John W. Venes, Jr., Commander, USN (Ret.)
**** ******** *****, **., ******, VA 22102
Clearance: Interim Secret (expiration date: 11 Oct 2028)
Investigation Type/Completion date: T5 OPEN 20181017
DISCO completed 20070326 (TS/SCI and NATO Secret - all required for AFRICOM support position)
CI screening for Army exercise role-playing completed on 20141203
1970 B.S., Chemical Engineering – University of New Mexico
1977 M.S., Systems Management (Logistics) – University of Southern California
OBXtek, Inc., Fairfax, VA (Nov 2018 – January 2019)
Supported U.S. Secretary of the Air Force (SAF), Information Dominance Directorate (AQI), Joint Information, Surveillance and Reconnaissance (JISR) Program Element Manager (PEM) responsible for NATO programs, including the NATO Alliance Ground Surveillance (AGS) System based on a NATO direct commercial sale purchase of five AQM-9 (Global Hawk) unmanned air vehicles outfitted for use by participating members and friendly nations to share.
Valbin Corporation, Bethesda, MD (Dec 2014)
Supported U.S. Army interrogator training exercise at Camp Bullis, San Antonio, Texas, as a bi-lingual role-player.
CACI International, Inc., McLean, VA and Stuttgart, Germany (July 2010 – January 2011) and Science Applications International Corporation, Stuttgart, Germany (February 2009 – June 2010)
Supported U.S. Africa Command’s (AFRICOM) Operation and Logistics (OPLOG) Directorate’s Deployment and Distribution Center (DDOC) as a staff action officer and watch stander in the AFRICOM Joint Operations Center. Tracked all deployment and redeployment of U.S. military, civil service and contractor support personnel, equipment and sustainment/supplies in the AFRICOM area of responsibility, as well as high-visibility personnel and asset movements of allied military forces and U.S. Government agencies, such as law enforcement deployments related to counter-piracy operations. Used the following deployment, distribution and in-transit-visibility systems: Global Decision Support System II (GDSS 2); Global Transportation Network (GTN); Joint Operations Planning and Execution System (JOPES); Single Mobility System (SMS); Defense Logistic Agency’s (DLA) Global Combat Support System (GCSS) and DLA’s In-Transit Availability (ITV) system; TRANSCOM Regulating And Command and Control Evacuation System (TRAC2ES); and, the Joint Air Logistics Information System (JALIS). Completed Joint Deployment Training Center's JOPES Action Officer Course (FP3101), audited the JOPES Support Personnel Course (FP1101) and completed Regional Joint Intelligence Training Facility’s Africa Studies Executive Course.
Qinetiq-NA, Fairfax, VA (September 2008 – December 2008)
As a part-time, freelance consultant, supported U.S. Army Central’s (ARCENT) Exercises LUCKY WARRIOR (LW) and LUCKY STRIKE (LS) at Fort McPherson, GA. Served as a role player in the Joint Interagency Control Group (JIACG, a.k.a. Interagency Task Force) exercise cell, researched open-source media and developed materials for multimedia inputs to the classified and unclassified exercise networks, designed to train the ARCENT forward command element as a joint task force commander/perform as combat command, as opposed to being solely a force provider.
SoBran, Inc., Fairfax, VA (January 2008 – April 2008)
As a temporary-hire, senior logistics consultant, supported Department of Homeland Security’s (DHS) Consolidated Remote Delivery Site (DRDS) secure mail screening facility development program, which included installation of a comprehensive chemical, biological, radiological, nuclear and explosive (CBRNE) detection suite. Provided logistics and systems acquisition support to DHS and prime contractor; researched and compiled technical data on all CBRNE-sensors, mail-sorting automation and facility layout.
Senior Program Analyst, Computer Sciences Corporation, Merrifield, VA (May 2006 to October 2007)
Supported Joint Staff (JS) Logistics Directorate (JS J-4) Strategy Division’s Multinational Logistics (MN) Branch. Provided international logistics programs policy analysis, program planning, policy evaluation, policy development and international agreements review. Prepared and distributed international agreement coordination packages; reviewed and analyzed coordination responses to support approval/disapproval decisions. Reviewed effectiveness of international logistics programs and identify potential metrics to assist in assessing and improving JS J-4 management of international logistics programs. Supported JS J-4 in evaluating, developing, implementing and administering cooperative international logistics programs to include Acquisition and Cross Servicing agreements (ACSAs), implementing arrangements (IAs), NATO logistics agreements, Host Nation Support agreements, and other programs as required. Coordinated new and modified ACSA policy and instructions, agreements, updated agreements, and requests for country eligibility within JS and with the affected Combatant Commands and Services, as required. Supported all routine administrative aspects of the ACSA program, including compiling information required for Congressional, Department of Defense and JS reporting requirements, administering the ACSA Global Automated Tracking and Reporting System (AGATRS), and posting appropriate information to the J-4 classified and unclassified web sites. Updated Chairman of the Joint Chiefs of Staff Instruction (CJCSI) on ACSAs, researching requirements; existing ACSA-related policy, regulations and instructions; supporting instruction coordination and staffing; and, preparing the final product. On my own initiative, I identified free, local-area training opportunities for J-4 staff and logistics junior officer interns, including several Defense Institute of Security Assistance Management (DISAM) Security Assistance Management courses, and the National Defense University’s NATO Staff Officer Orientation Course (NSOOC). I also attended the NSOOC; Joint Staff Training Program Introductory Course; Canadian Embassy-sponsored “Overview of U.S. Defense Export and Re-Export Controls” seminar; Defense Standardization Program Office (DSPO) Standardization within NATO Course. Provided support to and attended the combined October 2007 DoD Distribution Steering Group (DSG) and Joint Deployment and Distribution Steering Conference (JDDC).
Senior Program Analyst, National Defense Division, Perot Systems Government Services, Washington, DC (March to September 2005)
Supported U.S. Naval Sea Systems Command’s (NAVSEA) Program Executive Office (PEO) SHIPS, as well as the LPD 17 (PMS 317), and CG Modernization (400C) offices. For PEO SHIPS F, responsibilities included supporting C5IMP and PMS 400 and 470, including FRP baselining efforts, Planning Yard support, document drafting and editing, acquisition document drafting and review, and technical analysis, as required. Also supported SEA 05N’s Engineering for Reduced Maintenance (ERM) and SMARTWORK (formerly CIL – Capital Investment in Labor Reduction) Program Managers.
Plans Analyst, Northrop Grumman Information Systems, Defense Enterprise Solutions, Alexandria, VA (February 2004 to November 2004)
Supported Defense Threat Reduction Agency’s (DTRA) Combat Support Operations Plans Branch (CSOP) in the preparation of operations orders to support regional and functional joint commands, such as European Command and Southern Command, as well as some international organizations, such as NATO. The CSOP Branch prepares operations plans and orders tailored to the supported command’s requirements. Coordinated with all DTRA’s directorates, which range from cooperative threat reduction to arms control treaty verification to chemical, biological, nuclear and high explosive defense technology, etc. Worked alongside CSOP military, civil service and other contractor personnel, participated in review of higher-level doctrine and directives to identify DTRA-wide specified and implied taskings, so the agency can ensure it is working toward attaining or developing the capabilities required to fulfill the responsibilities laid on by the President, the Secretary of Defense and the Joint Staff. Identified and pursued improving DTRA’s ability to communicate more efficiently with NATO, by seeking direct connectivity with NATO’s CRONOS internet. This connectivity will enable DTRA to receive operations plans, orders and related taskings directly from NATO planners before events occur. Proactively began this effort because NATO was eventually charged with protection of the 2004 Summer Olympics in Athens, Greece, and DTRA was not fully informed of the decision until about six weeks before an agency supporting operations order was required. Until I began to seek CRONOS access, no one had even considered doing so. CRONOS access will enable DTRA and NATO planners to communicate at the action officer-level, thus allowing DTRA to anticipate NATO needs and ensure the proper DTRA resources are available for precursor exercises and rehearsals and for real-world events, such as the 2006 Winter Olympics, in Turin, Italy. Also researched various military exercise schedule databases, including the Joint Training Information System (JTIMS), to identify exercises that have DTRA-related scenarios, in order to ensure that CSO planners insert themselves into both the planning and conduct of exercises, since there was little communication between the DTRA exercise planning branch and CSO’s planners. Attended DTRA Liaison Officer Course.
Vice President, Cheeks of North America, Washington, DC (March 2002 to February 2004; continue as a consultant to present)
Participating in start-up of a minority-owned small business in the construction and construction materials manufacturing industries. Develop business contacts and potential client lists, meet with potential clients and follow-up on progress of works in progress. As the lead person in our efforts to develop international markets, especially in Latin America, participate in symposia, forums and conferences related to many topics affecting countries and regions of interest. Maintain many contacts with personnel in U.S. civilian governmental agencies and defense universities and subordinate defense colleges, as well as non-governmental and university centers and think tanks, focusing on Latin American military, political and economic affairs. Among these are the Department of State, the National Defense University, the Center for Hemispheric Defense Studies, the Inter-American Defense College, the U.S. Agency for International Development, George Washington University’s Center for Latin-American Issues, and the Center for Strategic and International Studies. Research potential business areas, such as development of vacation and retirement communities in Central America for the North American and European markets to include packaged offers of U.S. title insurance and mortgages, automated payments from their Stateside bank accounts, property management and maintenance services, etc. Participated in start-up of, and currently managing, operations of a propane bottled gas distribution company for an absentee investor. Also, work independently as a part-time, free-lance marketing consultant to a small U.S. company offering both U.S. and NATO country munitions and military equipment to military and police throughout Latin America and Caribbean region.
Materials, Communication and Computers, Inc., Alexandria, VA (March 2001 to February 2002)
Serve as Assistant Director of International Programs, tasked with development of international business opportunities for MATCOM. Provided contract support for developing requirements study for the integration of the Taiwan Navy’s Land-Based Anti-Ship Missile (LBASM) system into Taiwan’s Taiwan Ministry of National Defense’s national command and control system (C2) upgrade, based Link-16-like Taiwan Advanced Tactical Data Link (TATDL), a large foreign military sales (FMS) project. Primary government customer was the U.S. Navy’s Space and Naval Warfare Systems Command (SPAWAR). Served as liaison with FMS management and technical personnel in the lead government agencies in the TATDL Integrated Product Team (IPT), including SPAWAR Systems Center (SSC) San Diego, Navy International Programs Office and contractor support personnel to clarify technical issues and future logistics considerations, suggest support strategies, etc. Performed market development in search of new customers for MATCOM’s services and products in both the domestic and international government and military, non-governmental and civilian markets.
United States Military Assistance and Advisory Group (MAAG) Lima, Peru (September 1995 – September 2000)
Navy Section Chief and Training Programs Officer. Arrived one month after three years of sanctions, which suspended all security assistance to Peru, were lifted. Most military-to-military programs had to be rebuilt from the ground up due to the heavy drawdown of MAAG personnel as a result of the sanctions and three years of turnover of senior Peruvian military leadership. Consequently, re-engaging the Peruvian armed forces in order to resume their full participation in bi- and multilateral training exercises and reeducating them about, and encouraging them to participate in, courses offered under the International Military Training and Education (IMET) Program, coordinating war college exchanges and restarting bilateral humanitarian and civil affairs exercises in Peru. As the next senior officer after the MAAG Chief, participated very actively in U.S. Embassy Counter-Narcotics Control Board (CNCB) and the smaller, executive-level agency chiefs’ meetings to ensure that all MAAG counterdrug (CD) programs fully supported the U.S inter-agency effort. Also, due to the absence of an Army Section Chief and the high level of involvement in military support of the U.S. CD campaign by the MAAG Chief and the Air Force Section Chief, became the de facto liaison with the Peruvian Army for over a year, the principal agent for implementing the SOUTHCOM Traditional Commander in Chief’s Activities (TCA) military-to-military program for nearly one year, as well as HCA coordinator for nearly four years. Grew IMET training from a grant of $350K in 1995 (of which less than $100K was accepted) to a grant of $450K (which consistently was over-subscribed and funded to the $475K - $500K level through mid-year reallocation of IMET funds not executed by other countries). Worked closely with the staffs of the Peruvian national war college and all three Peruvian service war colleges to bring U.S. military and civilian military experts to make presentations and conduct seminars on a wide variety of subjects, greatly increasing the level of interaction. Became extremely well versed in HCA activities, with particular emphasis on coordination of medical readiness training exercises (MEDRETEs) for U.S. Army and Air Force units in Peru. Through aggressive promotion of the Peru HCA program, grew MEDRETE schedule from one in 1995 to twelve in 2000, with particular success in 1998, during which Exercise NEW HORIZONS was conducted in the Iquitos area, leading to medical treatment being given to over 15,000 poor people. The number of patient attentions averaged around 100,000 per year over the period 1998 to 2000. Developed extremely good relations with the Peruvian joint command’s Civil Affairs Division, which went from declining offers of HCA support in 1995 to accepting all proposals made from 1998 onwards and their insistence on providing additional logistic support out of their pocket to ensure the U.S. military medical and logistic support personnel had the best working conditions possible under the prevailing conditions in poor, remote regions of the country. Convinced the Peruvian joint command to ensure that all three armed services participated in all HCA exercises, regardless of the region of the country, in order to promote “jointness” at both the national and bilateral levels. Obtained U.S. Marine Corps Reserve augmentation for several U.S. Army Reserve MEDRETEs, a first in Peru. Coordinated annual HCA schedules with the U.S. Embassy Political and Narcotics Affairs Sections, with the Alternative Development Section of the U.S. Agency for International Development Lima office, the Peruvian Ministry of Health’s Office of Development and Foreign Cooperation, and the U.S. Information Service’s Lima Public Affairs Section. Worked closely with the U.S. Embassy’s General Services Office and the Peruvian Ministry of Foreign Affairs to ensure that medical materials and medicine was cleared through customs in a timely manner. Coordinated with Peruvian national, regional and municipal government authorities and non-governmental organizations in order to ensure participation of Peruvian medical personnel in MEDRETEs and logistic, security and lodging provided for participating U.S. military medical personnel. Represented the U.S. Embassy and the USMAAG at MEDRETE press conferences, receptions, opening and closing ceremonies. Aggressively promoted the SOUTHCOM TCA program, with particular emphasis on human rights seminars and civil affairs (CA) seminars and medical subject matter expertise exchanges. Many of the human rights events provided the first opportunity for the Peruvian civilian participants to discuss human rights (and any other subject, for that matter) with their military counterparts. This resulted in annual deployments by personnel of U.S. Army Reserve CA personnel to conduct seminars at all of the Peruvian war colleges, which were attended, by both military and civilian personnel. Served as primary U.S. embassy military liaison between Naval Sea Systems Command (NAVSEA) and U.S. Navy Supervisor of Salvage (SUPSALV) representatives sent in response to a request by the Government of Peru for assistance in locating the black boxes of the Aeroperu Boeing 757 which crashed off the coast of Peru in 1997. Dealt with the Director of the Peruvian NTSB, as well as Peruvian Navy and Coast Guard officers in order to ensure adequate technical and logistic support for the SUPSALV-led military-U.S. contractor salvage team. As a result, the U.S. salvage team was able to quickly locate of the debris field and initiate recovery operations. The high level of cooperation achieved resulted in the rapid recovery of both black boxes, sufficient aircraft parts to establish the cause of the crash and the remains of the majority of the victims.
United States Southern Command (SOUTHCOM), Quarry Heights, Panama (August 1993 – August 1995)
Served as the deliberate plans officer in the Deputy Directorate for Policy, Plans and Strategy Directorate (SCJ5-DDPPS) Directorate. Duties included developing and maintaining deliberate operations plans, contingency plans and conceptual plans for various scenarios, developing similar documents for training exercises, serving as a watch officer during real contingencies and exercises and coordination with subordinate units to ensure their portions of plans and exercises were delivered in a timely manner and complied the Commander in Chief’s strategy. Primary collateral duty that of reserve coordinator for the SCJ5 Directorate. Aggressive efforts yielded a dramatic increase in the amount of reserve support from all service branches for the SCJ5 Directorate, especially by the Naval Reserve community, resulting in an annualized average of about 4 man-years during my tenure. Served as SOUTHCOM liaison officer for the French Navy training squadron visit to Panama in 1995, which included much previous liaison with the French Defense attaché and coordination of bilateral training with U.S. Navy Special Warfare Unit Eight and orientation visits to various U.S. military installations, including the Jungle Operations Training Center by French naval cadets and naval infantry. Assisted in coordination of the International Committee of the Red Cross’ (ICRC) Americas Representative visit to assess the health and living conditions of Cuban “boat-people” refugees moved to Panama, due to overcrowding of refugee camp at Guantanamo; served as his bi-lingual (French-English) escort during his visit, which resulted in his positive assessment of U.S. treatment of the refugees. Attended Security Assistance Officer Training en route to next assignment.
United States Military Liaison Office (USMLO), Rio de Janeiro, Brazil (January 1991 – April 1993)
Recalled on extremely short notice to serve as the U.S. Navy exchange student in the 1991 Brazilian Naval War College’s Command and Staff Course. Subjects included staff studies, operations planning, war gaming, papers and essays on strategy, tactics, logistics, international relations, maritime law, crisis management, naval and military history, plus numerous visits to major commands and commercial shipyards in the Rio de Janeiro area and four field trips to various coastal and interior regions of Brazil. Types of planning studied included surface, submarine, naval air and mine warfare, anti-aircraft defense and amphibious operations. Upon graduation, was assigned as an exchange officer to the Brazilian Navy’s Fleet Training Center as an advisor to the Head of the Training and Instruction Department. Activities included auditing a naval air warfare course, assisting in tactical simulator training, translating articles on naval tactics and equipment from English to Portuguese, and resolving questions regarding interpretation of U.S. Navy and NATO tactical procedures manuals. Voluntarily assisted the Brazilian Navy’s Commander, Frigate Force’s (ComForF) planning for Operation UNITAS XXXIII; serving as an oral and written translator for both Brazilian and visiting U.S. Navy planners; assisting in developing and editing the entire Brazilian portion of the UNITAS exercise operations order, including instruction of several Brazilian personnel in the use of the software used by the UNITAS coordinating authority, U.S. Commander, South Atlantic (USCOMSOLANT); drafting follow-up messages for ComForF in English and requesting test range exercises with U.S. Navy units in Puerto Rico area during Phase Zero. Served as liaison between U.S. Navy Special Boat Unit 26 and SEAL Team 4 advanced planning and training detachments and the Brazilian Navy’s Combat Divers Group (GruMeC) and Brazilian Marine Corps’ basic training center, arranging logistic support and coordinating live-fire range availability. Worked closely with ComForCT, the Brazilian Submarine Force and GruMeC staffs, as well as USDAO and COMSOLANT staffs, to maximize the advance coordination and amount of training for the exercise time available. During the UNITAS XXXIII Joint Task Force visit in Rio de Janeiro, assisted with logistics for PATRON 68 detachment and USCOMSOLANT staff. Was personally thanked in message by the ComForCT for my UNITAS support efforts. Also served as liaison between U.S. Navy MK 56 Gun Fire Control System and AN/SQS-26 sonar field teams and the Brazilian Navy’s Destroyer Force (ComForCT) and individual U.S. Navy ships for logistic support and scheduling of training and repair visits. Voluntarily worked to improve the Brazilian Navy’s logistics-related units’ and activities’ awareness of, and access to, information on integrated logistics support (ILS), which is poorly understood in their Navy, in particular, and in the Brazilian business community, in general. Personally briefed several flag-rank officers on the value and availability of ILS-related training organizations in the U.S. and provided them with brochures and course schedules. Upon departure, attended the Joint Staff Officers Course at the Armed Forces Staff College.
Deputy Chief of Naval Operations (Plans, Policy and Operations) (OP-06), Plans, Policy and Organization Branch (OP-602) (December 1990)
Watch officer in Navy Command Center’s Crisis Action Center (CAC) during Operation DESERT SHIELD. Monitored fleet movements, collected data and items of interest and prepared CNO’s daily briefing on DESERT SHIELD. Received and coordinated OPNAV responses to JCS and U.S. Navy operational commands’ inquiries regarding DESERT SHIELD-related issues.
Assistant Chief of Naval Operations (Air Warfare) (OP-05), Plans, Policy, Fleet Maintenance Support Branch (OP-514) (June 1988 – January 1989, June – August 1990 and October – November 1990)
Initial Operational Capability (IOC) CNO Executive Board (CEB) Coordinator. Duties included compiling OP-05’s input to the annual IOC CEB review of systems reaching their IOC date for the current and next two fiscal years. Reviewed acquisition category (ACAT) listings and consulted with CNO resource sponsors/program managers and development coordinators and Naval Air Systems Command (NAVAIR) program and logistics managers in order to establish the final list of programs to be evaluated during the current IOC CEB cycle. Assessed logistic resource funding plans (LRFPs) for NAVAIR programs sponsored by OP-05 to determine their capability to have all elements of logistics support in place in time to meet the established IOC date in view of current and projected logistic funding. Developed funds reprogramming strategies and negotiated the reprioritization of funds to achieve balanced logistic funding for all programs being presented to the IOC CEB. Classified programs by degree of risk, prepared briefing packets and briefed the pre-CEB and formal CEB panels on the status of programs with the greatest capability and funding problems, possible solutions, and options recommended by OP-05. Prepared instructions for NAVAIR program managers to ensure compliance with the logistics funding guidance by the IOC CEB at the completion of the cycle. Attended the CNO Program Coordinators Course; the CNO Planning, Program and Budgeting System (PPBS) Course; the Defense Institute of Security Assistance Management (DISAM) Foreign Military Sales Orientation Course; and, the NAVAIR LRFP Course. Received a letter of Commendation from the Deputy Chief of Naval Operations (Logistics) (OP-04), who coordinated the 1990 IOC CEB, for my personal efforts and cooperation with his staff in the presentation of the total IOC CEB briefing package. Returned for the period 10/90 – 11/90 on a voluntary, non-pay status in order to follow-up on NAVAIR compliance with IOC CEB decisions.
National Committee for Employer Support of the Guard and Reserve (NCESGR), Ombudsman Directorate (November 1990)
Served as an ombudsman for reservists and National Guard personnel requesting assistance with issues regarding their employment rights under federal law. Provided counseling, sent reference material packages and contacted individual employers in particularly difficult cases to ensure that reservists were given every consideration. Level of activity was especially heavy as a result of the DESERT SHIELD call-up and included much liaison with journalists requesting information on the Soldiers and Sailors Act employment and financial protection for reservists involuntarily recalled to active duty.
Chief of Naval Operations (CNO) (Director, Space, Command and Control) (OP-094), Tactical Command Control Systems Branch (OP-094G) (March –May 1990)
Action officer for Inter-American Naval Conference (IANC) II Special Commission on Data Links. Arranged pre-conference coordination meetings between OP-942G, support contractors, the CNO IANC coordinator and funding sources. Assembled a team of bilingual Naval Reserve translation/escort and administrative personnel to provide support for the conference. Coordinated conference secretariat’s trilingual translation and word processing before, during and after the event. Served as the liaison between OP-942G and the U.S. Defense Attaché Offices and Military Groups in the IANC member countries, as well as defense attachés and naval commissions of those countries in Washington.
Chief of Naval Operations (CNO) (Director of Naval Reserve) (OP-095), Legislation, Liaison and Information Branch (OP-095L) (October 1989 –March 1990)
Coordinator for Reserve Forces Policy Board (RFPB) and National Naval Reserve Policy Board (NNRPB). Compiled and edited CNO responses to Naval Reserve issues raised by both the RFPB and the NNRPB. Researched issues and resolved differences when CNO offices with overlapping cognizance submitted contradictory or divergent responses. Served as primary liaison between OP-095 staff and RFPB and NNRPB staffs.
Deputy Chief of Naval Operations (DCNO) (Logistics) (OP-04), Joint Logistics Branch (OP-402) (January – September 1989)
Action officer for Logistics Planning and Execution System (LPES) Study. Analyzed current practices, existing logistic data bases and communications capabilities, and joint services requirements in order to formulate a general policy statement concerning the future direction of the OP-04 Logistics Planning Execution Center (LPEC). Participated in logistic planning and execution associated with Exercises WINTEX-CIMEX 89 and PROUD EAGLE 90. Represented OP-04 at joint service exercise planning conferences and resolved action items. Also functioned as a principal planner and on-site coordinator for the Third Specialized Inter-American Naval Conference (III SIANC) for Directors of Logistics and Material. Assembled a team of bilingual Naval Reserve translation/escort and administrative personnel to provide support for the conference. Coordinated conference secretariat’s trilingual translation and word processing before, during and after the event. Attention to detail and persistence led to the largest attendance to date at the logistics SIANC and received thanks and compliments from many of the Latin-