Information Technology Supply Chain

EDUCATION AND CERTIFICATIONS

Information Technology Management MA, Webster University, St. Louis Missouri, 2013

Procurement & Acquisitions Management MA, Webster University, St. Louis Missouri, 2010

Management, MA, Webster University, St. Louis Missouri, 1990

Industrial Technology Management, BS University of Arkansas at Pine Bluff, 1982

Program Management for Executive (PMT 401), Defense Acquisition University, Fort Belvoir VA. 2011

Certified, Operations Research System Analyst, Army Logistics Management College, Fort Lee VA, 1988

Defense Acquisition University Level III Certifications:

Life Cycle Logistics

Productions and Quality Management

Program Management

Science and Technology

Security Clearance: Secret

EXECUTIVE GLOBAL SUPPLY CHAIN MANAGER

(Information Technology and Acquisition)

Manage enterprise solution for life cycle logistics programs from inception to full-scale production and reverse logistics operations. Generate multi-million dollar work streams by expanding into diverse and global markets. Known for providing innovative, strategic guidance that always exceeds the vision of senior executives.

Known as an effective leader with exceptional skills in collaborating, coordinating, communicating and problem solving; using industry-leading technique to engage employees to produce first class results.

Skilled in motivating teams, foster creativity, maximize resources and reduce waste.

Core competencies:

Educator

Full Life Cycle Development

Information Technology Management/ Teaching

Procurement and Acquisition Execution

Risk Management and analytic rigor

Leader, Manager and Strategic Planner

KEY ACCOMPLISHMENTS

Created a database design system for Defense Logistics Agency capable of capturing issues and gaps in the supply chain system in collaboration with DOD Cyber Command. The database stored, compared, and filtered alternatives based on a risk mitigation strategy coded in the database. The effort utilized virtual collaboration with national and international partners and without contract management support. This approach maximized resources, saved time and produced results that enabled project to stay on schedule.

New business development generated 5.5 M in annual revenue. Consisted of congressional plus-up funds to implement a Radio Frequency Identification Program, Chemical Biological Suit Disposal Program and implement a data migration program for the Department of the Army’s Logistics Modernization Program. The programs provided equipment and personnel resource to create and implement programs.

Organized and led the development of an Integrated Process Team for Headquarters Defense Logistics Agency in support of the United States, Transportation Command’s (USTC), Global Campaign Plan for Distribution (GCP-D). USTC has the mission to implement the GCP-D program. The President of the United States assigned this mission to USTC through the signing of the Unified Command Plan on April 6, 2011. Six million dollar cost avoidance achieved through implementing a strategy to use barrow military work force and cross-functional teams; opposed to funding contract labor and management support.

Improved the curriculum and student awareness, which resulted in a 50% increase in enrollment and a 200% increase in the number of cadets commissioned into the Army over a two-year period. Taught over a 1000 students in, Management, Information Technology, Unix/Linus and Java Script Programming at the Graduate and Under-graduate level and maintained a 3.5% student approval rating on a 4% student evaluation system. Established readiness priorities that reduced the materiel request denial rate from 8% to 1 %, increased the location accuracy from 87% to 98%, and improved the availability of repair parts from 89% to 95%.

Established a waste management program to mitigate accidental spills that included the management, scheduling, and budgeting of a $13M account. Achieved all major milestones in accordance with the Scope of Work for the waste management project ahead of schedule. Reduced the informational needs from 6,227 to 681 within a six-month period. Successfully managed the software version release and upgraded the hardware for the enterprise. Reviewed and assisted with the Program Budget submission of the HQ AMC Capital Improvement Program. Coordinated and provided timely responses to resolve several General Accountability Agency (GAO), U.S. Army Audit Agency, and DOD IG findings and recommendations.

CAREER HISTORY

HQ's Defense Logistics Agency, Fort Belvoir, VA 2014 to 2018

GS-14 Program Manager, Bulk Petroleum Common Operating Picture ACATIII and Electronic Point of Sale Device ACAT III Program - Responsible for the development and management of Bulk Petroleum Common Operating Picture (BP-COP). BP COP is a classified web-based automated application providing users worldwide visibility of energy assets to support situation awareness, planning, decision-making, and command/control functions for petroleum asset management. As the Class IIIb Common Operating Picture, BP-COP is a critical enabler that provides DoD logisticians near-real-time accuracy and accountability of energy supplies and related assets across the distribution pipeline. BP-COP leverages data feeds from an array of authoritative sources and consolidates them to create a virtual “one-stop” for critical operational support data. BP-COP utilizes the latest GIS technology in a map-driven system that supplies managers and users a worldwide view with an ability to drill down and focus on different geographical and cyber security threats to the fuel system. Led a team of IT Support contractor through an intense Information Assurance Process that included Information Assurance Testing (IA) a testing by the IA Assessment Team (IAAT). The IAAT will compile the supporting information needed to determine if BP-COP meets the IA requirements during the IA assessment. BP-COP must meet the following entrance criteria: DoD Information Assurance Certification and Accreditation Process (DIACAP) compliant and possesses a completed System Security Authorization Agreement or DIACAP package. The Designated Approval Authority (DAA) has signed a valid ATO declaration which contains documentation showing the explicit testing of the IA controls in a DIACAP scorecard and is based upon recommendations from the Certifying Authority. As a result of the team effort BP COP has been awarded a three-year Authority To Operate (ATO) in the staging and production environment. Developed and processed the Test and Evaluation Master Plan (TEMP), System Engineer Plan (SEP) for PEO approval to maintain the schedule move the program into Milestone C without any slippage in schedule or impact to the budget. The Electronic Point of Sale Program is a new start program. All Milestone A, acquisition document and coordination is in progress pending Milestone Decision approval for request for Proposal leading to Milestone B implementation. The Analysis of Alternative (AOA), Business Case and contracting Support package is being finalized.

HQ’s Defense Logistics Agency (DLA), Fort Belvoir, VA 2010 to 2014

GS -14 Program Manager, Global Campaign Plan Strategic Program - Specifically responsible for leading and executing a portfolio of Joint Strategic Concept Logistics Programs for HQ Defense Logistics Agency in conjunction with HQ’s Joint Staff- J4, Office of Secretary of Defense, Cyber Command; Other Federal Agencies, national and international commercial supply providers. As the DLA’s Program Manager for the Global Campaign Plan for Distribution, led a team of 40 civilians comprised of Information Technology Specialist to database managers from various organization implemented database programs to measure and control the strategic program (LAN/WAN). Hosted quarterly reviews with Cyber Command Subject Mater Experts to develop strategies to mitigate Department of Defense vulnerabilities to cyber security threats on a global network. The Global Campaign Plan highlighted several key cyber Intel shortfalls potential impacts to the Global Supply Chain. The cross-functional teams and virtual management approach netted an $8.2 million in cost avoidance. Co-Chaired the Joint Supply Joint Integration Concept and Joint Concept for Logistics Experiment, Limited Objective Experiment I & II; both programs were approved to enter into the Joint Capability Integration Development System as Doctrine Organization, Training, Materiel, Leadership and Education, Personnel and Facilities (DOTMLPF) Change Request (DCR). Those programs were of the first of ten logistics programs in 20 years to be approved as a logistics DCR. Serves as the Contracting Officer Representative for the Joint Concept Joint Integration Concept program minimized issues and assists the contracting officer in executing the contract. The Global Campaign Plan for Distribution (GCP-D)Program was approved at the OSD 4 Star level.to move forward to the execution phase.

Webster University –Graduate School, Andrews Air Force Base and Little Rock Air Force Base / Campus 2015 – Present

Adjunct Instructor: Taught Information Technology Overview, Communication Systems and Networks (information Management Systems, and the Information Technology Management (ITM), Capstone Course which includes All IT Layers from Physical to Application and Supply Chain Management / Physical Distribution Management, including warehouse management and layout, transportation, and service. The student were able to learn the important terminology, facts, concepts, principles, and theories used in the field of Procurement and Acquisition Management. Principals and theories taught at the graduate level.

Northern Virginia Community College, Annandale VA 2013 - Present

Adjunct instructor: Taught Introduction to Information technology and Introduction to Telecommunication, Unix/Linus, and Java Script programming with an average course load of 30 students per class for a total of 120 students per semester. Focus areas include; information management systems, information security, internet model layers and cyber security. Developed an interactive attendance support tool, to increase attendance visibility and improve classroom management. Established an Information Career Field Network for students geared towards networking with IT professionals and developing future IT/Cyber Space candidates for DOD intern positions.

HQ, AMC, Fort Belvoir, VA 2007 to 2010

Senior Logistics Management Analyst - As the Lead Contractor, Subject Matter Expert, for the Army’s Logistics Modernization, Enterprise database program, for the Command Critical Information Requirements (CCIR) Project, was responsible for planning, directing, controlling, developing, and maintaining guidance in accordance with HQ AMC Commanding General's CCIR Policy. Led an analytic effort to validate and update the Army Material Command Commanders Weekly Production Update and Program Base Logistics Initiatives. Reduced the backlog of aviation, communication network and software critical demand supply issues by incorporating a direct vendor acquisition process. The direct vendor acquisition process contributed to a 10 % increased readiness and a 6.5 Million dollars cost avoidance.

Army Materiel Command, Fort Belvoir, VA 2006 to 2007

Logistics Management Specialist – Financial Audit Team Chief, ACAT I Program. I was responsible for supervising a diverse team of Contractor and Government employees to assist in the financial management, fielding of the Logistics Modernization Program (LMP) 50 Million dollar Logistics information Technology Management Program, and provide long-term strategic planning guidance for the Second Deployment of LMP. Supervised the version control and integration for the LMP enterprise. Established security measures to prevent caber-attacks, and improved Coordinate Army Strategic logistics, defense budget operations as it related to the Army Working Capital Fund issues. Coordinate financial issues with HQ AMC Chief Budget Officer and the Program Executive Office for Enterprise Integration System Lead Program Office on various acquisition strategic programs such as General Financial Enterprise Business Solution, Global Combat Supply System Army, and Logistics Modernization Program Army.

Material Management Division, Pine Bluff, AR 2003 to 2006

Chief Supply Chain Management Division, GS 13. Supervised the integration of logistics planning and the implementation of a comprehensive inventory management program for the Material Management Directorate. Primary focus was to provide guidance to a multi-functional team of subordinate supervisor to maintain accurate database records on chemical biological and ammunition secondary items and assets. Integrated the logistics process to receive, store, and issued repair parts to perform maintenance workload for the Chemical Biological equipment. Developed business model that generated $5.5 million dollar in new business for the Arsenal. Projects included disposal of obsolete Chemical Protective Over-Garments, convert Material Change Numbers as part of the Logistics Modernization Program (LMP) and 2.6 Million in Congressional Plus funds for the Local Area Network to incorporate the Radio Frequency Identification Devices (RFID) Program.

Washington Group Incorporated, Pine Bluff, AR 2002 to 2003

Senior Manager, Emergency Preparedness Supervisor, Cost Account Manager for an Earn Value Management Account, ACAT I Program, – Served as the Subject Matter Expert for Emergency Issues and Supply Operating Procedures. Organized and established policies and procedures for the Chemical Demilitarization and Waste Management operations. Additionally, supported the Global War on Terrorism GWOT; Maintenance Control Supervisor for a fleet of heavy engineer equipment, commercial transport vehicles and the calibration of special emergency escape equipment. Integrated an automated materiel management system to efficiently expedite and operate the 40,000- line items of personnel protection equipment, waste management and repair parts warehouse.

Ordnance Missile Munitions Center and School, Huntsville, AL 2001 to 2002

Deputy Director of Instructions- Military Rank, Lieutenant Colonel. Was responsible for the review and approval of all supply chain management, maintenance, training programs, and policy revisions. Direct supervisory responsibility for GS-13-14, in multi-functional divisions. Planned, prepared, and executed personnel workload reviews. Reviewed and performed evaluations for hiring actions. Transformed the delivery method of the electronic maintenance course from a resident based course to an on-line training course.

AMC LSE Far East, Camp Casey, Korea 2000 to 2001

Chief Material Management Officer, Logistics Assistant Officer, Logistics Management Specialist –Military Rank, Lieutenant Colonel. Served as the Senior Materiel Manager, for Army Material Command (AMC) to resolve all secondary items and equipment issues affecting the operational readiness of the 2nd Infantry Division's major weapon systems "Ground and Aviation.” Supervised a team of Logistics Assistance Representatives from TACOM, CECOM, SBCCOM, AMCOM and coordinate war reserve assets for the wholesale system.

Albany State University, Albany, GA 1996 to 2000

Department Chair, Professor of Military Science, Military Rank, Lieutenant Colonel. Taught over 400 students in management and leadership training. As the Department Chair, supervised and directed the curriculum development, program of instruction, and the administration of the program. Improved the curriculum and student awareness, which resulted in a 50% increase in enrollment and a 200% increase in the number of cadets commissioned into the Army over a two-year period. As the Department Chairmen, taught the Military Science Course, for graduating seniors, Senior Leader Development and Strategic Initiative Planning with a 90 % graduating success rate.

TRADOC Analysis Center-Fort Lee, Fort Lee, VA. 1993 to 1996

Senior Military Analyst, Military Rank, Major- as the Senior Military Analyst, responsible for developing a logistics supportability analysis and conducted the quantitative and qualitative analysis for potential material solutions to incorporate in various logistics initiatives within the United States Army. Established the parameters, methodology, and replicated the environment in a JANUS Model, analyzed the logistics impact on supporting simultaneous conflicts on new equipment or product-improved equipment on existing equipment. The results indicated a 90% survival rate on the new equipment.

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