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Financial officer CFO

Mars Hill, NC
May 15, 2021

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David L. Peeler, Jr., Colonel, USAF (ret) 828-***-****


TOP SECRET SCI, 27 Jan 2018


Executive Leadership Course; University of Virginia; Darden School of Business

Master of 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


Consultant, Dayton Aerospace Incorporated. Dayton, OH (Sep 18 - Pres)

Deputy Director, Financial Management. Wright-Pat AFB OH (May 15-Sep 18)

Deputy CFO for the Air Force Life Cycle Management Center’s $255B in active funds. Steers 170 folks in 4 divisions, supporting 14 Program Executive Officers; assists in managing >2K personnel, supporting $1T worth of acq/sustain programs

Director of Staff. 379th Air Expeditionary Wing, Al Udeid AB (Jul 16-Feb 17)

Managed wing commanders’ hi-vis prgms, supported 10K AF/jt/allied personnel.

Led 109 Airmen/14 wing agencies; and matured/leveraged 56 enduring processes.

Interim Director, Financial Management. Wright-Pat AFB OH (Aug 14-May 15)

Chief Financial Officer for Air Force Life Cycle Management Center’s $205B in funds under mgmt. Leads 4 divisions, supports 14 Program Executive Officers & manages 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 Tech for Topline portfolio; six initiatives worth an estimated $70B in patent protected revenue

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 RDT&E, procurement, military construction, family housing and Base Realignment and Closure appropriations.

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.

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 handles $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 AFMC O&M, WCF, & AF-wide CAM.

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 AOR-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.

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.

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/software Architecture. PM for AWACS Reduction in Total Ownership Costs 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. Wright-Patterson AFB OH (Jun 95 - Sep 96)

Thesis: Background Graphics: A Decision-making Hindrance or Enhancement?

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


Certified Cost Estimator/Analyst (initially certified 1997; re-certified thru 2021)

Certified Acquisition Professional: FM, level III (1999); PM, level II (2010)

Certificate of Professional Development; Financial Management, Level III (2008)

Certified Defense Financial Manager (initially certified 2015; re-certified 2017)

Certified Combat Lifesaver (2009) & Certified High Performance Driver (2009)


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

Awards &


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 & 56 book reviews in (inter)national periodicals

Presented 10 papers at international cost estimating conferences between 1999-2016

Special Projects

Special Projects


Below are some special projects I was assigned at the behest of general officers. Mostly they were beyond the sphere of my expected duties & typically to solve an acute leadership problem or a persisting issue confounding standard processes.

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 forecasting model for profiling civilian personnel/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

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

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 Air Force Repair Enhancement (Gold Flag) Program to double unit budget

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 management information system

- Advocated commercial pricing legislation & new DoDFMR rate interpretations

- Served as Chair, Financial Mgmt Info Systems Configuration Control Board

Al Udeid AB (2004-2005)

- Negotiated large corporate donation to the base via AF/A1 & Services Agency

- Forwarded deployed to Uzbekistan on classified joint DoD-DoS mission

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

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 enterprise

- - Led AF implementation of PL 110-181 Sec 852, DoD Acq Workforce Dev Fund

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

Hanscom AFB (2010-2012)

- Led functional realignment activities to coincide with major command reorg

-- Enabled uninterrupted support to >100K acquisition and logistics personnel

-- Provided restructure & direct process change guidance to >5K financial folks

- 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

SAF/FMBI 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

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 for tech 4 topline growth: Built cost estimates & P&L for 10 proj

- Built foundation w/capital expense review committee for labor capitalization

- 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

Air Force Life Cycle Management Center (AFLCMC) (2014-2018)

- Brokered DEAMS fielding strategic pause w/SAF; halted 242K add'l yrly 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 -- Three more currently underway

--- 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 tech in PEOs

- Participated on team running Light Attack aircraft demos; expedited acq strat

-- Influenced Light Attach Aircraft team; devised expedited acquisition strategy

-- Program postponed because operational AF couldn’t meet innovative acq plan

- Key role in workforce balancing: Development of program rqmt staffing model

-- Built risk mitigation tiering mechanism concept/protocol for staff shortages

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