Charles R.

Oxendine

Charles R. Oxendine

** ******* **

Bedford NH, 03110

Cell: 603-***-****

OBJECTIVE: Seeking employment as an Electronic Warfare Specialist (ES/EA/EP/Cyberspace) with a focus on electromagnetic environment scenarios and active and passive EA systems WORK EXPERIENCE:

Multi-Family Rental Property Owner (2017 – Present): Provide complete property oversight, hire and manage a property management company, solicit and identify potential renters, conduct annual unit inspections for lease compliance and ID potential/existing maintenance issues, and conduct annual summer and winter maintenance as well as any minor or major maintenance/renovations. When necessary hire and provide construction contractor oversight and permits, establish and maintain mortgage, insurance, and taxes, and manage resources to plan for future renovations and additions. Strive to make a rental a home.

Small Business Owner, Portsmouth Scuba (April 2015 – July 2022): As the owner and only employee, with five contractors and one or two summer interns, I was responsible for the overall operations, financials, promotional advertising, legal and state/city regulations compliance, logo/trade mark registrations, design, development of social media, establish community relationships for needed resources (e.g., pool), etc. Conducted training classes, dive gear service technician, retail, ordered supplies, organized local shore and boat dive adventures, manage and track rental gear, conduced compressed air and facility maintenance, as well as custodial work. Raytheon Integrated Defense Systems, (On Loan Integrated Supply Chain) Program: QEWR/Multiple Programs – Missile Defense Center (MDC) ISC Jan 2016 – Mar 2021 Material Program Manager (MPM)

MPM for multiple program, Managing the acquisition of raw and fabricated material listed on CBOM, identify qualified suppliers and submit RFPs, develop acquisition contracts and NDAs, conducted supplier downs select and negotiations, lead and coordinate all activities from contract award through material delivery. Develop and maintain weekly/monthly status reports and presented at program management meetings. All procurement parts for engineering proof of concepts, engineering models, and production. Ensures employed acquisition process complies with established company procedures, polices, and best practices (audits). Raytheon Integrated Defense Systems, (On Loan Integration and Test) Program: US Patriot Crypto-Comms, Aug. 2012 – Dec. 2016, System Engineering Manager Responsible for integrate and sell-off the US Patriot Crypto logical Communication upgrades which replaces decommissioned encryptors by NSA. This effort includes updating the PIDS, identifying applicable requirements, developing the requirement verification metrics, developing sell-off approaches, collaborating with the engineering disciplines to develop sell-off artifacts, identifying test equipment, conducting hardware integration, developing test procedures, dry-run and baseline test procedures, conduct IR8 and TRR, conduct sell-off testing, develop and submit sell-off report. I’ve contributed across all areas, with a focus on the requirement the verification matrix, supporting hardware integration, and test procedures development and dry-run. I developed eight test procedures, which have been peer reviewed and blessed by the customer (LTPO). They continued to be dry-run and refined in preparation for sell-off.

Raytheon Integrated Defense Systems, Systems Engineering Sr Manager Program: UAE Patriot BMC4I Sell-Off, Aug. 2011 – July 2012 Responsible for working in a highly diverse team environment with a focus on developing Verification Summary Sheets (VSS) and obtaining internal (Technical Lead and SME) and external customer

(LTPO approval on a short timeline. This effort included using analyzing existing data/information to develop verification approaches, filling in the gaps with follow-on testing, resolving requirement issues, developing deviation and waivers, and resolving Run and customer action items. This task often required the team to close action items from the previous blitz while developing VSS for the next blitz. As an analyst and an integrated member of this team, my contributions were essential to the success of the team (e.g., rectifying hardware and requirement incompatibilities). We consistently exceeded expectations and our processes were documents in a Six Sigma project. Raytheon Integrated Defense Systems, Sr Program Manager (On Loan Department Staff) Program: Special Projects – Missile Defense Center (MDC) Aug 2010 – Feb 2012 Staffing Management

Leveraging off the existing infrastructure, I developed concepts to effectively identify track and communicate existing and needed staffing resources the Missile Defense Center’s (MDC) “By-Name” staffing requirements. Collaborating across multiple functional organizations and Programs Office, I was able to refine the existing infrastructure to meet the MDC staffing organizational requirements. These concepts significantly reduce the time require by the department / section manager to allocate and accurately track their staff’s work assignments, durations, and transition plans to new assignments. Eventually, a “Missile Defense Staffing Summary” report was used to support QBARs and PMRs. Raytheon Integrated Defense Systems, Sr Program Manager Program: DD(X), Information Operations (IO) July 2003 – Aug. 2010 System Integrator I organized and lead the development of the IO Critical Concept of Engagements (CCOEs) with the primary goal of developing the shipboard IO operational consistent with the CONOPS and the incremental verification of the system / subsystem architecture system/subsystem requirements, and provide supporting analysis. I collaborated with internal and external customers and resources to facilitate the development of CCOEs: (1) developed text narratives to ensure consistency w/ CONOPS,

(2) developed CCOE-to-Segment requirement (3) then decompose and allocate these requirements to corresponding subsystems within each segment. Throughout this effort the system design was in a state of flux as the CONOPS and the system specification changed (dynamics in customer’s requirements),

(4) perform requirement functional and performance analysis to determine requirement achievability, and (5) provide ongoing analysis to identify insufficiencies and opportunity to improve the DDX mission effectiveness analysis. “DOORS” OOD activity and sequence diagrams were used to document and communicate IO design for insertion into program’s design records and to facilitate ongoing analysis leading to a successful PDR.

LOCKHEED MARTIN, Syracuse NY, Airborne Radar Program Management Program: Radar Modernization Program, E-2C Hawkeye, May 2001- June 2003 Program Manager

This was a two phase multi-billion dollar program with NGC Bethpage to modernize the E-2C’s radar. As the program manager, I lead contract negotiation totaling ~$28M with prime contractor and two subcontractors, and lead program execution from proposal development (Sole Source) through Phase I completion. The first phase (12 month PoP) focused on supporting NGC in the development in the radar portion of the Weapon System and Radar Segment Specification, and the radar segment system engineering design. This effort included baselining the program in MPM schedule and corresponding budget, and tailoring the exiting policies and procedures to track and manage program cost, schedule, technical, & risk. Program’s key Formal Reviews consisted of Program Kick-off, IBR, PMRs, SRR, & Program Close-out. Periodically, Program Directives were developed, and internal and external PMRs conducted to report Cost/Schedule/Technical/Risk progress. Technical requirements maintained in DOORS, EVMS in MPM, Schedule in MS Project, and Risk in Risk Radar. At contract completion, the program was rated green technical, cost, and schedule, and approved for Phase II initiation. LOCKHEED MARTIN, Syracuse NY, Electronic Warfare Systems Engineering Program: AIEWS /AN/BLQ-10, Dec 1998 – April 2001 Unit Manager As the Functional Manager for Electronic Warfare, I regularly meet with program management to identify staffing shortfalls and skill deficiencies. I hire, manage, evaluate, and influence the professional development of 21 EW systems engineers, and I participate in salary, unit succession, and business strategic planning activities. I work with several internal organizations to identify, develop and secure the necessary resources (e.g., training, engineering tools, etc.) for each employee to be successful in their assignment(s). I provide leadership over the course of their assignments, and I frequently meet with senior management to exchange information on the latest EW program events, business policies and procedures, engineering improvement initiatives, and organizational changes. In addition to my technical assignments, I encourage and promote high performance & positive behaviors, ensure adequate & sufficient engineering resources, address staffing availability, and embrace & share the value of professional development.

MOTOROLA, Phoenix Arizona, Space and Systems Technology Group Program: Government Satellite Systems, May 1996 – Nov. 1998, Lead I&T Engineer As the lead I&T engineer, I planned, organized, implemented, and coordinated subsystem and system I&T activities among a core staff of fifteen engineers and technicians. These activities were not limited to: (1) I&T documentation development and requirement validation, (2) identification and allocation of special test requirements, (3) system / subsystem test development, (4) development of H/W & S/W automatic test procedures, (5) conduct TRR & testing, (6) problem resolution. I developed a team, which fulfilled the planned and unplanned H/W & S/W development activities while minimizing schedule & cost impacts. The teaming arrangements encouraged collaboration with systems engineers to validate requirements. With a solid plan & supportive staff, I was able to refine the near term activities, and decompose planning packages to detail the long term I&T activities. As the Cost- Account-Manager, I balanced I&T budget/schedule/headcount against actual, resolved discrepancies, & provided monthly reports.

NAVAL SURFACE WARFARE CENTER, Dahlgren Virginia, Systems Engineering Group Program: Shipboard Hard-Kill (HK)/Soft-kill (SK) Integ., Sept. 1994 – May 1996, Project Engineer

Project focused on reducing H/K & S/K interference to improve detection and engagement capabilities by evaluating new, existing & modified naval tactics. This $200k project was supported by reps from the navy labs, active duty, and JHU/APL. As the lead systems engineer, we identified, developed, & acquired approval on technical approach, worked w/senior technical experts to design test concepts, & developed these concepts into shipboard tests which included test plans and procedures. Project tasks and products were consolidated into two formal reports. I led shipboard testing which included test equipment installation/checkout, & data collection, and the data reduction & analysis efforts. Findings were used to support recommendations to modify EW tactics NAVAL SURFACE WARFARE CENTER, Dahlgren Virginia, Systems Engineering Group Program: Advanced Capabilities (ADCAP), Jan. 1990 – May 1996, Project Engineer ADCAP, a multi-million dollar program, was a major software and hardware modification, which expands the ECM capabilities of the Navy's primary Electronic Warfare system. Since 1990 my duties advanced from systems engineer, to project engineer, to program manager. I played a vital role in the program’s success by actively participating and leading efforts in the following areas: (1) identified and documented interface requirements and H/W design, (2) led functional and acceptance testing, (3) developed and conducted fleet operational and maintenance training, (4) Government and Fleet shipboard acceptance testing, and (5) technology transfer for production. Throughout Milestones I-III, I developed and refined skills in the area of systems engineering, which resulted in the approval of ADCAP for production. Additionally, I exercised my duties and responsibilities and willingly completed tasks that otherwise would have not been accomplished. NAVAL SURFACE WARFARE CENTER, Dahlgren VA, Fire Cntrl & Trajectory Analysis Program: Sea-Launched Ballistic Missile (SLBM) Trident II Missile, Aug. 1989 – Jan. 1992 I developed, analyzed, and maintained control algorithms for the SLBM, Anti-Satellite Kinetic Kill System (ASAT), and Orbital Debris. Work assignments required: technical research, algorithm formulation, algorithm analysis for completeness and accuracy, coding and debugging (Fortran & C), presentation of the technical recommendations, and generation of formal technical notes / reports. Additionally, I developed simulation tools for in-house studies. EDUCATION / TRAINING:

VIRGINIA POLYTECHNIC INSTITUTE, Blacksburg, Virginia, Graduated December 1994, M.S. in Aerospace Engineering, Cumulative G.P.A. 3.38/4.0 (Part-time, Evening Classes). UNIVERSITY OF KANSAS, Lawrence Kansas, Graduated December 1986, B.S. in Aerospace Engineering, Cumulative G.P.A. 3.21/4.0, Member of Sigma Gamma Tau National Aerospace Honor Society. U.S. AIR FORCE: National Guard, Mar. 1987 – Aug. 1989, C-130 Flight Engineer Reserves, Aug. 1982 – Feb. 1987, Egress Technician, A-10 Active Duty, May 1978 – May 1982, Egress Technician F16, F15, F4, & T33 SECURITY CLEARANCE: US Citizen, Currently Active TS Clearance Highest Clearance: TS/SSBI

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