ABIOLA OLOWOKERE. PfMP, PgMP, PMP

***** ******* **

San Diego, CA 92128 US

Phone: 808-***-****

Email: adgwn3@r.postjobfree.com

U.S. Citizen Highest Federal Grade Held: DP-0340-03, 05/2017–Present Veterans Preference: 5 points Top Secret Security Clearance, 10/2008–Present PROGRAM AND PROJECT MANAGER / TEAM LEADERSHIP / DAWIA LEVEL III Professional and business-savvy technology leader with impeccable track record of achievement. Possess over 18 years of diversified management experience within the Federal Government and U.S. Navy. Strategically facilitate successful technical program plans and project management within Department of Defense (DoD) systems. Action-driven leader, leveraging entrepreneurial spirit and business acumen to develop, motivate, and empower high-performing teams that produce superb, measurable results. Proven experience with the oversight of requirements definition, research and development, integration, testing, training, production, installation, contracting, and budget planning and execution of an assigned program. DAWIA Level III Certified in Program Management, Contracting Officer’s Representative (COR), Program Management Professional (PgMP), Portfolio Management Professional (PfMP) and Project Management Professional (PMP) Certifications. Maintain currency with all certification requirements. PROFESSIONAL EXPERIENCE

SOFTWARE DEVELOPMENT MANAGER (DP-0340-03) 05/2017 to Present Naval Warfare Systems Command (NAVWAR)

4297 Pacific Highway, San Diego, CA 92110 40 hours/week Supervisor: Mr. Mike Chi, 619-***-****; call me first,. Lead complex software application development projects for NAVWAR HQ, Program Executive Office

(PEO) Command, Control, Communication, Computers and information (PEO-C4I) and the NAVWAR Installation Management Office relevant to the improvement of the enterprise Relational Database Management System. Apply agile software development methodologies and cybersecurity measures to complement and/or supplement traditional NAVWAR processes. DIRECT AND/OR COORDINATE DAY-TO-DAY OPERATIONS SET BOTH SHORT AND LONG- TERM PRIORITIES AND ISSUE DAILY TASKING TO ENSURE THE QUALITY AND TIMELY DELIVERY OF DATA, PRODUCTS, AND SERVICES: Develop high level Integrated Master Schedule

(IMS) to capture software changes using Milestone Pro; this enables better communication with Executive Steering Group by showing dependencies and risk to the enterprise as a whole. Utilize the Quality Assurance Surveillance Plan (QASP) and the Contractors Performance Assessment Reporting System

(CPARS) to capture quality and performance. Implement daily scrum meetings aimed at ensuring consistent communication between developers and management. Coordinated the SPIDER Assistant Program Manager – Installations (APM-I) Focus Group study with the APM-I and Installation Program Office community; study output included a report on organizational pain points to include but not limited to Navy Database Environment (NDE) and Navy Tool for Interoperability and Risk Assessment

(NTIRA).Use program management best practices to direct the development of program plans to fulfill technical, cost schedule, and performance objectives. Foster communication with the development team as to the impact of certain risk being realized in the Agile Development Process. Review Software Change Requests (SCRs), requirements specification provided by customers, stakeholders, and Communities of Interest (COI), enabling all processes and releases to be aligned with the strategic business goals of the enterprise. Review the software release archives and documentation and approving deployments into the SPIDER test environment. Since 2017, managed and oversaw 27 SPIDER releases by managing the Kanban, overseeing daily scrums, and ensuring that the Software Change Management Process (SCMP) is adhered to. Oversee the work of up to 20 personnel; draft performance evaluations. Abiola Olowokere Page 2

COMMUNICATE, COORDINATE, AND COLLABORATE CLOSELY WITH EXTERNAL STAKEHOLDERS TO OPTIMIZE PRODUCTION QUALITY AND TIMELY DELIVERY OF PRODUCTS: Negotiate with stakeholders to accept and embrace program objectives and to adopt proposed courses of action and resolve incompatibilities. Brief and negotiate with stakeholders at community of interest forums, Executive Steering Groups, Integrated Configuration Control Board

(ICCB), and Net-Centric Strategy Team (NEST) about existing and new software changes. Plan and deliver training on program management and other topics. Collaborate with DAU to develop and host training. Provide accompanying workflows and high-level architectural diagrams to assist those with varying technical understanding to follow the presentation and to draw informed conclusions regarding the risk and interface with other databases or schemes. Prepare written software change request to implement new requirements.

DEVELOP AND IMPLEMENT POLICIES, LONG-RANGE PLANS AND PROGRAMS TO REDUCE INEFFICIENCIES, ELIMINATE BOTTLENECKS AND INCREASE THROUGHPUT OF THE VARIOUS PRODUCT LINES : Authored a NAVWAR PEO Integrated Database and Enterprise Repository (SPIDER) Software Operating Procedures (SOP) to provide guidance on requirements via a requirement Integrated Product Team (IPT) and that outlines the steps necessary to bring software requirements from concept to rollout. Conceived and launched a SPIDER release management process as part of a broad-scale Software Change Management Process aimed at reducing bugs, expediting releases, mitigating cybersecurity risks, and creating traceability. Initiated SPIDER data governance policy for SPIDER and COIs. Implemented cyber rigor to the SPIDER development process by implementing automated and manual testing for all SPIDER releases using tools like Burp Suite and SonarCube preventing Structured Query language (SQL) injections and Cross Site Scripting (XXS) vulnerabilities. During the past 12 months, have reviewed 230 Software Verification Documents (SVD). Key Projects and Achievements:

Collaborated with the team members from the Deputy Assistant Secretary of the Navy (DASN), PEO- C4I, NAVWAR HQ for an accelerated acquisition project. The project involved daily sprints, training NAVWAR personnel on the new authorities to foster speed to capability. The result of the effort was the training of over 500 personnel and the provisioning of the PEO-C4I Accelerated Acquisition War Room.

Led a Data Science “Quick Win” project to implement Data Science Processes and framework command wide and to create a Data Savvy Culture within the command.

RECEIVE NAVWAR LIGHTENING BOLT AWARD for leading the SPIDER Program Management and Engineering team in the removal and repair of 2,714 cybersecurity vulnerabilities in 44 SPIDER Modules identified by NIWC LANT Red Team.

ASSISTANT PROGRAM MANAGER (NO-0340-05) 06/2014 to 05/2017 Space and Naval Warfare Systems Command (NAVWAR)

4297 Pacific Highway, San Diego, CA 92110 40 hours/week Supervisor: Mr. Chris Canty, 619-***-****; permission to contact Managed large technical projects on land and aboard naval vessels for NAVWAR Systems Center (SSC) in San Diego as Subject Matter Expert (SME) on various technologies and COR. Developed acquisition management policies, controls, and operating procedures for programs assigned to the PEO. RESPONSIBLE FOR MANAGING A TEAM OF SUPPORTING GOVERNMENT PERSONNEL: Led project management taskings and oversaw cost, schedule, and performance execution. Worked closely with lead engineers and directly interacted with the Consolidated Afloat Network Enterprise Services

(CANES) Program Office (PMW 160) and the fleet. Ensured project performance objectives were met. I leveraged earned value management metrics such as Cost Performance Index, Schedule Performance Index and Schedule Variance to continuously monitor the progression of my deliverables. Provided guidance and recommendations to the program and project team. Established design concepts, criteria, and engineering efforts for research, development, integration, testing, and delivery of capability to the fleet. Abiola Olowokere Page 3

Monitored adherence to master plans and schedules, identified program risks, and mitigated risks with solutions. Addressed performance problems at Quality Assurance Review and in response to the Quality Assurance Surveillance Plans (QASP) and other various reviews. Provided leadership and direction in managing and overseeing a diverse workforce of professional and support staff geographically dispersed across the U.S. Planned, coordinated, assigned, and evaluated work through the IMS, supplementing government labor with contractor support, as needed. Formed and led a 10-person team from FRD and Program Manager Warfare (PMW 790) to award a complex, large scale follow-on contract for the MD- 1324A modems. Monitored software development activities, led SPIDER Technical IPT, Development Configuration Control Board, and the Integrated Configuration Control Board. Moderated the SPIDER Working Group IPT. Led a team of 24 employees on the west and east coasts to sustain 12 UHF sub- programs under the 5/25 KHz portfolio. Mentored teams to improve their skills sets by requiring classes like Project Management Professional (PMP) boot camp and Information Assurance (IA) certifications classes (e.g., Cyber Security Work Force). Served as an approval authority for Development Configuration Control Board and as a facilitator lead for subcommittees of up to 30 personnel. PROVIDE ASSISTANCE TO THE PROGRAM MANAGER PREPARING AND/OR PRESENTING BRIEFS TO STAKEHOLDERS: Developed and briefed multivariate critical documents and reports, including: the spend plan review to communicate the challenging UHF program funding posture; the Troubled Systems Program review (TSP) to communicate sustainment challenges to external and internal stakeholders; the PEO C4I training seminar to brief the fleet on program benefits; the Type Commander

(TYCOM) Top Management Attention brief (TMA) to communicate with the TYCOMS and the efforts to resolve the issue with the MINI-DAMA Power Supply systems; the NAVWAR Commanders Forum on Sustainment (CFOS) enabling NAVWAR leaders to understand the efforts to increase the Operational Availability of the UHF assets; and the POM defending my proposal for funds through the Future Years Defense Program (FYDP). Implemented internal reviews of program financial execution performance. Provided high-level communication strategies in support of FRD as the Trusted Agent for over 60 contractors. Ensured their common access cards (CAC) are validated and verified clearances every 6 months.

APPLY RISK MANAGEMENT PRINCIPLE: by performing a variety of risk management activities, capturing in a risk register, and developing expected monetary values to put weights on the risks. This included gathering and analyzing information to provide program planning and evaluation in an operational environment. Conducted program reviews and provided appropriate government direction to meet performance and schedule requirements within program constraints. Designed and conducted analytical studies, cost-benefit analyses, and other research; reported on milestones and budget; assessed and mitigate risks throughout the project; and developed product release plans. DEMONSTRATED BUSINESS ACUMEN in managing $10M program budget and project budgets of up to $100M. Oversaw the preparation, submission, and tracking of budget expenditures for UHF Communication Systems for associated programs and projects. Monitored progress of work orders and processes, tracking progress and proper completion of casualty reports, customer-service requests, and installation of UHF legacy equipment, fleet-wide. Coordinated assigned programs/projects with Echelon II commands, Systems Commands, PEOs, Navy labs, other military services, and private organizations. Optimized resources according to Federal Acquisition Regulation (FAR), instructing and applying administrative directives and regulations. Managed, acquired, and allocated resources for difficult projects, including memoranda of agreement (MOAs) between Fleet Readiness Directorate (FRD) Ultra High Frequency (UHF) Communication suite and external stakeholders. Formulated organizational strategies, tactics, and budgets to manage UHF legacy program. Led and managed effort with team to ensure that the posture of the systems for UHF legacy schoolhouse were 100% available. Prepared and briefed Program Objective Memorandum (POM). Further, improved WSC-3 and Miniature Demand Assigned Multiple Access (MINI-DAMA) Operational Availability (Ao) from .73 to .85 and .85 to .93 respectively. Effectively managed information technology (IT) business systems to meet established goals and objectives. Implemented acquisition regulations, policies, and reform initiatives. CONTRACTING/PROCUREMENT ACUMEN: Served as COR. Developed POMs, applying project Abiola Olowokere Page 4

management principles, methods, and best practices. Performed the complete range of contracting administration duties in managing pre-award and post award, multi-dollar, multi-award high visibility contracts to provide procurement, installation and/or testing of IT systems; evaluated contractor performance in terms of cost, quality, and schedule. Developed program plans to facilitate fulfillment of requirements, fiscal adequacy, and planned progress. Determined the elements or phases of programs to be performed by contractors; and whether a proposed procurement strategy supported program objectives. Used Requirement Traceability Matrix (RTM) to trace progress back to requirements. Reviewed proposed contract terms and conditions to recommend revisions, deletions, additions, or alterations for better post- award contract administration. Negotiated task order awards with contractors for the successful completion of work.

WORK WITH BUSINESS ANALYSTS AT OTHER DEPARTMENT OF DEFENSE (DOD) AND CIVILIAN AGENCIES TO ACQUIRE AND DISSEMINATE RELEVANT COMMUNICATION PRODUCTS: Key contributor to the Narrowband Working Group to brainstorm ideas to sustain current oversaturated narrowband networks, while awaiting follow-on Mobile Objective User System. Key contributor to the PEO-C4I Crypto Modernization working group to ensure fleet compliance with the National Security Agency (NSA) Crypto requirements. Developed a common Quick Reference Guide for settings to correct discrepancies pending a Liaison Action Report in the new Ship Change Document to correct wiring anomalies to bring configuration to the baseline. IMPLEMENTED ACQUISITION MANAGEMENT POLICIES, CONTROLS, AND OPERATING PROCEDURES for programs assigned to a program executive office (PEO). Provided technical advice and guidance to identify technical problems and develop solutions. Applied logic to anticipate, identify, and generate alternatives to solve problems where precedents did not exist. Applied knowledge of iterative software development techniques to review and assess emerging technology. Identified problems, determined accuracy and relevance of information, and used sound judgment to generate and evaluate alternatives and make recommendations.

DEVELOPED KEY PERFORMANCE PARAMETERS (KPPs) to ensure quality products and services for clients and customers, the public, internal agency stakeholders, external agencies, and organizations outside the government. Analyzed information system requirements to assess needs, determine appropriate products or services, and assist customers with change requests, technology integration, and hardware/software upgrades. Employed knowledge of available products and services to lead source selections to procure business IT support contracts and satisfy customer expectations. PLANNED AND DELIVERED ORAL AND WRITTEN PRESENTATIONS to senior leadership. Expressed technical, sensitive, or controversial information, ideas, or facts to individuals and groups effectively, taking into account the audience and nature of the information. Listened to others, attending to nonverbal cues, and responding appropriately to PEOs, Program Manager Warfare, senior managers, stakeholders, and customers. Developed MOAs and Memorandums of Understanding (MOU) to document program decisions and agreements. Wrote POMs, Program Reviews, and Spend Plan documents. Key Projects and Achievements:

Led highly technical effort to respond to USS Harry S Truman (HST) Tomahawk Strike Network which was tied into the UHF suite. Brainstormed resolution with external stakeholders like Naval Sea Systems Command (NAVSEA) to analyze symptoms and identify the fault. HST CASCORed, which paved the way for the MD-1324A installation completion onboard. This improved the ship’s deployable operational availability from .84 to .93. (84% to 93%).

Coordinated led and completed effort to redesign the MINI-DAMA Power Supply obsolescence effort. Initiative briefed at various forums like the TYCOM’s Management Attention Forum, Electronics Material Officers convention and at the Undersea Command, Control, Communications, Computers, and Intelligence (C4I) Seminar. Led a multi-agency working integrated product team consisting of Naval Supply Systems Command (NAVSUP), NAVSEA, NAVWAR, PEO IWS, and PEO-C4I stakeholders. Initiative produced over $20M cost savings in recurring engineering and procurement costs.

Saved $6M by ensuring timely procurement of MD-1324 IW Modems. Abiola Olowokere Page 5

Formulated a strategy to respond to UHF legacy casualty reports (CASREPs). Due to budget constraint focused on material readiness and distance support to reduce CASREPs by 33%. Successfully managed the reduction of Operating Materials and Supplies (OM&S) inventory per the admiral’s direction. Planned, optimized, and obtained appropriate resources to execute the initiative, which saved $1M.

PRIOR EXPERIENCE

Project Manager 12/2012 to 06/2014

NAVWAR

Information Technology Program Manager 02/2008 to 12/2012 United States Marine Corps (USMC) 12th Marine Corps District Electronics Technician II 01/2007 to 02/2008

Trandes Corporation (Contracted by Space & Naval Warfare Systems Command), San Diego, CA Supervisory Electronics Technician (ET3 / E-4)) 12/2000 to 12/2006 United States Navy (USN), Pearl Harbor, HI

EDUCATION

Executive Master of Business Administration Currently Enrolled Graduate 05/2022; University of Southern California Marshall School of Business

Master of Science (MS) in Project Management, 2012; Colorado Technical University, Colorado Springs, CO

Bachelor of Science (BS) in Electronics Engineering Technology, 2010; Grantham University, Kansas, MO

PROFESSIONAL LICENSES & CERTIFICATIONS

Defense Acquisition Workforce Improvement Act (DAWIA) Program Management Level III, 2018

DAU Acquisition Corps Membership

Project Management Professional (PMP), 2015

Program Management Professional (PgMP) 2016

Portfolio Management Professional (PfMP), 2020

Contracting Officer’s Representative (COR), 2015 PROFESSIONAL DEVELOPMENT AND TRAINING

NAVWAR Career Leadership Development Program (CLDP), 2018

Microsoft Azure Cloud Essentials Certification

AWARDS

Lightning Bolt Award for SPIDER Cyber Security Mitigation Efforts (2017)

Recipient of Fleet Readiness Directorate Survivor Award, NAVWAR, 2015

Commander’s Letter of Recognition, U.S. Navy, 2010

Navy and Marine Corps Achievement Award, U.S. Navy, 2005

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