Emergency Management Service Representative

Michael

Cadoy

**- *** ***** *****, *******, HI *6744-5906

Cell: 808-***-****, Alt Cell: 808-***-****

Primary email: *******@*****.***

Secondary email: *******.*****@***.***

Professional Summary: Skilled manager, creative professional and civil service retiree with more than 35 years of experience, skill and a wealth of knowledge in Information Technology, analysis, budgeting, financing, planning, scheduling and execution of work. Former Project and Program Manager with strong leadership and relationship / building skills as well as the ability to communicate effectively to executives, business and subordinate audiences through verbal interaction, written directives and/or mobile technology. I can also offer and provide customer service, office administration, life coaching and business service support as a former federal manager with more than 25 years of Project Management experience in a variety of positions that covers all aspects of planning, developing, improving, implementing and completing processes, programs and projects at Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility.

Objective: Utilize and broaden my skills and lifetime experiences in a team oriented and motivational work environment. As a civil servant isolated for 35 years under federal jurisdiction, I am still young and capable enough to work and believe I have an additional 10 years before full retirement. I want to gain additional private sector

(non/federal) experience while I am still young and capable, in order to fulfill Social Security requirements while I mentor individuals, teams and organizations seeking the knowledge and experience I can offer and/or provide. Skills

Quick learning retired federal manager with skill, knowledge and experience in analysis, budget and

financing in industrial repair facility accomplishing ship overhaul, repair and maintenance.

Over 25 years of planning experience including project management, Theory of Constraints, Outline, MS

Project and Time Table application experience.

Former Information Technology manager with

experience in Windows Operating System Servers &

computers, MS Office Professional Plus Suite and other various business automation devices, systems and

applications.

Professional manager with extensive project

management skills with the capability of thinking out of the box (Risk management) in initiating, planning, executing, controlling and closing work, events and projects.

Experienced manager with excellent and strong Team Leadership, Development and relationship-building

skills.

Action oriented manager with a strong ability to communicate effectively to administrators, executives, business and subordinate audiences through verbal

and/or written communication and/or mobile

technology.

Experience – Bowling League Consultant / Advisor / Manager

(Independent – 09/1982 to Current)

Serves as well as served in all positions of the Board of Directors including but not limited to Team Captain, President, Vice President, Secretary and/or Treasurer. Joined and participated in a variety of bowling leagues since 1978 while maintaining a yearly membership with the American Bowling Congress (ABC) as they transitioned through the years to become the United States Bowling Congress (USBC). As a league Secretary/Treasurer from 1982 to 2005, I encouraged, promoted and enforced good sportsmanship to all league members within my reign of influence and set the standard in 1982 of drawing numbers to determine high jackpot game winners which is still in use by many leagues to today. I begin each league by developing a league proposed preliminary financial statement, schedule, record and document league meetings. Utilizing the software application named Bowling League 2

Secretary by CDE Software of Seattle, WA, I set up teams based on gender and averages, developed and issued weekly league updates and post it to LeagueSecretary.com’s website so all bowlers can access the standings and statistics as needed. I monitor entire operation and activities before, during and after league play and develop roll- off scenarios and tournaments, provide prize and award winner list for and at end-of-season banquets. I budgeted, planned, set up and scheduled the end of the season bowling banquet within the first few weeks of the league with various banquet halls, restaurants and/or caterers. As a Secretary/Treasurer and Manager, I act as the Customer Service Representative to USBC to serve and act as an all-in-one accountant, bank teller, auditor and office administrator by distributing, processing, updating and submitting USBC membership applications with each sanction application as well as collecting membership dues, lane fees and optional fees throughout the league’s entire operation. I distributed league jackpot winnings during weekly league play and identified and distributed trophies, awards and prizes during the end-of-season banquets and provided detailed close-out financial statements to close out the league as required by USBC regulations. Since 2005, I have been consulting and assisting various leagues in scheduling, promoting and providing secretarial assistance by maintaining scores, data and standings for each league. Additional secretarial assistance is provided by posting the scores and weekly standing information up to the World Wide Web or Internet for storage so that league members, substitutes or anyone interested can access and/or retrieve that information.

Pearl Harbor Naval Shipyard & Intermediate Maintenance Facility (10/1980 to 11/2015)

04/2009 to 11/2015 – Project Engineering and Planning Manager (GS-1101-13; Supervisor: Kevin Alford) – Represented, managed and acted on behalf of Code 200 (Non/Nuclear Engineering and Strategic Planning Office), providing guidance, services and engineering support in accordance with technical requirements, workmanship, cost, schedule, general customer relations and ensuring that appropriate corrective action are initiated when required for all technical aspects of non/nuclear production work documents, planning issues and material problems as assigned on Submarine or Surface/Craft Projects. Assists with establishment and coordinates the development of project work schedules, planning timetables and initiates procurement of required materials while ensuring that only authorized work is undertaken and executing approved work within the time allowed and in accordance with applicable instructions and sound engineering practices; accomplishing this work within the funds made available to the department for ship and/or project. Coordinates with the Project Superintendent and/or Business Operations Office, when work cannot be undertaken within the time frame or funds authorized and recommends remedial action when appropriate. Compiles manpower and material cost estimates summaries for use by the Business Operations Officer in completing work booklets and for use in work acceptance and/or funding negotiation meetings. Promotes and applies continuous improvement programs, methodologies and work products to ensure environmental and occupational safety and health responsibilities and awareness among personnel. Assists the Operations Department in coordinating project planning efforts, including participation in project planning meetings and maintains liaison with the Production Resources Department and Operations Department regarding ongoing projects and the solution to associated problems.

06/2001 to 04/2009 – Program Manager, Aim Implementation (GS-0340-13; Supervisor: Randall Chang) – Served as Pearl Harbor Naval Shipyard’s Project Management advisor, consultant and point of contact with other Naval Shipyards as well as outside agencies including but not limited to NAVSEA, Naval Systems Support Group (NSSG), ship maintenance contractors, Ship’s Force and other foreign Naval powers with regards to the Advanced Industrial Management (AIM) software, its Project Management processes, work flows and instructions as adopted, developed and improved by the Naval Shipyards to help improve the execution of work at all naval facilities. Organized, attended and/or conducted various meetings, phone conferences or video tele/conferences with all levels of shipyard management, outside agencies and other Naval Shipyards to discuss, evaluate, schedule and implement changes to the AIM Naval Maintenance Suite (NMS). Reviewed Software/System Trouble Reports

(STRs), Engineering Change Proposals (ECPs), Data Modification Requests (DMRs) and/or Required Design Proposals

(RDPs) and provided comment and/or feedback to the NSSG and AIM Implementation members on the changes, enhancements, development and priorities to the AIM NMS. Works directly with Code 1230 (Information Resource Management Division), projects, Shops and Departments to implement changes and updates to the AIM NMS as 3

required to provide production with the most up/to/date software. Also served as a member of the Shipyard Transformation Team Knowledge Sharing Network (KSN) and representative for PHNS & IMF assisting the corporation with the development of the Electronic Planning and Execution module in an effort to cut cost and place work orders into an electronic format. Overall, I was responsible for 1) the oversight, implementation, training, guidance and adherence of the Advanced Industrial Management (AIM) processes and its software products, 2) the management of various data processing that occurs on the various projects and/or availabilities and 3) the management of Information Technology (IT) equipment that are assigned to the various projects across the shipyard. I provide administrative and technical authority for managing, planning, directing and coordinating the overall implementation, maintenance and use of the AIM program for all (nuclear and non-nuclear) departments. I provide assistance as well as consultation to the Project Management Team personnel, including but not limited to the Project Superintendents, Assistant Project Superintendents, Business and Strategic Planning Officers (BSPO), Project Planning and Engineering Manager (PEPM), Project Engineers (PE), Zone Managers (ZM), Work Packaging Managers (WPM), Project Material Managers (PMM), supervisors and all personnel that may be assigned to the project, all aspects of the AIM modules and processes and the functionality of the software application.

12/2004 to 12/2006 – Emergency Management Officer (GS-0340-13; Supervisor: Gregory Ng) – I was tasked by the Operations Department (Code 300) to become the interim EMO after the retirement of the previous EMO. The tasks, duties and responsibilities of this position were accomplished as collateral duties of my primary position as the AIM Program Manager (while the AIM Program Manager job position was under Code 300 before being physically transferred to Code 1230 in October of 2007) under the and was accomplished with minimal supervision and/or guidance. I was responsible for implementation of the Shipyard Emergency Management Program (EMP) and served as the Local Planning Agent (LPA) responsible for various and geographically dispersed facilities within PHNS & IMF. Represented PHNS & IMF to the Commanding Officer of Navy Installations within the Pacific Region, providing advice coordination, training and logistical support for emergency planning, preparedness, mitigation, response and recovery operations which include crisis management with transition through the final stages of consequence management. Responsible for the planning, oversight, maintenance and implementation of the disaster preparedness plan (DPP) or Emergency Management Plan (EMP) for PHNS & IMF as well as physical and technological Security, Disaster Preparation, Emergency management and response. Performed routine security and disaster preparedness surveillances and response to assure conformity to readiness plans as well as coordinated the implementation of the DPP/EMP with shop disaster preparedness coordinators. Administered routine and participated in mock disasters, periodic drills, table/top exercises and/or communication test/drill to analyze the response and provide written corrective action to the response teams; Reviewed and administered required lessons learned, updated and disseminated the shipyard’s plan prior to and upon completion of the hurricane season. Utilized the National Response Plan (NRP) and Incident Command System (ICS) to improve and update the shipyard’s EMP in order to make the shipyard National Incident Management System (NIMS) compliant.

04/2005 to 12/2006 – Continuity of Operations / Emergency Management (GS-0340-13/temporary; Supervisor: Gregory Ng) – As the EMO, Continuity of Operations (COOP) were identified as a mandated instruction by FEMA, Presidential and other Federal Directives to maintain a viable and executable COOP program to provide recovery for the shipyard’s essential functions of repairing ships. I received COOP training during my tenure as the EMO for PHNS

& IMF and provided further training to subordinate emergency management personnel. I was required to provide oversight and overall guidance to PHNSY & IMF Emergency Management personnel in the pursuit of COOP planning and implementation at all levels within the organization.

08/2004 to 10/2004 – Assistant Project Superintendent (GS-1601-13/ temporary; Supervisor: Gregory Ng) – Detailed to this position by the Deputy Operations Officer to oversee, direct and manage the work being accomplished at the Industrial Fleet Maintenance (IMF) for Surface Craft vessels. Directed and coordinated Intermediate Fleet Maintenance (IMF) Surface Craft (FMR) personnel in the planning, managing, executing and completing the work assigned to meet established standards of safety, standards of quality, within cost estimates and scheduled deadlines/Chief of Naval Operations (CNO) completion dates. Promotes Equal Employment Opportunity (EEO) policies and communicates the support of these policies to subordinates and ensures equality in determining qualifications, selections, assignments, training, promotions, details, discipline, and awards to employees. Accomplished the duties and requirements of the Assistant Project Superintendent as collateral duties 4

to my permanent position as AIM Program Manager, I constantly monitored various reports and metrics to keep projects on schedule and within cost of estimated budgets and would provide justification for schedule slippage and/or cost overruns. I worked closely with the project team of Ship Superintendents, Project Engineering and Planning Manager (PEPM), Zone Managers (ZM), Project Material Manager (PMM), schedulers and Planning and Estimating personnel to assure timely issuance of products, constant update of information and overall status of all production work assigned at FMR. I provided briefs to ship's Commanding Officers, Squadron Commanders and Shipyard management on the status of production work and completion times of repairs.

09/1996 TO 06/2001 – Work Packaging Manager (GS-1101-12; Supervisor: Gregory Ng) – I provided supervision to as many as 20 Production Shop Planning personnel and Material Equipment Specialist (material ordering) in the management of packaging, assembling, releasing, certifying, filing and storing Technical Work Documents (TWDs) for production and non-production shops and codes. TWDs may include but are not limited to Task Group Instructions

(TGIs), Deficiency Logs (DLs) and/or Design Resolutions (DRs). As a member of the Project Management leadership team, our primary responsibility is to assemble, release, certify, and control work/task packages and to resolve engineering and other work packaging and control problems that arise during the execution and certification phase of work as well as assist, coordinate and provide input and feedback to the Execution Manager to develop a Task Packaging Strategy to alignment with the project schedule, production shops needs/wants/priorities and the work control/system turn over schedule as required by the Project Management Plan (PMP) and the Corporate Baseline Project Management Plan (BPMP). Ensures that prerequisites to release and accomplish task packages are fulfilled, by monitoring availability/issuance of material, tools, and coordinating work authorizations, work permits and schedule start date. Upon return of completed task packages, we continue to ensure the certification of these returned task packages are fulfilled with all the required and/or necessary information, data is within required specifications and the required checks and balances of the certification processes are within standards. – Utilizing BAIM standards and guidelines and lessons learned from previous projects, I developed various strategies to assist project work packaging that assisted in the execution of work on complex overhauls in support of shipyard fast start

08/1989 TO 09/1996 – Program Manager, Depot Modernization Program (GS-0340-12; Supervisor: Robert Matsumoto) – Instituted in 1987 as the Depot Modernization Program (DMP) Planning Manager (Code 300A), under the cognizance of the Operations Department (Code 300), to coordinate all pre-planning efforts on a SSN 688 class submarine DMP and to provide support during the execution phase of work. In 1994, the name was officially changed to Operations Planning Manager (Code 300.1) to coordinate and provide support for all major availabilities. As a Program Manager in the Operations Department, I provided assistance to the Operations Planning Manager

(Code 300.1) by coordinating the pre-planning efforts and providing support during the planning phase, execution phase of work and completion and/or close out for all SSN 637 Inactivation’s and SSN 637 or SSN 688 class projects. Assured all non-nuclear planning aspects of work to support and accomplish the entire work package of SSN 688 class DMP's, SSN 637 Inactivation's, SSN 688 and SSN 637 Selected Restricted Availability's were adequate and complete. Assisted with the development of schedules as well as monitored the schedule and activities, coordinate work and assist the DMP Manager and DMP Planning Manager, Ship Superintendents, Assistant Ship Superintendent, Zone Managers and supervisors with the planning and execution of all non-nuclear work for each project. Assisted and coordinated work with supply personnel, NEWPORT NEWS and NAVSEA to order material for the modernization portion of the work package to assure receipt via long lead time procurement. Coordinated and prepared essential documents for the Pre-DMP test period as well as assist non-nuclear and nuclear codes and shops in all aspects of the pre-arrival inspections and adjudication of deficiencies. Coordinate and assist the DMP Planning Manager and other key personnel in the schedule and execution of day to day inspections during the test period. Monitored Milestone Key Event (MKE) and Key Event (KE) schedules, as well as the job order key operations within the Milestone/Key Events to ensure closures or reschedules are implemented on timely basis. Prepared, issue and disseminated memorandums to shops and codes to correct negative cost or schedule variance, and/or correct logic errors initiated by the ships scheduler to alleviate any negative variances. Provided support and assistance to the Engineering and Planning Department's personnel, ship schedulers, shop planners, productions shops and codes in the efforts to issue job summaries, schedules, plans and other pertinent documents required to support the completion of the projected work package. 5

02/1987 to 07/1989 – Production Shop Planner (Marine Machinery) (WD-5334-06; Supervisor: Jack Martinez) – As a Marine Machinery Production Shop Planner in Code 930 Mechanical Shop Group, I provided the necessary direct production support services to one or more mechanical group shops within the Code 930 Code Group. Attended work definition/scoping conferences, IPG (Industrial Planning Group), Pre-arrival and/or related meetings to determine the extent of the upcoming availability and to discuss lessons learned problems and recommend/implement resolutions. Conducted formal/informal meetings and discussions with respective line supervisors, job planners, fellow and assist shop planners and technical code personnel related to shop/job requirements, capabilities and workload. Reviewed and provided information essential in establishing a database of components to be repaired or removed, to personnel assigned to valve/components tracking. I received, reviewed, prepared and issued job orders, plans, design memorandums, referenced plans and related software/information to assure adequacy of work specifications, estimates for material requirements and scheduled start and completion dates and made requests and justifications via telecom and/or general-purpose reports (GPR) to the job Planner and Estimator (P&E) for revision of job orders as required, as well as requesting for schedule/reschedule shop job order key operations start and completion dates through the ship scheduler. Screened Job Material Lists (JMS) with appropriate Material Management (MM) reports and/or manually extracted reports from the Material Management

(MM) terminals, to ensure adequacy and timely availability of required materials as well as informed the end use shop supervisors of any materials with unsatisfactory delivery dates and expedite the delivery of the materials via the Production Support Center (PSC) or the Material Management (MM) terminals. Working with Production Support Center personnel, researched material specs, as well as consulted with Design Division personnel for available and/or suitable substitute material when required material was not available, to support the completion of work. At the completion of such availability and/or project, maintained and monitored shop record files to assure all phases of the work package have been properly documented, verified and stored by utilizing available reports and/or data.

10/1984 to 01/1987 – Marine Machinery Mechanic (WG-5334-10; Supervisor: Gary Denis) – Utilizing the skill, knowledge and experience obtained throughout the apprenticeship program, I received oral and/or written reports passed down from the 1st and 2nd shift mechanics to accomplish repairs to various equipment/components as required by the night shift work order. Utilizing the key shop work center job order, referenced diagram/assembly plans, Design Memorandums/Field Instructions (DM/DFI), Test Memorandums, Technical Manuals, Process Instructions and other shipyard generated standard and instructions to positively assure and verify correct procedures are followed and maintained to accomplish all phases of work. As a graveyard (3rd – 11 p.m. to 7 a.m.) shift mechanic, my primary function was required to investigate, troubleshoot, repair and/or test hydraulic system components and equipment as directed by supervision and night shift work orders but was required to be knowledgeable on all major systems components and operating procedures while assisting, being assisted by other trades, working with fellow shop personnel or while working alone.

10/1980 to 09/1984 – Marine Machinery Apprentice (WT-5334-00; Supervisor: Kenneth Dote) – As a trainee in the apprenticeship program, I utilized my automobile repair experience and knowledge to expand my skills in troubleshooting, maintenance, repair and overhaul of submarine and surface vessel components, equipment and machinery under the supervision and guidance of upper class apprentices, trade journeyman mechanics, supervisors and General Foreman. Throughout my apprenticeship, I accumulated approximately 6240 hours of on the job training and experience as required by the program. I completed this training by transferring or rotating through various sections in the shop and production division. The rotations were based on shipyard workload and shop section manpower. The sections included: 38A Submarine Blackgang – General Repair, 38A3 Dalic – Brush Plate Repair, 38B Surface Craft – General Repair, 38H Submarine Hydraulics, 38C Test Section – Shipboard testing

(Submarines), 38E Submarine Ordnance, 38F Submarine Sail Team (Mast and Periscope), Shop 38 Graveyard (3rd) Shift, Shop 93 Production Shop Planning, 31 Machine Shop, 31A3 – Submarine Valve Repair, 31C2 – Small Engine Lathes, 31H – Hydraulic Components Repair.

Education

6

JULY 1978

General Equivalency Diploma (GED) / Farrington Community School for Adults, Honolulu, Hawaii

Acquired my General Equivalency Diploma (G.E.D.) after voluntarily exiting Farrington High School in December 1976, to pursue fulltime employment to provide for my newborn son and growing family. While working fulltime, I returned to Farrington Community School for Adults on a part time basis to achieve my diploma. SEPTEMBER 1984

Associate in Science (Marine Machinery) / Honolulu Community College, Honolulu, Hawaii

During the 4 years of apprenticeship training as a Marine Machinery Trainee, I participated in a co/educational class of students and experienced approximately 560 hours of Trade Theory, 100 hours of Trade Drawing, 100 hour of Applied Math, 40 hours of Industrial Psychology, 40 hours of Speech, 40 hours of English and 80 hours of Applied Physics and maintained a 3.8 Grade Point Average.

AUGUST 2002

Information Technology – (No Degree) / Univ. of Phoenix, Phoenix, Arizona

In my attempt to pursue an Associate and/or Bachelor Degree in Information Technology, I worked diligently online for approximately 6 months, but was not able to afford the tuition cost of the classes. During my online classes, I maintained a 4.0 G.P.A. and completed approximately 20 Semester hours. OCTOBER 1984 TO NOVEMBER 2015

Other Training / Pearl Harbor NSY & IMF, Pearl Harbor, Hawaii

In additional to the 4 years of apprentice training education, I accrued more than 1000 hours of numerous training throughout the 31 years after graduating from the Apprenticeship Program. The Certificates of Completion and other documentation to validate my education as I transitioned through the years from mechanic to office worker to supervisor and manager, are available on request and included some of the following: Material Management

(PHNSY - 04/1988), Logical On-line Users Inquiry System (PHNSY - 03/1987), Prevention of Sexual Harassment

(PHNSY - 08/88, 04/98, 09/2000, transferred to online & yearly beyond 2001), Cost/Schedule Control System (PHNSY

- 11/1988 & 02/1989), Beyond Basic DOS (Computer Course - PHNSY - 02/1989), Q and A (Computer Course - PHNSY

- 04/1989), Federal Hazard Communication (PHNS - 09/1989), How to Manage Conflict and Criticism (PHNS - 05/1990), Problem Solving and Decision Making (PHNS - 05/1990), Effective Delegation (PHNS - 06/1990), Time Management (PHNS - 07/1990), Baseline Advance Industrial Management (PHNS - 07/1994), BAlM Level 3, Project, Planning & Management (PHNS - 08/1994), BAIM Level 3, Cost Admin & Financial Control (PHNS - 03/1994), Performance Measurement & Control (PHNS - 08/1995, MS Project Introduction (Computer Course - PHNS - 11/1996, Introduction to Supervision (HRSC PR Training Center - 12/1996), Introduction to Windows NT (Computer Course - PHNS - 04/1997), Mentoring (PHNSY - 05/1999), Responsible Empowerment for Supervisors (PHNS - 06/1999), Automated Training Management System (PHNS - 06/2000), MS Project 2000 Intermediate (Inets Training Center - 03/2001), Project Management (Oceania NAS, VA - 08/2002), SQL Fundamentals (Database Management - 01/03), Red Cross Shelter Management (Schofield Barracks, HI- 04/2003), Incident Command System (ICS) Process Planning (PHNS&IMF - 05/2003), Corporate Zone Manager Training (PHNS&IMF - 10/2004), Level 1 - Strategic Management of Human Capital (Supervisory 102) (PHNS&IMF - 02/2005), Continuity of Operations (COOP) Awareness

(IS/00546) (PHNS&IMF FEMA Virtual Campus - 06/2005), Continuity of Operations (COOP) Train the Trainer (Navy Training Center, PH, HI - 07/2005), Critical Incident Stress Management (CISM), Peer support (PHNS&IMF - 01/2006), Critical Incident Stress Management (CISM), Group Intervention (PHNS&IMF - 01/2006), Building Alignment and Performance (PHNS&IMF - 08/2006), NO FEAR Act Training (PHNS&IMF - 01/2007), Supervisory Diversity Awareness (PHNS&IMF - 04/2007), Equal Employment Opportunity Refresher for Supervisors (PHNS&IMF - 05/2007), Shipyard Performance Management (PHNS&IMF - 09/2007), Corporate NSPS 101 (PHNS&IMF - 10/2007), Performance Management for Managers (PHNS&IMF - 12/2007), NSPS / Performance Management and Human 7

Resourse (PHNS&IMF - 01/2008), Project Management Fundamentals (Bremerton NSY, WA - 03/2009), Counter Intelligence Brief (PHNS&IMF - 05/2009), Various Project Engineering and Planning Manager sessions (on/going self development training 09/2009 to 11/2015)

Activities

1972 TO PRESENT

Automobile Repair (Hobby) / Honolulu, Hawaii

When I was young, I lived across a service station where my family filled up gas from, I frequently went to watch the daily operations, eventually became an employee and started my life long hobby as an automobile mechanic. I learned automobile repair and station operations for more than 4 years at Masaichi Gushikuma’s Shell Service Station as well as being self taught and pursuing book knowledge on mechanical repairs of various mechanical components.

1977 TO PRESENT

Firearms Enthusiast / Gunsmith (Hobby) / Honolulu, Hawaii

Before coming of an adult age, I had a shear fascination of firearms, bullets, ballistics and how they worked. Because of that fascination, I have read, researched and immersed myself in the mechanics and physics of ballistics and firearms. I am a gunowner and a Life Member of the National Rifle Association, a Life member of the United States Practical Shooters Association and annual member of

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