Business Administration Systems Engineering
Resume:
Dr. Gregory Dees
Apartment 12110
Fairfax, VA 22030
256-***-****, **********@***.***
Objective
To help build a globally integrated enterprise whose strategy, management, operation, and production deliver value worldwide.
Education
Doctorate in Business Administration - 7/2024 Master of Science - 7/2011
Major: Quality Systems and Major: Industrial & Systems Engineering
Improvement Management 1st Minor: Engineering Management
Cambridge College Global 2nd Minor: Statistics
Boston, Massachusetts University of' Alabama at Huntsville
Huntsville, Alabama
Master of Business Administration - 6/1993 Bachelor of Science - 12/1995
Major: Finance Major: Electrical Engineering
Alabama Agricultural and Mechanical University University of Alabama at Huntsville
Normal, Alabama Huntsville, Alabama
Bachelor of Science - 5/1987
Major: Mathematics
Minor Instrumentation Technology
Athens State University
Athens, Alabama
Work Experience
Doctoral Degree Candidate
Cambridge College Global
May 2019 - June 2024
Boston, Massachusetts
Conducted an exploratory sequential mixed-methods study to determine:
o Whether global awareness correlates with undergraduate business students' interest in studying abroad.
oThe barriers and factors that influence undergraduate business student enrollment in study abroad programs.
Qualitative data were gathered through email interviews, while surveys were used to collect quantitative data.
A positive Kendall Tau b correlation was found between global awareness and student interest in participating in study abroad programs.
Nine barriers and 22 attributes were identified as statistically significant (p = 0.05 or p = 0.01) through a literature review and a Kano-model questionnaire.
oAffinity diagrams were used to group the barriers and attributes into meaningful themes to illustrate their relationships.
oThe following barriers, which were not found in the literature review, were identified: lack of a college experience, pet care issues, and time management challenges.
oNew attributes identified included fundraising opportunities, stipends, schedule flexibility (i.e., the ability to avoid conflicts with work or graduation), and the possibility of taking pets along.
The Voice of the Customer (VOC) approach could be beneficial in increasing enrollment in study abroad programs at other universities.
Aeronautics Researcher Mission Directorate Capability Lead National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
February 2017 - May 2019
Washington, District of Columbia
Served as the liaison for the Inter-center Aircraft Operations Panel and Aircraft Advisory Board, as well as the Aircraft Management Division, supporting strategy formulation and decision-making.
Acted as the liaison for the Office of the Chief Engineer and the Engineering Management Board, providing recommendations and direction for stakeholder and partnership engagement.
Liaison for the High-End Computing Council, where I planned, organized, and implemented the Fiscal Year Standard Billing Unit portfolio process for budget formulation and decision-making.
Coordinated activities with programs and projects under the National Environmental Policy Act as a liaison.
Chief Information Officer Leadership Team liaison - coordinated Directorate inputs and recommendations for future data calls. To improve business processes
Applied continuous improvement tools and techniques, including Voice of the Customer, Swim Lanes, Gemba Walks, the 5 Whys, and Value Stream Mapping
Developed key performance indicators and performance measures to enhance business processes.
Served as a Contracting Officer’s Technical Representative (COTR).
Engineering and Management Studies Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
February 2015 — February 2017
Washington, District of Columbia
Assisted a University Foundation in securing Federal Prime Contractor and Subcontracting opportunities through the Small Business Innovation Research (SBIR) and Science and Technology Transfer programs.
Led a cross-functional team, including the Office of the Chief Financial Officer, the Office of the General Counsel, the NASA Administrator's Office, and the NASA Partnership Office, to identify domestic reimbursable agreements for the fiscal year. Conducted a trend analysis of NASA vendors and contract amounts.
Reviewed the NASA Strategic Plan and the Quadrennial Energy, Defense, and Homeland Security Reviews, with a focus on Climate Change and Earth satellites, which were of shared interest.
Engineering and Management Studies Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
February 2013 — February 2015
Washington District of Columbia
Director of experiential and service learning at a university in the southeastern United States
Built a Concept of Operations for a capability to provide undergraduate business students with national/international work experiences, requires community service, and improves national competitiveness in science, technology, engineering, and mathematics (STEM).
Completed an Intergovernmental Personnel Act assignment aligned with the following:
oExecutive Order 13532 - Promoting Excellence, Innovation, and Sustainability at a university
To advance the development of the Nation's full human potential and to advance equal opportunity in higher education, strengthen the capacity of a university to provide the highest quality education, increase opportunities for these institutions to participate in and benefit from Federal programs, and ensure that our Nation has the highest proportion of college graduates in the world by the year 2020.
The White House Initiative on Educational Excellence for Americans.
To strengthen the Nation by improving educational outcomes for Americans of all ages and to help ensure that all Americans receive an education that adequately prepares them for college, productive careers, and satisfying lives.
oThe NASA Strategic Goal #6: Share NASA with the public, educators, and students to provide opportunities to participate in its mission, foster innovation, and contribute to a robust national economy.
oThe NASA Diversity and Inclusion Strategic Implementation Plan.
Provide innovative Agency guidelines and strategies [to] enhance the inclusiveness of the work environments and broaden the reach of education, recruitment, and small business efforts.
Engineering and Management Studies Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
Federal Aviation Administration (FAA) Office of Commercial Space Transportation (CST)
January 2012 — February 2013
Washington, District of Columbia
The mission of the Office of CST is to protect the public, property, national security, and foreign policy interests of the United States during commercial launch or reentry activities, while also encouraging, facilitating, and promoting commercial space transportation.
Completed a one-year detail in the Federal Aviation Administration (FAA) Office of Commercial Space Transportation (CST) under the Chief Engineer's Director of Research.
Developed a "Blue Ocean Strategy" for the Centers of Excellence and created a Justification for Other than Full and Open Competition (JOFOC) for administrative support of Centers of Excellence.
Assisted in the development of a Memorandum of Agreement (MOA) between NASA and the FAA.
Presented a study on "NASA Program Analysis and Evaluation Office (PA&E)-like organizations in the federal government" at the Third Annual Association of Government Accountability Conference on Federal Performance in April 2012 in Washington, D.C.
Engineering and Management Studies Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
May 2010 - January 2012
Washington, District of Columbia
Homeland Security Presidential Directive 12 Assessor. Verified compliance with:
oFederal Information Processing Standards 201-1 Personal Identity Verification of Federal Employees and Contractors and
oNational Institute of Standards and Technology Special Publication 800-79-1, Guidelines for the Accreditation of Personal Identity Verification Cards.
Conducted a Social, Technological, Economic, Ecological, and Political (STEEP) Analysis.
Gauged Brazil, Canada, Korea, India, Japan, Russia, France, Germany, Italy, United Kingdom, China, Norway, and Malaysia's space effort impact on NASA strategy.
Developed Organization for Economic Cooperation and Development, the National Oceanic and Atmospheric Administration, FAA, Federal Communications Commission, US Geological Survey, Department of Interior, and Department of State study meeting agenda
Developed the Office of Strategy Formation charter which included specifics on its value proposition, function, authority, stakeholders, goals, priorities, scope, requirements, assumptions, constraints, boundaries, risks, deliverables, cost, and schedule estimates, change control, and success criteria.
Conducted a Scenario Analysis Working Group study to (1) Better understanding of space industry capacity, (2) Examine the implications of acquiring, maturing, and infusing commercial capabilities, (3) Modify products to reduce cost/schedule impacts, (4) Determine if "commercial" should refer to partnering or off-the-shelf acquisitions and (5) Implement a plan to right-size and keep civil servant knowledge and skills current.
Engineering and Management Studies Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
May 2009 - May 2010
Washington, District of Columbia
Led a comprehensive review of Program Analysis and Evaluation (PA&E) organizations within the federal government. This involved interviewing representatives from ten Executive Departments, Independent Government agencies, and Government corporations. The objective was to identify, document, and assess best practices, lessons learned, and performance metrics.
Co-led a Protective Services Options Study to analyze and evaluate protective service requirements. The study considered several options: (1) converting some contractor functions in-house if they are closely associated with governmental functions; (2) consolidating and outsourcing all protective services functions; (3) converting certain contractor functions in-house at select locations if those functions are inherently governmental; and (4) delegating procurement and source selection authority to NASA Centers.
Co-led a Contract Consolidation Study to determine: (1) whether it is appropriate to consolidate a contract; (2) if there is a positive correlation between consolidated contracts and bid protests; (3) whether contract consolidation benefits small businesses; and (4) if NASA's contract consolidation policies and practices align with current federal guidelines and regulations. The findings indicated that: (1) contract consolidation is appropriate under certain conditions; (2) a positive correlation exists; (3) consolidated contracts do benefit the small business community; and (4) NASA's contract consolidation policies and practices are adequate and consistent with federal requirements.
Engineering and Management Studies Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
May 2008 - May 2009
Washington, District of Columbia
Led a Partnership Performance study to assess whether selected $250 million programs had adequately scoped partner interactions.
Utilized risk-monitoring techniques to track and evaluate the effectiveness of risk management actions on performance.
Collected data from program management officials through open-ended interviews and conducted a Pareto analysis to identify the root causes of program performance issues. Our findings revealed that dynamics in partnership policy and regulations impact implementation risk, along with poorly defined requirements and cultural differences. Additionally, partnerships positively expanded program selection options.
Served as the Assessor for the Certification and Accreditation of NASA's Homeland Security Presidential Directive (HSPD)-12 Personal Identity Verification Program.
Conducted organization and facility assessments to verify compliance with: a) Federal Information Processing Standards (FIPS) 201-1 regarding Personal Identity Verification (PIV) of Federal Employees and Contractors, and b) National Institute of Standards and Technology (NIST) Special Publication 800-79-1, which provides guidelines for the accreditation of Personal Identity Verification cards.
Offered recommendations to reduce or eliminate deficiencies and security vulnerabilities, detailing the potential impacts of these shortcomings if they are not addressed.
Program Executive.
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
May 2007 - May 2008
Washington, District of Columbia
Senior Leadership Program Developmental Assignment Opportunity to implement Homeland Security Presidential Directive-12.
Managed development and placement of training modules in the System for Administration, Training, and Educational Resources (SATERN) for Personal Identity Verification (PIV) Credential Issuance. Worked with the Common Badging and Access Control System PIV Team, the Agency Implementation Team, Mission Directorates, and the Office of Strategic Communications: 1) Developed a change management system and an Executive Configuration Control Board charter, 2) Provided the Chief Information Officer with a change management model, and 3) Developed Program Office organizational chart and updated the Office of Security and Program Protection website.
Updated Financial Management Requirements Volume 4 with Chief Financial Office. Developed Office of PA&E Strategic Investments Division (SID) overview and supported Planning, Programming, Budgeting, and Execution (PPBE) efforts.
Developed statistics for Independent Verification and Validation (IV&V) projects as a percent of mission cost: a) Swift Gamma-Ray Burst Mission, b) Mars Science Laboratory, c) Kepler Mission, d) Mars Phoenix Lander, e) Solar Dynamics Observatory, f) Aeronomy of Ice in the Mesosphere satellite Small Explorers-9, g) Time History of Events and Macroscale Interactions during Substorms Medium Explorer 5, h) Mars Reconnaissance Orbiter, and i) Dawn Discovery Mission, and j) New Horizons (Pluto Kuiper Belt). The population standard deviation was unknown, the sample size was less than 30, and I used the student t-distribution to calculate the 95% confidence interval. The results helped determine whether the samples, on average, used 1% of the mission cost as the IV&V cost estimate.
Program Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
May 2006 - May 2007
Washington, District of Columbia
Led a Team-Building Needs Assessment of team direction, understanding, accountability, and characteristics.
Supported an Astronaut Office Study to determine Astronaut corps size for the Exploration missions.
oReviewed production operations, management science, and industrial engineering literature, applied inventory models and examined state models and astronaut attrition rates.
oResearched Factor Analysis and Response Surface Methods and conducted Analysis of Variance (ANOVA) and Regression Analysis.
Supported an International Standards Organization and third-party Certification Study investigating management system implementation and certification.
Reviewed financial analysis, government accounting, business statistics, and Federal Government Auditing: Laws, Regulations, Standards, Practices, & Sarbanes-Oxley literature,
Documented the process for developing the Supporting Data section of the fiscal year 2008 Integrated Budget and Performance Document,
Produced a report detailing requirements, source data, analytic assumptions, and areas for improvement that will help guide budget justification documentation development during the budget cycle.
Program Executive
National Aeronautics and Space Administration Headquarters
Administrators Program Analysis & Evaluation (PA&E) Office
May 2005 - May 2006
Washington, District of Columbia
Supported Administrator's Space Communications Organization Study.
Examined the organizational structure of the twenty-five (25) largest telecommunications corporations, their Board of Director standards, and Federal Benchmarking Consortium Studies, identifying strengths, weaknesses, advantages, and disadvantages.
Supported Space Communications Architecture Working Group (SCAWG) teleconferences for information on engineering operations.
Scheduled meetings and workshops to evaluate contractor performance and examined the hourly rates of twenty-five (25) consultants and their Statements of Work (SOW).
Interviewed accountants, a contracts lawyer, a Contracting Officer, and a cost analyst to understand how consultant contribution is measured.
Developed performance measures and award guidelines using NASA Policy Directive (NPD) 1000.3, PA&E Charter, Organizational Self-Assessment questionnaires, Balanced Scorecard Best Practices, and Department of Defense (DoD) Performance Award Standards.
Met with the Dupuy Institute to discuss its program modeling approach. The Institute's understanding of Army combat modeling, the Air Campaign Historical Study, and the Battle of Britain Data Base led to the development of the Tactical Numerical Deterministic Model (TNDM) and Dupuy Air Campaign Model (DACM). The lessons learned would help develop a NASA program model.
Program Executive
National Aeronautics and Space Administration Headquarters
NASA Administrators Office, Advanced Planning and Integration.
August 2004 - May 2005
Washington, District of Columbia
Focused on the International Space Station (ISS), Nuclear Systems, and Aerospace Strategic Road map development and assisted with road map integration activities.
Supported some NASA Center Civil Servant studies and initiated Economic Value Added (EVA), Time Driven Activity Based Costing (TDABC), and the Balanced Scorecard application to Advanced Planning and Integration Office (APIO) activities.
Applied EVA, TDABC, and Balanced Scorecard principles to NASA FY2004 Financial Statements Advanced Planning and Integration Office (APIO) activities.
Supported International Space Station (ISS), Nuclear Systems, and Aerospace Strategic Road map development and assisted with integration activities.
Program Executive
National Aeronautics and Space Administration Headquarters
Office of Biological and Physical Research (OBPR)
December 2003 — August 2004
Washington, District of Columbia
Advised management on strategy and policy, prepared payload flight list manifests, and negotiated approval.
Lectured program executives, resource analysts, and managers on Earned Value Management concepts.
Participated in the Johnson Space Center (JSC) 's space shuttle and space station payload activities. I promoted the use of Earned Value Management, the spiral development model, and the system of systems techniques by the Research Partnership Centers (RPCs) in keeping with the OBPR road map and the exploration of the Moon and Mars.
Investigated forming Space Product Development (SPD) partnerships within NASA Headquarters.
National Aeronautics and Space Administration Marshall Space Flight Center
Headquarters Office of Space Flight Chief Engineer Detail
November 2002 — December 2003
Huntsville, Alabama
Helped revise some NASA Procedures and Guidelines (NPG) 7120.5B and streamline some Program Management processes. I also participated in Independent Assessments and conducted Risk Management analyses and supported Boards, Panels, and the executive secretary of the Headquarters Contingency Action Team (HCAT) for the Shuttle Transportation System (STS)-107 mishap.
Coordinated with the Office of the Administrator (Code A), Office of Safety and Mission Assurance (Code Q), Office of Space Science (Code S), and Office of Biological and Physical Research (Code U) on implementing the Code M Strategic Plan and collaborating on NASA-wide Human Factors.
Developed a Business Case Analysis for a NASA-wide Knowledge Management System prototype, analyzed the Code M Organizational Work Instructions (OWI), and also provided recommendations for process improvement in preparation for the International Standards Organization (ISO) audit.
Node Two and Three Project Representative to Johnson Space Center International Space Station Program (ISSP)
National Aeronautics and Space Administration Marshall Space Flight Center
Node Two and Three Project
June 2000 — November 2002
Huntsville, Alabama
Interfaced with Boards, Panels, and Working Groups.
Employed statistical process control techniques to process engineering change proposals (ECPs) that reduced the number of active Node ECPs by 30%.
Assisted in the development of a $600,000,000 Program Operation Plan.
Maintained contact with the International Partners (i.e., the European Space Agency and National Space Development Agency of Japan).
Prepared organizational work instructions and studied NASA's geographical structure for node project management.
Resolved technical and managerial problems with Alenia Aerospazio and Agenzia Spaziale Italiana engineers and managers addressing Structures, Electrical Power, Thermodynamics, Command and Data Handling, Environmental Control and Life Support Systems, Test and Verification, Avionics, Systems, and Software.
Honors and awards
Delta Mu Delta, Honor Society in Business Administration
National Aeronautics and Space Administration Thirty-year Service Award
Massachusetts Institute of Technology Sloan School of Management Executive Education Managing Complex Product Development Projects Certificate
Northwestern University Kellogg School of Management Executive Scholar in Leadership and Management.
Professional Memberships
American Society for Quality
Theta Tau, Professional Engineering Fraternity
Professional Skills
Quality Systems Management; Quality Control; Lean Six Sigma Green Belt; Level Two Contracting Officer Representative; Portfolio Analysis; Microsoft Project; Microsoft Visio; Microsoft Office (PowerPoint, Outlook, Word, Excel (Pivot Tables, dashboards, array functions)); Minitab Statistics; IBM SPSS Statistics; Tableau; 6-step Kaizen (Plan DO Check Act cycle); Value Sueam Mapping; Define, Measure, Analyze, Improve, Control (DMAIC); Pareto analysis; Financial concepts and principles (Cash Flow, Net Present Value, Internal Rate of Return, Return on Investment, Economic Profit); Quantitative and qualitative research.
Professional publications
Dees, G. (2024). Capturing “Must Be" Study Abroad Program Requirements for Business Students at a southeastern Historically Black University. (Registration No, TX9402149) Doctoral Dissertation. Cambridge College]. ProQucst Dissertations and Theses Global.
Young, Jr, R., Dees, G. and Brewer, L. (1996). Training capabilities in support of crew and ground Space Station payload operations. In Space Programs and Technologies Conference (p. 4372).
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