DARIEN GIST

Senior Program Manager/Senior Logistics Manager

Scheduler/Procurement/Contract Manager/Analyst

SUMMARY OF QUALIFICATIONS AND EXPERIENCE

+20 years relevant experience as Acquisition Professional Development Program Certified Acquisition/Life Cycle Logistics, Test and Evaluation, Technical Management and Program Management Professional for multiple Military Weapon Systems

+20 years of experience managing technical government contracts (e.g. Logistics, Acquisitions, Construction, Simplified Purchase, Services, etc.)

+20 years of Logistics experience to include knowledge in hazardous cargo shipping, palletizing, expediting cargo

Engineering background with Technical Program/Product/Test Manager experience.

Product Management experience in military research analyst with technical background to avoid pitfalls on aging systems and environmental changes driven by EPA regulations.

Proven skills for Process Improvement, Lean Initiatives, Cost Avoidance/Reduction, and overall mission success

Successful history of using standardized, as well as “outside the box” approaches to resolve programmatic/logistical issues

Professional business acumen with new business environments; negotiates win-win situations for the government and vendors

Retired from the military with 25 years of service to the United States Air Force (USAF) (Major, O-4)

MMAC Site Supervisor/Deputy Program Manager (PM), Logistics Support Services Contract (LSSC); Aug 2012 – Jun 2014

Acquisition, Logistics, and Sustainment Program Manager; Jul 2001 – Present

Over 35 years of Department Of Defense (DOD) experience; worked projects with NASA, Army, Navy, Marines, DLA

Certified Military Trainer; developed training aides and proficiency tests for all personnel (Officers, Enlisted, Civilians)

Construction Project Manager, Military Construction (MILCON) and Large Construction contracts, USAF; Jun 1997 – Feb 2001

Maintenance Engineer/Service Contract Manager (Custodial Services/Facilities Maintenance), USAF; May 1992 – May 1997

Secret Security Clearance renewal completed as of December 2014

SCRUM Fundamentals Certified (SFC), completed April 2020

Occupational Safety and Health Administration (OSHA) 30 Certification as of May 2023

Microsoft Project Training, Beginner to Advanced completed July 2023; MS Project user as early as 2001

WORK EXPERIENCE

L.S. Technologies Mike Monroney Aeronautical Center (MMAC) Oklahoma City, OK Nov 2020 – Sep 2022

LST Contractor for Federal Aviation Administration, Aircraft Technology Group Oklahoma City, OK

Job Title: Site Lead, Senior Program Manager ~ Flight Program Operations, MMAC, Oklahoma City, Oklahoma, (Nov 2020 –Sep 2022)

Program and Logistics Manager with decades of experience in organizing and managing logistical and programmatic programs with accuracy; keen ability to solve insurmountable issues which could stalemate overall program/project progress.

Senior Program Manager, aiding Director of Operations, Director of Maintenance and the Manager of Flight Program Operations in the upgrades, logistics and maintenance efforts for ~40 varying aircraft in a safe, capable and operational state of readiness.

Completely revamped, standardizing the bi-weekly Modification Status Briefing for Senior management; using a custom stoplight chart visual with effects for Cost, Schedule and Performance metrics and overall health of each project on the FAA owned aircraft-streamlined and updated to a format without sacrificing any data necessary to portray the current health of their aircraft.

Created a “green” project request form via Adobe software. The form requires digital signature and never a need to print. All the pertinent data for the requested project to include which platform, tail number(s), requestor information, funds data, brief and detailed synopsis of the requested project. All the data is included so when the project is formalized, everyone has already seen the basis of the project, background and details working to alleviate a project for approval without everyone knowing the details.

Operations and Maintenance was maintaining/updating FAA aircraft without any written guidance or processes. Completed a Standard Operating Procedure (SOP) denoting offices/personnel responsibilities with steps to take for each phase of FAA planned work. Worked several phases of review and approval with final acceptance for implementation received and cleared for use.

Created a SharePoint (SP) page for new venture of FAA; Unmanned Aerial Systems (UAS e.g. Drones). This page tracks approved Vendors for ability to meet FAA requirements (e.g. Manufacturer, Safety Course completion, various drone capabilities, etc.) Now the Vendors are tracked for acceptance to bid/win a FAA Contract via meeting the requirements. The SP page is fully in use and has seen several updates as this UAS new venture grows in magnitude with ways in which UASs can help the FAA.

Rapid Global Business Solutions, INC (RGBSI) Del City/Oklahoma City, OK Dec 2019 – Apr 2020

RGBSI Contractor for Pratt & Whitney, Military Engines Del City/Oklahoma City, OK

Job Title: Site Lead, Senior Program Manager ~ Pratt & Whitney Military Engines, Del City, Oklahoma, (Dec 2019 – Apr 2020)

Experienced Acquisition Program Manager with years of experience in organizing and managing programmatic and logistical programs with accuracy; keen ability to solve insurmountable issues which could stalemate overall program/project progress.

Senior PM, working beside Pratt and Whitney senior leadership, using vast experience in Program/Construction Management and Logistics, to compose a Business Case Analysis (BCA), proving lists of efficiencies and a ~15% logistics cost savings/avoidance.

Using Senior Construction Project Manager and Contract Manager experience to avoid obscure pitfalls of buying/leasing which are often overlooked by program/project managers who do not have this diverse experience in their list of capabilities

Reduced contract costs by eliminating long distance travel and per diem for three members by using MS Teams; the process reduced the travel requirement for travel up to three times per month saving program dollars and reduce overall contract pricing

Using negotiating skills and experience to achieve viable options for client, consolidation of work efforts into a single campus

U.S. Air Force Tinker Air Force Base (TAFB) Oklahoma City, OK Feb 2015 – Dec 2019

P.E. Systems, INC B-52H Long Range Bomber, System Program Office (SPO) Tinker Air Force Base, OK

Job Title: Senior Technical Program Manager (TPM) ~ B-52 Hypersonic Weapons Programs, TAFB Oklahoma, (Jan 2019 –Dec 2019)

Senior PM performing new acquisition efforts on the Hypersonic Conventional Strike Weapon (HCSW, pronounced hacksaw) and a new Hypersonic Release Carriage (HRC, pronounced Herk) to bring the B-52 ability to carry modern technology weapons.

Technical PM with vast experience on multiple platforms/events; providing historical knowledge on the B-52 weapon system as a prior Military Officer working Logistics, Program Management, Contract rewrite and funds tracking for the HCSW program.

Focal point for quarterly technical meetings of 5 divisions from 4 different states; setup, call-in numbers, etc. for company participation from Florida to California and in between for Government, Military and Civilian Industry Contractors.

Devised all-inclusive schedule from key players in each division, as a “one-stop” location for all B-52 HCSW related work.

Prior Life Cycle Management Plan (LCMP) experience led to being reassigned as the new HRC Life Cycle Sustainment Plan (LCSP) author; work for newly designed carriage system which is a Pentagon and Washington DC top priority and needed ASAP.

Completed multiple program/project schedules using Microsoft Excel for up to four projects at a time.

ITility, LLC OC-135b Open Skies Treaty Observation Aircraft Tinker Air Force Base, OK

Job Title: Senior Technical Program Manager (TPM) ~ Arms Control Support Analyst, TAFB Oklahoma, (Aug 2018 – Jan 2019)

Senior TPM performing Support Analyst services for the Digital Visual Information System (DVIS) upgrade, changing the OC-135b aircraft from a wet film picture system to a “state of the art” digital camera system for the Treaty on Open Skies.

Senior TPM with vast experience on varying platforms and events; requested expertise for Digital Ground Processing System (DGPS) supporting the team with knowledge, experience and real event scenarios of pitfalls and areas to strengthen and/or avoid.

Performs many Acquisition Duties to include: review and reword Statement Of Work(s) (SOW) and Performance Work Statement(s) (PWS); provide review and comments matrix on Test Readiness Report(s) (TRR) and other tracked metrics.

Compiled a list of Data Item Description (DID) for the contract from a repository, then began meetings with the government Program Managers, Engineers, etc. for review-then a spreadsheet was drafted to track the CDRLs required for this effort

Currently assisting in the writing of the Data Item Descriptions (DID), Contract Data Requirement List (CDRL) and other government documents such as: Inherently Government Function (IGF), Contractor Submittals and Government Cost Estimates.

COLSA Corporation Joint Primary Aircraft Training System (JPATS) Aircraft Tinker Air Force Base, OK

Job Title: Senior Site Lead and Senior Technical Program Manager (PM) ~ T-6 Texan II A/B/D Models, TAFB Oklahoma, (Oct 2015 – Jun 2018)

Senior Site Lead responsible for the hiring, personnel, welfare and overall management of 45 personnel on two contracts, located in three separated locations on eight different platforms (T-6, E-4B, C-21, C-32, C-40, T-1, U.S. Air Force Academy, T-38).

Excellent experience in hiring of well qualified personnel in the areas of Program Management, Logistics, Financial Managers, Engineers and Security Managers. Dealt with hiring of all TAFB personnel, annual company personnel rating/review systems, time and attendance software and calculations of personnel annual raises and bonus ratings.

TPM on the T-6 Avionics team, working Controlled Flight Into Terrain – Prevention (CFIT-P) program. Loading all data into the newly acquired Life Cycle Management Plan (LCMP) tool for ease in review/update of program requirements and any shortfalls.

Prior work on the Electronic Flight Instrument System (EFIS) for the T-6A models. This unit was not showing to be an issue in the Deficiency Reporting (DR) tool, even though there were over 400 being changed out per year. This brought to light an issue in the DR process and I began working with the engineers to resolve this DR deficiency. Background information revealed the aircraft was pushing too much power for the EFIS; 2,200 volts when it was designed for 1,400 volts. A “work around” was devised and new, higher voltage boards and components were installed to minimize the problem.

Created project schedules using Microsoft Project for multiple critical “Fire and Life Safety” projects on the T-6 Texan

Leader Communications, Inc. (LCI) KC-10A Aerial Refueling Aircraft Tinker Air Force Base, OK

Job Title: Senior Technical Program Manager (TPM) ~ KC-10A CNS/ATM Aerial Refueler, TAFB Oklahoma, (Feb 2015 – Oct 2015)

Senior TPM consulting on the Communication, Navigation, Surveillance/Air Traffic Management (CNS/ATM) Program for the 59 KC-10A Refueling aircraft in the USAF inventory. This upgrade is a mandatory requirement with a critical path to completion in order to maintain the Federal Aviation Administration (FAA) criterion, allowing worldwide flight to support the warfighter.

Uses vast knowledge of PM to resolve issues, provide knowledgeable insight and historical data on requirements, updates and maintenance of the KC-10A platform. Uses backgrounds in Non-Developmental Items (NDI), Commercial Off The Shelf (COTS) and FAA to assist in quick and complete resolutions of platform issues which arise.

Program Lead on the Life Cycle Management Plan (LCMP) Web Tool. Noted an error on the tail numbers provided; corrected avoiding a long-term administrative error avoiding major impacts. Uploaded all the tail numbers into the system for tracking and progress of current and future modification/upgrade programs.

Noted a potential issue with the FAA asphalt taxiway replacement project and the safety of the platform and ability to complete schedule of CNS/ATM upgrade. Provided alternative methods of repair and safety issues to Rockwell Collins Field Service Engineer; issues forwarded for response to FAA on resolutions and/or alternative methods to replace/repair taxiway.

Maintained simple schedule for CNS/ATM project; updated and modified using Microsoft Excel as the program was completing.

Eaton Hydraulics Division Shawnee, Oklahoma Sep 2014 – Feb 2015

Axelon Corporation for Eaton Hydraulics, LLC Materials Management Division Shawnee, OK

Job Title: Senior Global Materials Manager, Purchaser, Scheduler, Eaton Hydraulics Division, Shawnee Oklahoma (Sep 2014 – Feb 2015)

Materials Manager for the plants scheduling and production of hydraulic motors on a +$80 million annual sales forecast. Worked with vendors worldwide, in 7 countries to resolve supply issues, reduce cost and reach target profit goals for the company.

Scheduler responsible for cutting on-hand inventory by 30% while maintaining schedule requirements. Resolved delivery issues via late night and early morning telecoms with worldwide suppliers and shipping delays. Worked with suppliers to resolve shipping container shortfalls and viable solution to a reusable container to minimize the environmental impact of global shipping.

Manages 25 different vendors worldwide, despite cultural/religious/work differences. Kept the manufacturing lines in work via “out of the box” mentality and years of experience in “getting the job done”. Various inputs to resolve supplier issues were provided which gave Eaton great insight to current/upcoming issues and how to resolve in a proactive mode versus reactive.

Found a flaw in the Supplier Charge-Back process which was costing Eaton an estimated +$15,000 per year. Devised a plan to capture these Charge-backs for a credit of material ordered; minimizing the financial efforts of the required paperwork to resolve the funds offset. Designed a new, auto-calculating spreadsheet to minimize efforts of entering the data for this requirement.

Mike Monroney Aeronautical Center (MMAC), FAA Oklahoma City, OK Aug 2012 – Jul 2014

Concept Solutions, LLC Logistics Support Services Oklahoma City, OK

Job Title: Site Supervisor, Deputy Program Manager ~ Logistics Support Services Contract (LSSC), MMAC, (Aug 2012 – Jul 2014)

Developed lean Purchase Request (PR) process to streamline throughput and minimize impact on Buyer workload; eliminated PR information being misfiled or misplaced; once implemented, no further misfiled or misplaced events were recorded

Senior Site Supervisor responsible for managing 20+ contract support staff members at Mike Monroney Aeronautical Center (MMAC) supporting the Federal Aviation Administration (FAA) Logistics Support Services Contract (LSSC); provides a wide variety of management functions encompassing the entire spectrum of oversight for the staff and its vastly varied workload

Deputy Program Manager (PM) charged with supporting the LSSC Program Management support functions; tasks include work assignment management support, integrating/establishing training standards, and information sharing across multiple logistics disciplines (Materiel Management, Acquisitions, Space Management and Simplified Purchase (Buyers))

Skillful communicator; builds and fosters relationships with multiple product divisions; manages, coordinates, and ensure the requirements of Item Managers (IMs), supervisors, branch and division managers are met at the lowest possible cost, time, and delivery schedule – My team completed over 10,000 PRs per year completed on time and at cost

Analytical insight assisted the MMAC in exceeding their contract closeout goals by over 300%; LSSC work assignment was submitted for support to assist in meeting new performance measurements for contract closeouts; Concept Solutions closed out over 260 and de-obligated over $65M in government funds far exceeding Headquarters FAA “in-place” performance metrics

Recognized by Contractor’s PM as LSSC's acquisition and simplified purchasing bedrock; key to a 50% PR production increase within the first 90 days on the job; immediately devised/implemented a plan to correct an 1160 PR backlog in Simplified Purchasing that was reaching 110 days; all PRs met 45 day standard in under 90 days during end of fiscal year surge

Meticulously assessed procedures; identified critical deficiency and expedited corrective actions - Recognized data flaw in tracking, reviewing, and processing of individual PRs; inaccurate counting reduced data reliability; a tracking system was developed to reduce errors and provides buyer workload reporting, measurements, with graphs and metrics for senior leadership

Masterminded planning of new metadata entry work assignment for eDocs; entire LSSC-AMC acquisition support personnel assisted; over 230 files entered within two weeks; four weeks ahead of the FAA’s planned schedule

U.S. Air Force Tinker Air Force Base (TAFB) Oklahoma City, OK Oct 2006 – Aug 2011

Active Duty Contract Logistics Support (CLS) Division TAFB OK

Job Title: Major (O-4): Lead Program Manager ~ VC-9C Executive Transport Aircraft, (Jan 2011 – Aug 2011) (Retired from Active Duty)

Lead Program Manager (PM) for Contract Logistics Support (CLS) for the VC-9C Executive transport aircraft; maintained critical schedule using Microsoft Project, Earned Value Management (EVM) to track the progress and funding of the assigned task, ensuring Cost, Schedule and Performance was tracked so all tasks were completed on time for the C-9 retirement

Managed the full Life Cycle for Sustainment, Modification, Resource Allocation, Production and Strategic Capabilities of this executive platform through retirement of the initial aircraft with the plan for the remaining within the following 12 months

Led a team of 14 personnel, consisting of various types of Engineers, Item Managers (IMs), Equipment Specialists (ESs) and various Subject Matter Experts (SMEs) keeping this Executive Transport platform delivering Senior Level Military Flag Officers (O-6 to O-10) Distinguished Visitors and Government Officials around the globe at a moment’s notice.

Acted as Lead Liaison with Partner services (Navy and Marines) via a “part sharing” agreements to mitigate Navy and Marine downtime due to parts and funding shortages; an unseen process as this sort of camaraderie was unheard of until this venture. Allowed the transfer of parts between service agencies to keep the aircraft flying and opening up valuable warehouse space.

Works with teams in different time zones/labor hours/unions/countries/work ethics, ensuring work is completed in a timely manner as this is one of the few FAA certified military aircraft which is flown globally at a moment’s notice if requested

Over 1 million parts for this retiring C-9 was causing a great deal of work creating “excess documents” paperwork then having to wait to crate up the parts and sell at the Defense Reutilization and Marketing Office (DRMO); these previously mentioned fostered cross service relations, minimized this burden as our sister services (Navy and Marines) chose to come take all of these parts for they still planned to fly this platform - This expeditious event of transferring all the parts to the other services, opened a plethora of warehouse space needed for acquisitions of new weapon systems procured to fight global wars.

Secured scarce funding to follow through with retirement plan of the C-9 as per the 2011 National Defense Authorization Act (NDAA); beginning this process in record time; a mere 8 months after provided C-9 retirement direction requirement

Job Title: Major (O-4): Team Lead/Manager ~ C-38 Performance Confidence Assessment Group (PCAG), (May 2009 – Dec 2010)

Led four-person Source Selection Evaluation Team, evaluated contractor’s past performance/ability to meet new contractual requirements of sustaining/maintaining the C-38 aircraft platform on a 10 year contract (base year, 9 options)

Designed new slide layouts for Key Personnel briefs, performed briefings status updates of any new contract progress schedule or cause for delay; kept the team on track for completion avoiding potential contract lapse awarding the contract “On Time”

Used vast experience in programmatic, development and test background/history to aide in the explanation of valuable details for key parts of the contract not understood by newer or lesser experienced members placed on the Source Selection Team

Compiled and analyzed data from multiple sources (e.g. Contractor Performance Assessment Reports (CPAR) and questionnaires) provides expert evaluations of abilities to meet contractual/military objective; valuable part of Source Selection

Applied contract and technical writing expertise to draft professional and accurate reports aiding the selection of contractors; used Microsoft Office Suite programs and designed weighted scale for tracking contractors past performance.

Job Title: Captain (O-3E): Production Management Specialist (PMS) ~ KC-10A Aerial Refueling Aircraft, (Sep 2008 – Apr 2009)

Schedules/tracks/monitors progress of upgrades, updates, mandated changes, FAA Airworthiness Directives & Compliance-all for Aircraft Availability (AA) via Program Management Reviews (PMR) using Earned Value Management (EVM)

Key PM in the devising/presenting Program Management Reviews (PMR) for senior leadership on the health of the program for providing Cost, Schedule and Performance; tracking various funding sources for payment, renewal and for expiring funds

Manages KC-10 SORAP (Source Of Repair Assignment Process) program – covers all new/existing workloads, using logistical, programmatic and sustainment/maintenance expertise to conclude where future work would be performed

Led the Business Case Analysis effort by devising the contract Statement Of Work (SOW), determining maintenance requirement for the platform consisting of 15 senior level contractors across the U.S. on a short suspense from HQ AFMC

Lead on the resolution of a grounded aircraft due to an uncommon part failure in a classified location. Part located only to realize the AF did not have an International Traffic in Arms Regulation (ITAR) agreement with this country. Conversation with a Third-Party Logistics company proved they had the ITAR agreement necessary; the part was transported to their local warehouse and shipped out within hours allowing this aircraft to fly and combat operations to continue putting bombs on target

Provides acquisition, modification, logistics and sustainment support at AF's largest Air Logistics Center for 59 KC-10A aircraft valued at over $10 Billion for a crucial part of the Warfighting Team with a worldwide deployable mission

Team lead responsible for planning and integrating all KC-10A AFSO21 (Air Force Smart Operations for the 21st Century) maintenance and modification initiatives for Air Mobility Command (AMC) & Air Force Materiel Command (AFMC)

Active Duty B-52H Long Range Bomber, System Program Office (SPO) TAFB OK

Job Title: Captain (O-3E): Logistics Program Manager ~ B-52H Landing Gear, Defensive/Offensive Avionics, Instruments, (Jan 2008 – Aug 2008)

Lead Program Manager (PM) for: B-52H Landing Gear, Instruments, Offensive Avionics, Defensive Avionics

Revamped worldwide Mission Impaired Capability Awaiting Parts (MICAP) tracking notices, expediting part orders and streamlined process cut delivery time by more than ~25% keeping the B-52s in the air and dropping bombs on target

Implemented parts kitting with Defense Logistics Agency (DLA); addressed 22,000+ items at 3 Centers across the U.S. Solved a 3-year issue eliminating more than 800 obsolete parts; freed valuable warehouse space needed for new workload

Redesigned B-52 Advanced Missile Requirement Directive (AMRD) brief in Microsoft PowerPoint; upgraded data import functions via importing a Microsoft Office Excel spreadsheet; this new process drove productivity up by over 20%

Job Title: Captain (O-3E): Lead Program Manager ~ B-52H Long Range Bomber, Life Cycle Management Plan (LCMP), (Oct 2006 – Dec 2007)

Led a team of 80 AFMC Military, HQ/ACC Military and contract/subcontract personnel executing B-52 LCMP requirements

Manages +180 Engineering Assignments w/Boeing Defense, Space/Security (BDS) on a $460 Million Fleet Support Contract providing resource tracking w/multiple fund cites/work assignments keeping up to date information on various types of funding

Compiled the Data Item Description (DID) list for the logistics support contract on the B-52, then broken down by the Contract Data Requirement List (CDRL) for detailed information needed/required for completion of the DID included in the Contract.

Led seven integration teams ensuring multiple Program Depot Maintenance (PDM) on track for 17 B-52Hs per year; Schedules created, updated and maintained using Microsoft Project for the 94 B-52 Bombers in the inventory and the PDM requirements.

Led newly implemented funding program and flawlessly pulled eight business areas into a single process; Integrated geographically dispersed units and executed $381 Million contract, exceeding the B-52 fleet availability standards

Develops cradle-to-grave plans for integrating sustainment/modification/strategic capabilities on the B-52H Stratofortress

Successfully executed contracts for seven integration teams; upgrading, sustaining and modernizing the fleet of 94 B-52’s

Developed and implemented a new contract update as part of the contract design team; identified a $250 Million miscalculation, eliminating a program shortfall and grounding a fleet of 94 nuclear capable aircraft

Spearheaded LCMP web tool efforts contract with Booz Allen Hamilton using Microsoft SharePoint; providing a “one-stop” source for all B-52 information; provided worldwide accessibility to fleet status no matter your location, time zone or job

U.S. Air Force Hill Air Force Base (HAFB) Ogden Air Logistics Center, UT Jun 2004 – Oct 2006

Active Duty Headquarters, Ogden Air Logistics Center (OO-ALC) HAFB UT

Job Title: Captain (O-3E): Chief, Program Analysis ~ Plans & Programs Directorate, Ogden Air Logistics Center (OO-ALC), (May 2005 – Sep 2006)

Leads OO-ALC/XP Plans and Programs Directorate in implementing enterprise management, capabilities and developmental planning initiatives for mature aging, newly acquired and conceptual military aircraft and other military weaponry

Flawlessly led the devising and initiating of the first ever civilian recall process at Hill AFB; tracked/notified civilian workers with precision/tenacity of a military recall process; hailed by Air Combat Command Inspection Team for expertise

Oversees data and metric consolidation for the 3 sustainment wings at OO-ALC employing real-time reporting techniques; lauded by Center Commander for ability to create a “one stop” expedited viewing capability for all programs in his portfolio

Key player in the Center’s annual Program Objective Memorandum (POM) builds, composed execution reviews and drafted key Base Realignment And Closure (BRAC) analysis reports proving Hill AFB was poised to grow, adapt and succeed!

Provided timely, thorough Secretary of the Air Force for Acquisitions (SAF/AQ) Monthly Acquisition Review updates for varying aircraft, Inter-Continental Ballistic Missile (ICBM) and various commodity military programs via new chart methods

Active Duty 526th Weapon Systems Wing Minute Man III, ICBM (MM III - ICBM) SPO HAFB UT

Job Title: 1st Lieutenant (O-2E): Equipment Sustainment PM ~ Minuteman III ICBM, Reentry Systems/Reentry Vehicle (RS/RV), (Jul 2004 – Apr 2005)

Program Manager (PM) expeditiously resolved all issues in an expedited manner which arose in the Reentry Systems/Reentry Vehicle Equipment Sustainment world in support of an aging, global reach nuclear weapon system via Earned Value Management (EVM) providing up to the minute statue of Cost, Schedule and Performance in Real Time for the MMIII ICBM

Analyzed problems and developed solutions for technical and operational issues facing the aging fleet of our Nuclear Arsenal, kept “Weapon System Availability” the capstone for Senior Leadership reviews during Program Management Reviews (PMR)

Leads a 20-person team of Government Civilians and 10 Government contractors maintaining an aged nuclear weapon via skilled logistical, sustainment, maintenance, hardware/software updates needed; keeps platforms viable in a technological age

Managed, stored and deployed weapons systems with an outstanding and proven 99 percent Weapon System Availibility rate of an aged nuclear weapon; a paramount and a lynchpin effort in the safety of the United States of America and its territories

Kept the Warfighter in business with the equipment and sustainment practices necessary to keep an aging fleet of Inter-Continental Ballistic Missile (ICBM's) in a constant state of readiness following strictly enforced Nuclear Surety guidelines

Assessed deficient test equipment, acquired funds, drafted and monitored contracts to address key areas of concern, and delivered short- and long-term solutions to ensure the security of our borders via a nuclear capable weapon system

Monitored contractor performance, project timelines and evaluation of aging equipment for necessary replacement

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