Senior Executive of Program and Project Offices

Russell Wooten, MBA with dissertation

**** **** **** **.

Poinciana, Florida 34759

http://linkedin.com/in/russellwooten-mbaorms-pmp

****************.*@*****.*** 571-***-****

Director, EPMO for Operational Excellence, CIO, CTO, Strategy, Data Analytics, Modeling & Simulation.

Senior Executive Director of Global Concurrent Program and Project Offices developing strategic plans and roadmaps, budgets and governance, redesigning IT, engineering, and operations at all organizational levels, to improve performance, profits, stability, and growth both short and long term.

Whole Earth Consulting & Engineering, virtual organizational December 2015 - December 2022

Chairman of the Board; visionary, mentor & champion

For-Profit and Not for Profit Small Women-Owned Businesses focusing on utilizing advanced industrial and systems engineering, combined with Traditional Native American Wisdom, to solve problems and help Veterans and Native Americans.

* This two-person start-up created two legal entities: marketing, branding, advertising, and web presence. Crafted strategic plan, mission & vision, goals & objective statements, and a five-year roadmap to success. Set up a future partnership with industrial and academic leaders to start its journey.

* Built two Project Management Offices (OMO) utilizing best in class project management standards, which included project planning, agile, lean, 6Sigma, SCRUM, and DMAIC.

Resulting Achievements

* Completed three successful engineering engagements in South America, including partnering with large local banks and utility companies to modernize agricultural, infrastructure, and supply chain systems. Enhanced local Native cultures by combining modern technology with native wisdom.

Department of Homeland Security/TSA, Arlington, VA March 2002 - December 2015

OIT Executive Staff Senior Manager & GM of Concurrent Program Management Offices

I left my consulting position in the private sector, joined TSA, and committed to strengthening our transportation systems while ensuring the freedom of movement for people and commerce. My technical, leadership, organizational, engineering, and project management skills helped build TSA into an agile security agency, embodied by a professional workforce, engaging its partners and the American people to outmatch a dynamic threat.

Office of Information Technology

Directed IT and Technology P&L for 13 of 22 offices within TSA with a $4B program budget.

32 PMOs with 29 PMs, 500 IT civilians and > 30 contracting organizations.

* Managed and led Information Technology interactions with multiple critical mission and support offices within TSA to assure their success of meeting their mission requirements while operating within the guidelines of IT policies and security concerns.

* Managed concurrent successful physical relocations of TSA Program Offices and computer processing centers to TSA-HQ while standing up off-site secure backup locations resulting in improved personnel and IT security, operations, and effectiveness while reducing overall costs.

* Proposed and coordinated phone system, circuit, and commercial software upgrades to non-secured and secured locations.

* Proposed and directed system upgrade modifications, office expansions, and stand-up of multiple backup operation centers for TSA Program Offices.

* Championed agile and scrum IT development.

OIT Office of Strategy & Road mapping

Created office with staff of 8 government civilians supported by > 100 civilians and > 300 contractors.

* Researched and defined a 5-year strategy with yearly roadmaps to align TSA's mission with overall government security/terrorism mission.

* Responsible for all IT and Security Technology Strategy, Policies, Reports, and Roadmaps, resulting in the successful implementation of programs, projects, costs, schedules, scopes, priorities, and team efforts for all things IT and advanced technology initiatives.

* Researched and drafted Integrated National Air Security & Safety Plan as delivered to Congress by U. S. Department of Transportation Secretary Norman Y. Mineta on December 16, 2004.

* Successfully provided Senior Level Leadership for U.S. Commercial Aviation Partnership Economic Tool (USCAP) efforts to optimize airport and other transportation perimeter security while identifying and minimizing unwanted economic impacts on our nation and economy. Led team for USCAP entry as a finalist in the 2006 Franz Edelman Award Competition. Global competition recognizes the most outstanding, high-impact business applications utilizing Operations Research.

OIT Office of Governance and Budgeting

Developed office with staff of 7 government civilians supported by > 100 civilians and > 500 contractors.

* Responsible for development and control of all IT office, program, and project budgets and all IT development and budget components in all offices.

* Provided guidance and integrity to all TSA Offices regarding the governance/budgeting of their programs with the White House and Congress, resulting in enhanced governance/budget realization for TSA Offices and Programs.

* Briefed OIT Senior Leadership Team on financial and budgetary approach & direction.

* Developed and defined strategic level reviews of all TSA Investments focusing on adherence to OMB & DHS Capital Planning Guidelines.

Developed CIO Core Process Matrix, mapping inputs, outputs, and values at enterprise level.

* Enhanced budget realization for TSA Offices and programs by guiding governance/budgeting with the White House and Congress.

* Established OMB and DHS-compliant scoring criteria and aligned budget within TSA.

OIT Office of the Chief Technology Officer (CTO)

Initiated discovery, evaluation, and recommendation of engineering, information technology, and security technology proposals across all transportation modes to share DHS vision and requirements with external stakeholders while informing DHS of current and future capabilities and technologies from academic and industry partners.

* Champion and DHS lead for American's initial step to reengineer our National Commercial Airspace Transportation Systems for 2025 and beyond; Next Generation Air Transportation System (NEXGEN).

* Championed the development of the Security and Safety Strategic Visions for a re-engineered National Air Space for 2025 and beyond.

* Provided technical, IT and management insights to Threat Imposed Projection (TIP). IPT resulted in the creation, verification, validation, and delivery of 2,400 new threat images.

* Initiated, researched, and conducted Wireless Airport Pilots at Dulles and Baltimore-Washington airports, establishing video and TIP data capabilities without expensive hard-wire lines.

GPS Systems

* Championed and led DHS Senior Level Leadership with Department of Defense (DOD), including Geospatial Positioning, Navigation, and Timing Executive Committee. Project advance utilization and security of satellite and ground-based military, government, and shared communications systems. This resulted in the successful recommendation of programs to eliminate GPS first response vulnerabilities and enhanced backup for military systems. Worked directly with the White House.

Strategic Modeling & Simulation

* Provided consulting expertise for DHS/FEMA and 1st Response efforts in modeling and simulation of strategic road mapping initiatives with DOD.

* Executive Consultant on Egress and 1st Response Simulation Models developed by the U.S. Secret Service for both 2008 Presidential Conventions resulting in action plans and coordination of safe egress for Political VIPs and all others out of the convention areas while allowing police and first responders simultaneous access into the convention sites.

Biometric Working Groups

* Acted as expert TSA representative on DHS Biometric Technology and Capabilities project, which created a long-term focus on global standardization of biometric technology and short-term accomplishments of enhanced utilization of biometrics resulting in strengthening terrorist security within DHS.

Wireless Airport Pilot (RFID)

Initiated, researched, and conducted Radio Frequency Identification (RFID) Pilots for checkpoints and check baggage areas in collaboration with the Transportation Security Lab and Delta Airlines.

Data Analytics, Modeling and Economic Impacts

Managed & lead DHS-wide IT Strategic Human Capital Analytics & Metrics Working Group

* Redefined CIO & TSA Analytics, Metrics & Dashboards from internal and external sources.

* Created descriptive, diagnostic, predictive, and prescriptive analytics dashboards.

Security Intel and Screening

Championed cost effective and intelligent research and development of screening environments across perimeters of all modes of commercial transportation and supply chains, focusing on intelligent use of advanced technologies and efficient improvements of processes.

* Reduced the full-time federal government screening workforce from 120K to 80K and budget from $6B to $3B by redesigning screening technology and processes.

* Improved accuracy of the screening detection process for carry-on luggage by 70%.

* Improved security flow partnering with Alaska Airline to extend TSA checkpoints to terminal kiosks and curbside.

* Reduced total daily screened passengers 30% by leading selectee-enabled checkpoint pilot to eliminate secondary screening, and delays in airport operations and route schedules.

* Created, verified, validated, and delivered 2,400 new threat images by providing technical IT and management insights to Threat Imposed Projection (TIP).

* Managed multiple Airport Screening Scheduling Optimization Pilot that developed TSA’s initial optimal scheduling scenarios for screeners.

* Led Selectee-Enabled Checkpoint Pilot that eliminated airport secondary boarding gate security screening.

* Managed Airport of the Future Pilot with Alaska Airlines to utilize kiosks and extend security to curb, resulting in improved customer services for the airline services, and did not negatively affect security.

* Expedited situational baggage removal and eliminated lost and miss-shipped luggage by re-engineering the checked-in luggage process.

* Led IT and Engineering activities associated with Risk-based Workforce Sizing Workgroup, which developed screener-staffing recommendations based on local changes to TSA security levels and deployment of security technology equipment for each airport.

McDermott International, Alliance, Oh March 2002 – January 2015

Principal Consultant, R&D Division 1989 - 1994

Manager, Project Management Office, Reported directly to CEO & Board of Directors 1995 - 2002

McDermott is a premier, fully integrated provider of engineering and construction solutions to the energy industry. Directed key projects resulting in problems solved, performance improvements, organizations redesigned, cost savings, processes reengineered, and the successful completion of critical enterprise-wide projects.

* Deputy Site Director corrected and closed a large-scale engineering project entailing Russia's nuclear cleanup of low-grade radioactive material. The project was three years behind schedule, with significant quality issues, costing the operation >$30K (USD) per day in labor. My efforts resulted in improved performance and quality. Upon completion of project, company received a $15M completion bonus.

* Assistant Director and Lead Facilitator of Business Process Redesign efforts at DOE Hanford Plutonium Finishing Plant. Three core processes were redesigned, resulting in a realigned organization, developed team concepts within site, and empowered workers with improved job training systems and career work path selections. Partnered with stakeholders including site management, union leadership, outside contractors, local and national DOE representatives, and over 20 local & national advocate groups.

* Developed Department of Energy’s (DOE) Hanford Plutonium Finishing Plant, Root Cause Analysis, and Strategic and Tactical Plans resulting from shutdown of fissile material movement, resulting in my organization’s continued management of the remediation efforts at this plant.

* Program Manager for Year 2000 (Y2K) Remediation efforts of 38 Corporate HR and Management Applications.

* Directed design and implementation of simulation-based computer scheduling system, which managed the fabrication of redesigned rocket motors for NASA’s space shuttle.

* Led proposal development team to manufacture Dipole and Quadrupole Magnets and Spool Pieces for Superconducting Super Collider.

* Responsible for enterprise-wide resource planning (ERP) system, which replaced a variety of legacy systems)

* Responsible for $12 million in-house enterprise-wide international financial reporting system project.

* Directed Program Management efforts to deploy over 3,000,000 metric tons of construction materials and equipment from around the world to a remote oil field in Russia.

* Responsible for $8 million design and development of simulation-based computer scheduling system to manage facility that fabricates replacement boiler tubes.

* Led multiple discrete event and continuous event simulation projects over 12-year span resulting in design, scheduling, productivity, safety, and sales improvements of offshore pipe laying activities in Gulf of Mexico and North Sea including $50 million barge refurbishing project.

* Initiated plant operational modifications resulting in plant-wide improvement from 60% to 95% productivity and 9% reject rate to 1.48% which resulted in planned shutdown being dismissed.

* Lead 7 successful process center improvement projects which reduced time and cost while utilizing just-in-time.

Akron General Medical Center, Akron, Oh January 1988 – February 1989 Manager, Management (Industrial) Engineering

Managed cost savings, productivity improvement, inventory & materials controls, and nursing staff efficiencies.

* Improved productivity cost reduction reporting system and successfully marketed it to five external hospitals.

American Greetings Corporation, Cleveland, OH January 1982 – January 1988 Supervisor, Productivity Studies Department

Supervised internal consultants and managed external productivity consulting groups.

* Consistent corporate wide productivity improvements and cost savings

Airco Welding Products, Cleveland, OH 01/1978 - 12/1981

Acting Plant Manager

Promoted from

* Plant Process Engineering Manager

* Division Industrial Engineering Manager; three locations

* Plant Industrial Engineering Manager

Phoenix Dye Works, Cleveland, OH 06/1977 - 01/1978

Department Manager of three-shift operation

EDUCATION:

Cleveland State University, Cleveland, OH September 1891 – June 1982

Master's Degree

Operations Research and The Management Sciences with dissertation

2nd major: Organizational Development

Cleveland State University, Cleveland, OH September 1973 – June 1977

Bachelor's Degree

Major: Management and Labor Relations

CONTINUING EDUCATION

DHS, TSA and DOD March 2002 – November 2015

Certificates Program and Project Management

The George Washington University March 2004 – July 2004

Certificate, Program Management

Harvard, MIT & Kent State January 1993 – December 2001

Certificates, Data Analytics, Modeling & Simulation, Forecasting & Executive Management

IBM, Project Management Institute (PMI), Institute of Industrial & Systems Engineering (IISE),

Pritzker Modeling, and Systems Modeling Corporation January 1990 – December 2001

Certificates, Data Analytics, Modeling & Simulation, Forecasting & Simulation Based Scheduling

Institute of Industrial & Systems Engineering (IISE) February 1989 – present

Certificates, Lean Master Black Belt, Lean Six Sigma Black Belt, Six Sigma DMAIC, Supply Chain Management, Agile & SCRUM

Arizona State University March 1983

Certificate, Senior Executive Course, Leadership of Highly Skilled Senior and Technical Managers

VOLUNTEER LEADERSHIP EXPERIENCE:

Institute for Operations Research and the Management Sciences (INFORMS)

Franz Edelman Laureate, 2006

Franz Edelman Society Academy Member representing DHS, 2006

INFORMS Moving Spirit Award, 2009

INFORMS Career Development Advocate, 2002 - 2016

INFORMS Analytics Award Competition Judge, 2011 - 2016

CPMS, THE PRACTICE SECTION Board Director, 2009 – 2016

D.C. Chapter (WINFORMS) President, 2005 – 2012

Institute of Industrial and Systems Engineers (IISE)

Fellow, 2010

Society of Engineering Management Systems Management Award, 2011

Industry Advisory Board Chair, 2007 – 2010

National Capital Chapter Director of Science and Engineering Fairs, 2003 – 2016

IISE Representative & lead for Future Cities International Competition, 2005 – 2016

IISE Washington DC, Maryland, and Virginia State Finalist STEMS Science Fair Judge, 2003 – 2016

National Capital Chapter, President, and Chief Executive Officer, 2004 - 2013; Gold Leadership Status

Fellows Leadership Council, 2016 – 2022

Washington DC Council of Engineering and Architectural Societies (DCEAS), 2004 – 2016

Washington DC Engineer of the Year, 2007

International Conferences Leadership Roles from 2003 – 2016, Track & Conference Chair

Metrics at TSA From 02/2002 to 11/2002

Key Leader in the development of TSA post-September 11, 2001

* Stood up TSA presence in >400 domestic airports, > 20 international locations, and multiple backup locations.

* Increase employee population from 3 people to over 125,000 full-time federal government workers

* Increased TSA Federal Budget from $0 to > $6 billion for project spending, not including infrastructure and labor

* Screened > 2M passengers daily and > 750M annually

* Screened > 1.4 million checked-in bags for explosives and other dangerous items daily

* Screened > 5.5 million carry-on bags for explosives and other prohibited items daily

* Ensured security of > 23,000 domestic flights daily and > 2,600 international flights daily

* Eliminated "ghost images" at checkpoints which were closing airport terminals across the nation and forcing

100% of all boarded but non-departed passengers to return to the checkpoint and then 100% of all passengers in the checkpoint area to be re-screened

* Eliminated secondary screening as passengers boarded airplane reducing total daily screened passengers by 30%

* Improved accuracy of screening detection process for carry-on luggage

* Extended TSA Checkpoint to Terminal Kiosks and Curbside

* Re-engineered checked-in luggage process to expedite situational baggage removal and eliminate lost &

incorrectly shipped luggage

C level Leadership:

* Chairman of the Board for two women owned small business startups. 2015 - 2022

* Senior Executive Leadership role in Civilian Government. 2002 - 2015

* Reported directly to two Boards of Directors on results of key projects. 1995 - 2002

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