple government agencies to drive new business opportunities.

o Managed the execution of multiple vehicle production contracts (~$2B contract value) for the

MaxxPro Family of Vehicles (FoV) in support of U.S. Department of Defense (DoD) rapid

acquisition requirements for vehicles, logistics and publications, engineering services, field

service representative support and service parts kits while serving as senior program leader

and primary customer point of contact. Results: Successful delivery of all contractual

requirements on or ahead of schedule, while meeting or exceeding all organizational profit

goals and development of new sales for additional services/goods on an existing contract.

o Negotiated new contract terms and deliverables as the senior leader of the Foreign Military

Sales (FMS) programs for the MaxxPro FoV, dealing directly with representatives of foreign

governments (Asia, Middle East, and Europe). Results: Resolution of contracting stalemate

resulting in addition of favorable terms to the existing Statement of Work (SOW) which

allowed the company to receive payment for work completed and addition of new

services/goods.

o Directed multiple Research & Development (R&D) projects (internal and joint venture) to

design and develop new vehicles and vehicle upgrades. Results: Successfully received DoD

contract awards for production of a vehicle upgrade kit (~$230M) and additional engineering

design, logistics and test support for emerging technology (~$1.7M).

o Led a cross-functional team in the execution of a “go fast” program for the rapid acquisition

and production of the MaxxPro Survivability Upgrade (MSU) vehicle retrofit kit on a DoD Firm

Fixed Price (FFP) contract (~$230M contract value). Results: Delivery of all contractual

deliverables ahead of schedule while exceeding organizational profit goals.

ARAMARK HEALTHCARE (2008 – 2011)

Director, Organizational Effectiveness 2009-2011

Corporate organizational effectiveness leader responsible for supporting leaders at all levels of the

organization, including corporate, regional and local account specific. Responsible for designing,

facilitating and executing processes and strategies for effective change and transformation management,

complex project implementations, communication, strategic planning, project management and

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continuous performance improvement that result in individual and organizational growth, improved

performance and tangible business outcomes.

o Led strategic project management and change management plans for start-up of multiple

new business accounts (totaling $124 million in new revenue). Results: Seamless transition

of operational management from existing vendors to ARAMARK, including transfer of

inventory, implementation of new IT platforms and labor migration of 800+ employees to new

payroll

o Redesigned the operational model of the Organizational Effectiveness division for

ARAMARK Healthcare to achieve greater alignment of strategy, processes and focus areas

to drive tangible operational outcomes. Developed internal and external marketing and

communication strategy to increase organizational utilization of Organizational Effectiveness

support. Results: Increased internal utilization of Organizational Effectiveness support by

65% within six months.

o Developed organizational assessments and action plans for multiple “Top 50” accounts

which included coaching leaders, from front-line manager to Senior Vice President/C-suite

level, in the design and implementation of organizational change initiatives, tactics for

effectively leading organizations through change and sustaining the change to improve

organizational performance and client/customer satisfaction. Results: Improved performance

of client accounts with average contract retention rates of 96% over two years.

Organizational Effectiveness Manager 2008-2009

Lead the organizational change and transformation processes within a start-up contract account by

implementing initiatives to increase the effectiveness of people and the organization through effective

communication, change/transition management, people/leadership development, and process

improvement in order to increase operational quality and realize bottom-line cost savings.

o Designed and implemented a customer engagement program to reduce cross-departmental

barriers, increase customer satisfaction, and identify areas for improvement in service quality

in an acute care hospital. Results: Improved patient satisfaction scores by 250% within first

six months, increased internal customer satisfaction by 39% within first six months, improved

patient throughput metrics, and increased teamwork between clinical and non-clinical

departments.

o Designed and implemented a detailed project planning and management process, based

on the Project Management Institute (PMI) methodology, for non-project managers at a start-

up client account. Results: Reduced operational errors by operational leaders while

implementing new processes and procedures.

o Designed a 12-course Leadership Education program for cross-functional leaders from

senior to middle/lower management levels focusing on subjects such as conflict resolution,

change management, and project management. Results: Increased leadership, strategic

planning, and project implementation proficiency of operational leaders.

MOTOROLA INC (2006 – 2008)

Senior Design Consultant

Senior leader responsible for managing engineering resources for major public safety wireless systems

design projects in the western United States.

o Coordinated with geographically separated teams of engineers and project managers to

complete telecommunication infrastructure transformation projects, designate priorities and

ensure appropriate resources were allocated to each project in order to meet stated timelines.

Results: Successful execution of 50+ projects from initiation phase through go-live within

timeline and budget constraints.

o Facilitated in-depth reviews with engineering management teams to identify areas for

improvement in operational processes and procedures. Provided training in operational

processes and procedures for 3rd party contractors and project managers in

telecommunications engineering design projects. Results: Developed standardized process

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for use by all internal and external resources to conduct needs analysis for equipment (IT

backbone and subscribers) for every new project.

U. S. Marine Corps (2002 – 2006)

Captain (Communications Officer)

o Prepared and reviewed Customer Requirement Statements (CRS), Statements of Work

(SOW), and Requests for Proposal (RFP), utilizing U.S. Federal Government procurement

process, for telecommunication projects supporting over 15,000 users at U.S. military

installation. Results: Successful management and procurement of contracts to ensure proper

installation, operation and maintenance of communications systems.

o Led a joint civilian/military team to establish a rapid response communications system in New

Orleans in the immediate aftermath of Hurricanes Katrina and Rita. Coordinated with senior

state and federal officials to develop a Hurricane Katrina crisis management and emergency

communications plan. Results: Provided seven weeks of uninterrupted emergency radio

communications services to federal and state agencies in the area.

o Planned, installed and operated field data, telecommunications and RF communications

architectures supporting over 800 military users in Fallujah, Iraq. Results: Provided nine

months of uninterrupted communications services in support of military operations in and

around Fallujah. Awarded a Commendation Medal for outstanding leadership, performance

and valor in combat.

EDUCATION

Purdue University

Bachelor of Arts in Psychology & History (Double Major)

Indiana Wesleyan University

Masters of Science in Business Management

• Concentration in Strategic Management

ADDITIONAL QUALIFICATIONS

Adjunct Faculty, Roosevelt University (Chicago) (2010 – Present)

• Instructor for undergraduate Organizational Leadership degree program

Independent Consulting for Chicago-area Small Business ($15 million in annual revenue)

• Provide consulting services as a “Business Development Consultant” focused on actively seeking

out new business opportunities, redesigning the organization’s business development process

(RFP response process, determining which opportunities to pursue, etc), participating in sales

presentations, providing executive coaching to C-level leaders, developing the organization’s

strategic vision and aligning operations to that vision.

Certified Project Management Professional (PMP) (Project Management Institute, 2010)

Certified Six Sigma Green Belt (Villanova University, 2008)

LEAN Office Certification (University of Michigan, 2011)

Master Certificate in Organizational Leadership (Villanova University, 2007)

Examiner, Lincoln Foundation for Performance Excellence (Malcolm Baldrige Quality) (2009)

• Served on the Board of Examiners for the Illinois Lincoln Foundation for Performance Excellence.

Responsible for assessing applicant organizations internal processes, culture and outcomes

based on the NIST Malcolm Baldrige quality criteria and determining winners.

Active Secret Security Clearance (Cleared investigation through Top Secret/SCI Clearance)

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