Air Force Chief Financial
Resume:
David L. Peeler, Jr., Colonel, USAF Retired ********@*****.***
Clearance
TOP SECRET Secure Compartmented Information (SCI), 27 Jan 2018
Education
Executive Leadership Course; University of Virginia; Darden School of Business
Master of Science in Strategic Studies; Army War College; Carlisle Barracks, PA
Master of Military Operational Art & Science; Air University; Maxwell AFB
M.S. in Cost Analysis; Air Force Institute of Technology; Wright-Patterson AFB
B.S. in Economics and Mathematics; Troy University; Troy, Alabama
B.A. in Political Science; Berea College; Berea, Kentucky
Experience
Experience
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Experience
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Editor, Journal of Cost Analysis and Parametrics.
International Cost Estimating and Analysis Association. (Nov 20 - Present)
Requested my HQ staff/approved by BoD to lead the restarting of the professional organization’s lapsed journal; last issue was in 2016. Small professional journal that didn’t survive initial IT publication transformation. Reboot successful; Oct 21
Consultant, Dayton Aerospace Incorporated. Dayton, OH (Jun 19 - Pres)
Intermittent projects involving financial/human resources issues associated with cost/price establishment & contract awards. Some process creation work.
Research Scientist, GMU Center for Govt Contracting. (Nov 21-Feb 22)
Worked on OSD Pricing and Contracting contract looking at Truth in Negotiations Act (TINA) impact on firms’ willingness to do business with the US government; and the costs associated with compliance with government/DoD requirements.
Deputy Director, Financial Management. Wright-Pat AFB OH (May 15-Sep 18)
Deputy Chief Financial Officer for the Air Force Life Cycle Management Center. Advised Center commander, staff, program executive officers and 15 functional directors with regard to $255B in active funds. Managed 170 folks in 4 divisions, supporting 14 Program Executive Officers and their programs. Assisted in hiring, training, and managing 2K finance personnel across 16 geographic locations, supporting over $1T worth of Air Force programs. Oversaw multi-year budget formulation and communication processes to higher headquarters regarding all Air Force aircraft, IT/MIS/ERP, radar, and electronic systems, plus management of all Foreign Military Sales (FMS) funds within the purview of the US Air Force. Provided expert analysis on program health, accounting, audit, funds expenditure, & schedule performance – APBs, IBRs, Auditability, reprogramming, PPBE process, acquisition strategies, OTAs, maturity models, and risk mitigations.
Director of Staff. 379th Air Expeditionary Wing, Al Udeid AB (Jul 16-Feb 17)
Managed wing commanders’ hi-vis prgms, supported 10K U.S. & allied personnel.
Led 109 Airmen/14 wing agencies; and matured/leveraged 56 enduring processes.
Interim Director, Financial Management. Wright-Pat AFB (Aug 14-May 15)
Chief Financial Officer for the Air Force Life Cycle Management Center. Principle advisor to the Center’s commander, a 3-star general, regarding $205B in funds under mgmt. Led 4 divisions, supported 14 Program Executive Officers & managed 2,081 functional personnel supporting 4,600 acquisition programs = $1T.
Director of Risk Management. Amgen. Thousand Oaks, CA (Jul 13-Aug 14)
Responsible for analyzing high impact strategic risks for world’s largest biotech company. Also, Financial Lead and Business Integrator for Amgen’s Technology for Topline Growth portfolio; six initiatives worth an estimated $70B in patent protected revenue, as well as business and patient advances – personalized medicine, wearables, adherence, doctor efficiency, and contract optimization all involving significant data gathering, understanding, analytics and modeling.
Deputy Director, Budget Investments. Air Force Pentagon (Jun 12-Jul 13)
Responsible for planning/direction/supervision of budget formulation and financial execution of $66B in annual Air Force research, development, test & evaluation, procurement, military construction, family housing and base realignment and closure appropriations. Led understanding/comms on all aspects of ACAT/MDAP /MAIS programs. Integrated Air Force budget for OSD review/submission to OMB. Principle Earned Value Management (EVM) analyst for Boeing KC-46 EMD data. Directly responsible to 4 congressional committees regarding military family housing, responding to questions & signing out Air Force official positions.
Deputy Director, Financial Management. Hanscom AFB MA (Sep 10-Jun 12)
Deputy Chief Financial Officer for Electronic Systems Center’s $6B annual O&M & investment budgets. Guides 3 divisions, supports 6 Program Executive Officers & manages 722 mil/civ/ctr people supporting $38B worth of acq/sustain programs. Served on executive committee to restructure Center operations and organization, building new concept of operations for program offices vis-à-vis aircraft depots and management information system support activities (fixes, upgrades, enhances). Authored/executed major command plan of reorganization and operation under new acquisition Center structure – realigning 12 Centers to 5.
Comptroller/Commander. Hanscom AFB MA (Sep 10 - Mar 11)
Chief Financial Officer for the 66th Air Base Group’s $105M annual budget that supports $1.8B in infrastructure assets. The squadron also handled $18.7B worth of accounting and active/retired mil/civ pay/travel for 145K people in NE region.
Deputy Commander, 738 AEAG. Kandahar, Afghanistan (Aug 09 - Feb 10)
Air Advisor to Kandahar Air Wing. Advised Afghans in stand-up of second Afghan National Army Air Corp wing. Served as Afghan Wing Finance Advisor and Deputy Commander of the joint U.S. Advisory Group in Kandahar Province.
Chief, Budget Operations Branch. Wright-Patterson AFB OH (Jun 08-Sep 10)
Responsible for a $5.2B annual O&M budget, supporting $86B in infrastructure assets at 24 wings/centers/labs and funding a workforce exceeding 101,700 folks.
Provided accounting support for $59B in operations and maintenance funding, all Air Force logistic center/aircraft depot working capital funds, and consolidated aircraft maintenance money for all aircraft in the Air Force inventory.
Comptroller/Commander. Eielson AFB AK (Jun 06 - Jun 08)
Chief Financial Officer for 354th Fighter Wing’s $244M annual, recurring budget that supports $920.8M in aircraft and infrastructure assets at the Air Force’s most northerly base. Also, the squadron handles mil/civ pay & travel for 3,800 people.
Comptroller, CJSOTF-A SPG & SOCC-E. Afghanistan (Sep 06 - Jan 07)
Worked with Advanced Special Operations forces throughout Afghanistan to accelerate a sensitive, classified Secretary of Defense Execute Order.
Student, Air Command & Staff College. Maxwell AFB AL (Jun 05 - Jun 06)
Comptroller/Commander. Classified Location (May 04 - Jun 05)
Chief Financial Officer for largest Air Expeditionary Wing with $4.7B in aircraft assets and associated base infrastructure; responsible for $121M annual operating budget, monthly pay service to 12K at 17 sites, and region-wide vendor payments
Chief, Cost Accounting and Pricing. Arnold AFB TN (Jun 02 - May 04)
Responsible for full cost accounting and billing at the world’s largest and most advanced complex of flight simulation test facilities; a $356M annual budget supporting national aerospace test infrastructure assets valued in excess of $7.6B. Major Range Test Facility Bases are fully reimbursable business activities.
Forecasted/Modeled commercial and DoD systems testing prices for wind tunnel, engine propulsion, rocket launch and reentry, as well as satellite tests. Implemented EVM at the Center for all test planning & activities. Managed all cost and finance in Arnold’s successful effort to become the first ISO compliant DoD facility – done because of the purely commercial testing done at the Center.
Comptroller. 23d Fighter Group, Pope AFB NC (May 99 - Jun 02)
Chief Financial Officer for a group of 52 A-10 aircraft assets, valued at $556M; responsible for a $40M annual operating budget and $18M in BRAC accounts.
Formulated budget inputs for all aspects of A-10 operations/support/deployment.
AWACS Weapon System Analyst. Hanscom AFB MA (Mar 97 - May 99)
Responsible for all cost estimation and system analysis coordination associated
with AWACS Mission Computing and Advanced hard-/soft-ware Architecture. CER development, cost engineering/estimating, trade-off/affordability, risk and schedule analysis. PM for AWACS Reduction in Total Ownership/Life Cycle Cost effort, 1 of 30 DoD pilots.
Weapon Systems Cost Analyst. Hanscom AFB MA (Sep 96 - Mar 97)
Served on Product Center Financial Management Staff, working various efforts.
Hand-picked three times to provide solutions for 3-star special interest projects.
Student, Cost Analysis/Econometrics. Wright-Patterson AFB OH (Jun 95 - Sep 96)
Chief, Financial Services Flight. Malmstrom AFB MT (Nov 92 - Jun 95)
Responsible for full governmental financial services to 5,000 base personnel; directly supervised 28 mil/civ personnel and AF liaison to a DFAS Office of 62. Served as Resource Advisor to both Wing Commanders – 43 ARW & 341 MW
Professional Military Education
&
Continuous Professional Education
US Army & US Air Force War Colleges, ’08 &’10
US Marine Corps and US Air Force Command and Staff Colleges, ’01 &’03
Squadron Officer School & Air Command & Staff College in-residence,’97 &’06
Edward Tufte “Presenting Data and Information” Course; Boston, MA ‘11
Adjunct Professor: Accounting, Business, and Economics; Campbell University
Appropriations Law and Fiscal Law Courses, Jan & Feb 02 from USDA & Army
Professional Military Comptroller School (PMCS), 2000; Maxwell AFB AL
Cost Estimating & Analysis Confs: 96/98/99/01/03/07/09/16/18 – 10 presentations
Enhanced Defense Financial Management Training Course, 2001; Atlanta, GA
Systems Acquisition Funds Management Course; Defense Acquisition University
Financial Management Staff Officer Course (FMSOC), 1997; Sheppard AFB TX
Accounting and Finance Officer (AFO) School, 1993; Sheppard AFB TX
Certifications
LEAN / Six-sigma Green Belt; US Air Force 2018
Certified Cost Estimator/Analyst (initially certified 1997; re-certified thru 2026)
APDP Certified Acquisition Professional: Cost, (1999); PM, (2010); Test (2011)
Certified Combat Lifesaver (2009) & Certified High-Performance Driver (2009)
Affiliations
International Cost Estimating and Analysis Association
Society of Cost Estimating & Analysis – former chapter president & national board member
American Society of Military Comptrollers – former chapter president & national board member
Sigma Iota Epsilon Pi Gamma Mu
Veterans of Foreign Wars Air Force Association
Military Order of Foreign Wars American Legion
Awards &
Writings
Berea College: C Louis Smith scholarship, 1988; Distinguished Young Alumni, 2010
Won 10 major command awards; 3 Air Force wins; 6 national award recognitions
Led 16 teams to major command-level awards: 10 garnered Air Force wins; 1 DoD
National Finalist, Arthur S. Flemming Award for outstanding federal service – 2003
Published 49 professional papers & 57 book reviews in (inter)national periodicals
Presented 10 papers at international cost estimating conferences between 1999-2016
Special Projects
Special Projects
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George Mason University Center for Government Contracting (Nov 21-Feb 22)
- Team lead for office of Secretary of Defense-sponsored study into the value of
Truth in Negotiations Act requirements vis-à-vis burden/cost placed on vendors
Air Force Life Cycle Management Center (AFLCMC) (2014-2018)
- Brokered ERP fielding strategic pause w/Air Force; obtained agreement not to field until next major update, thus halted 242K additional manual yearly inputs
-- Built automated solution-sets; focused PM on investment/procurement rqmts
- Led AFLCMC Financial Improvement & Audit Readiness (FIAR) team of 300
-- SBA exam; GFP clauses in 9K contracts worth $22B AF-wide; Mil Equip Val
-- Advocated/Gained numerous large implementation concessions; …met intent!
-- Engaged discussions about materiality and immateriality vis-à-vis workload
- Marshalled $2B payroll move from the operations appropriation to acquisition
- AFMC/FM Continuous Process Improvement (CPI) Czar/Tsar – AF Green Belt
-- Seven successful LEAN implementations that changed mindsets + approaches
--- Three accepted by SAF/FMF for ownership & AF-wide implementation
-- Reduced AF-wide accounts payable/accounts receivable reviews by 87%
-- Eliminated 92% of overburdensome compliance checklist items; instilled trust
-- Completed 5 other CPI initiatives, saving Ks of hrs & purging low-value work
- Teamed to form vision for CSAF on weapons acquisition process/org in 2030
-- Provided method for integrating industrial & informational age technology
into aircraft procurement & management. Helped author a new strategy plan.
- Advised team running Light Attack aircraft demos; expedited purchase strategy
-- Influenced Light Attach Aircraft team; devised expedited acquisition strategy
-- Program postponed, as operational Air Force couldn’t meet innovative plan
--- Operational community needed more time to train pilots and maintaineers
- Key role in workforce balancing: Development of program rqmt staffing model
-- Built risk mitigation tiering mechanism concept/protocol for staff shortages
Amgen, Inc (2013-2014)
- Reaching Amgen’s Full Potential… and garnering lessons for DoD acquisitions
-- Amgen’s effort to streamline biotech therapy’s concept to commercialization
-- Led Finance IT for Topline growth: Built cost estimates/P&L for 10 projects
-- Built authoritative cost resources data model looking at profits from initiatives
- Built foundation w/capital expense review committee for labor capitalization
- Present for final ERP/SAP integration at HQ; helped communicate ERP goals to
merger/acquisition activities and implementation of single-instance application
- Evaluating the value of Enterprise Risk Management for #130 on Fortune 500
-- Designed a method for communicating risk mitigation trade-space to the BoD
-- Developed communication devise for corporate-wide risk tolerance awareness
- Analyzed corporate external spend and ID’d worldwide costs-of-ops reduction
- Worked creation of a shared services model & occasions for data ‘collaboration’
- Modeled value tracking across business activities; exposed areas for CEO attn
Secretary of the Air Force Budget Investments; AF Pentagon (2012-2013)
- Sequestration analysis/reporting to executive/legislative offices/committees
-- Current/future year planning/strategy for targeted portfolio reduction/deferral
- Led AF MILCON Budget/CE teams thru key sequestration & beddown balance
- Prevented OSD RMD attempt to fully fund govt liability of contractor pensions
-- Clarified irreversible equity shift; ID’d a precise fix; averted a $11.8B outlay
- Formed/Led multi-service team to write/sponsor Public Receivables Legislation
-- Changed collection rules for privatized housing receipts, $1.2B back to bases
- Teamed with SAF/AQ on enactment of should cost reviews and funding options
Hanscom AFB (2010-2012)
- Led functional realignment activities to coincide with major command reorg
-- Authored new Material Command processes/procedures, based on knowledge,
experience, and communication with stakeholders and financial workforce
-- Enabled uninterrupted support to >100K acquisition and logistics personnel
-- Provided restructure & direct process change guidance to >5K financial folks
-- Advocated/Articulated changes; successfully moved from 19 Centers to 5
- Provided deep insight into program structure and DoD process dysfunction
-- Designed new view of workforce employment, working with multi-disciplines
-- Garnered buy-in across disciplines and major weapons programs leadership
Kandahar AB Afghanistan (2009-2010)
- Led Kandahar Air Wing Tashkil – Afghan table of personnel/equip restructure
-- MoD approved rqmts; 1,216 billets/10,020 equip items; 147 pages Eng/Dari
- Worked with civil engineers and contractors to beddown add’l wing in Shindan
HQ AFMC Wright-Patterson AFB (2008-2010)
- Managed largest MAJCOM share of AF’s ARRA (Stimulus) funding… $275M
-- Best execution in AF; most funding & highest percentage obligated quickest
- Handled all AF funds, $78M, for SECDEF’s #1 acq priority – MRAP vehicles
- Opened rqmts approval/funding flow/supply tracking for Shindand AB build-up
-- Built warfighter capability & Afghan Air Corps major training wing location
- Advocated/Shepparded $2.9B for Nuclear Surety from panel rqmts to execution
- - Tackled the CSAF's #1 priority -- $104M for nuclear surety enterprise restructure
-- Maintained transparency w/all military stakeholders & the public/press interest
- - Led AF implementation of PL 110-181 Sec 852, DoD Acq Workforce Dev Fund
- Robusted workyear mgmt process, reconciling payroll & FTE balancing w/HR
-- Brought transparency to HR costs/hours for holistic solutions to directed cuts
-- Communicated approach command-wide…4-star commander buy-in obtained
Eielson AFB (2006-2008)
- Built 1st RED FLAG - Alaska funding rqmt profile; catalyst for action; IOC met
-- Coord effort: civil engineers, pilots, planners, & HQ staff to define/plan rqmts
- Trusted consultant of Wing Commander regarding facilities vis-à-vis AK codels
-- Only base in PACAF w/realized MILCON for other than platform beddowns
Al Udeid AB (2004-2005)
- Negotiated large corporate donation to the base via proper Air Force channels
Arnold AFB, Arnold Engineering Development Center (AEDC) (2002-2004)
- Source selection technical/management evaluation team expert on Air Force’s largest service contract, AEDC's $3.8B operations contract for FY04-FY15
- Government lead for earned value management implementation on new contract
-- Program Manager overseeing the contractor’s implementation and full scale
use, for the first time, on an annual average of 971 test and support projects
- Led a 12-person cross-functional, gov’t-contractor configuration control team
-- Managed the Center's $19M financial ERP/management information system
- Advocated commercial pricing legislation & new DoDFMR rate interpretations
- Served as Chair, Financial Mgmt Info Systems Configuration Control Board
Pope AFB, 23d Fighter Group Flying Tigers (1997-1999)
- Ran a major hangar renovation and several minor military construction projects
- Led Hangar 5 Team; returned dilapidated hangar to useable maintenance space
-- Increased unit hangar space 40%; raised aircraft availability by 3 per month
- Led internal parts repair program so efficiently we doubled the group budget
Airborne Warning And Control System (AWACS) (1997-1999)
- Program Manager for AWACS Reduction in Total Ownership Cost; a DoD pilot
-- Reported to Pentagon on four major initiatives saving or avoiding future costs
- Identified $6M overrun on critical Mission Computing Upgrade Program
-- Established a team of technical experts to assess contractor performance
-- Evaluated execution & used predictions to form positive negotiating position
- Hand-picked by the Systems Program Director to lead AWACS Total Cost of Ownership Team to identify all platform costs and potential reduction areas
Electronic Systems Center (1996-1997)
- Designed/Implemented billing procedures for the Defense Metropolitan Area
Telephone System (DMATS), properly assigned costs to responsible activities
-- Led change to base telephone charges for misc, ancillary other DoD entities
- Three-star ESC Commander directed equalization of workyear & manyear data
-- Developed database model to forecast civilian personnel hrs/pay expenditures
-- Model used for next decade to extract excess funds early in each fiscal year
- Audited transactions and validated accuracy of contracted Travel Company’s
ticket issue and reimbursement system between airlines, DFAS, and the bank
-- Reconciled billing arrears; Prevented bank from suspending all travel cards
-- Bank president had called ESC Commander…arrears paid; procedures fixed
Malmstrom AFB (1992-1995)
- Numerous Cost-Benefit analyses/studies for aircraft and missile support
- Wing Commander’s representative managing Combined Federal Campaign
-- Coordinated campaign w/United Way across 44 federal agencies statewide
- Managed all pay and travel for permanent wing movement from MT to WA
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