Aircraft Section Supervisor

Timothy Wolard

Crofton MD, *****

Cell: 813-***-****

Security Clearance: Top Secret/Sensitive Compartmented Information

Articulate and trusted aircraft, transportation, and logistics program manager with key acquisition experience specializing in state of the art mission critical aircraft. Over 22 years of leading cross-functional teams, multi-tasking on critical projects, and managing contractor-client relationships.

- Integrated Logistics Support - Logistics Management - Lean Management

- Human Capital Management - Training & Development - Quality Assurance

- Project Management - Aircraft Maintenance - Life Cycle Logistics

PROFESSIONAL EXPERIENCE:

November 2010 to present: DynCorp International

Aircraft Maintenance Supervisor

• First line manager of 66 mechanics performing maintenance on Boeing and Gulfstream airframes

• Ensures employees understand and follow collective bargaining agreement, performance work statement, company policies and procedures, and United States Air Force (USAF) Instructions; directly supported our customer in receiving an “Outstanding” rating during Headquarter compliance inspection

• Coordinates production and assists production superintendent in a cooperation of joint maintenance efforts. Certified aircraft are Safe for Flight according to regulations; met 99% departure reliability rate

• Reviews, evaluates, and implements corrective measures based on quality assurance reports in an effort to meet contract requirements, improve maintenance quality, and prevent development of trends; positive actions and implementation of new strategies reduced failed reports by 25%

• Assures proper documentation of aircraft forms, references past history files for validation of flight safety issues, and takes action to determine the proper maintenance required to quickly repair aircraft

• Conducts inspections of company facilities and assets; ensures personnel practice good house-keeping, tool control, Foreign Object Damage awareness, and follow HAZCOM/HAZMAT programs

• Reviews parts availability, researches component part numbers for procurement to establish aircraft status, and generates work orders for repair and inspection to maintain a 93% mission capability rate

August 1988 to March 2011; United States Air Force

August 2009 – November 2010: Production Superintendent

• Supervised 70 personnel from 8 different functional capabilities; delegated maintenance/inspection tasks; certified aircraft was safe for flight according to FAA & USAF technical orders & regulations

• Reviewed/evaluated 50 Airworthiness Directives and Service Bulletins (SB/AD’s) annually for requirements; scheduled work without impacting missions and ensured aircraft remained airworthy

• Facilitated daily production meetings: reviewed/discussed aircraft status, parts on order, long term missions and upcoming maintenance actions; prioritized tasks and delegated to 9 shop supervisors

• Controlled parts requisition process: managed inventory valued at $20M; worked part requisitions with Contracted Operated & Maintained Base Supply (COMBS) personnel; determined optimal mode of shipment and monitored shipment status; authorized purchase of parts on case by case basis

• Built strong relationships with multiple external organizations, program management office and higher headquarters; coordinated logistics needed for aircraft repairs and communication system upgrades

• Managed highly-visible maintenance projects: led cross-functional team; met with shop chiefs to

identify critical chain; created work schedules for military and contractor personnel; reduced overhead costs by minimizing contractor time on task and completing requirements early; saved nearly $300K

May 2005 – August 2009: Flight Chief

• Led 140 employees performing maintenance on the President of the United States (POTUS) fleet of aircraft (Air Force One); provided mentoring, rewarded superior performance, administered discipline using a firm-but-fair approach, resolved workplace issues, and aligned personal/organizational goals

• Managed the acquisition of supply stock items valued at $20M; researched supply database error and submitted change; coordinated parts availability with supply personnel and adjusted inventory levels

• Reviewed quality assurance reports; identified negative maintenance trends, conducted root cause analysis and implemented changes to reduce potential hazards to personnel or damage to aircraft

PROFESSIONAL EXPERIENCE CONTINUED:

• Key member of Analysis and Integration Team meetings and weekly 'stand-up' meetings; worked with vendors, program office, and depot program managers to resolve a host of issues; completed $2M in aircraft interior upgrades, discussed upgrade/modernization initiatives and maintenance problems

• Participated in program management reviews, provided input concerning modification activity, aircraft upgrades and maintenance; monitored strategic plan objectives and adjusted schedule as necessary

• Engaged in training forecast meetings and predicted requirements; budgeted costs to fiscal year spend plan; developed matrixes to track training; cut overdue training to less than 5% in two months

• Augmented HQ Air Mobility Command Logistics Standardization and Evaluation Program; led team of 14 evaluators and inspected critical flight line, quality assurance, wash rack, and aircraft generation functions; verified compliance with USAF guidance and drafted detailed report for senior leadership

• Accomplished workforce study; worked directly with consultants; gathered data from 11 sections and conducted task analysis, earned approval from higher headquarters and increased manning by 110%

• Developed unit compliance checklist and several operating instructions, which mandated compliance with Department of Defense, USAF, FAA and applicable safety and environmental regulations

• Managed employee selection process: conducted interviews and reviewed performance records of 45 applicants; provided hiring recommendation to leadership and tips for improvement to non-selectees

May 2003 – May 2005: Air Force One Aircraft Manager

• Chosen above 9 candidates for prestigious position as dedicated manager of Air Force One; supervised and directed actions of 60 people performing aircraft maintenance, servicing, and inspection duties

• Discussed strategic plan with senior leadership; translated goals into operational concepts and tasks for team; devised objectives and conducted routine and special inspections to support strategic goals

• Identified deficient amount of personnel qualified in critical function; developed plan, informed senior leadership, and trained 9 supervisors/28 team members; increased personnel readiness by 400%

• Liaison during aircraft depot maintenance; traveled to facility to monitor status; resolved statement of work discrepancies with lead program managers; aircraft delivered 19 days early and $400K saved

• Developed and coordinated 2 Presidential funerals with White House staff; led 50-person team, fielded questions, directed operations, and created continuity book highlighting lessons learned/best practices

• Performed quality assurance on maintenance contract; reviewed work for compliance with technical data and statement of work; advised leadership of negative trends and recommended corrective actions

EDUCATION:

Master of Aeronautical Science with a specialization in Aviation/Aerospace Management; Embry-Riddle Aeronautical University; Worldwide, Daytona Beach, FL; Mar 2011

Bachelor of Science in Professional Aeronautics with minor in Safety; Embry-Riddle Aeronautical University; Worldwide, Daytona Beach, FL; 2005

ADDITIONAL TRAINING/CERTIFICATION:

• FAA Airframe and Powerplant License; FAA; 1999

• Aviation/Aerospace Safety Certificate; Embry-Riddle Aeronautical University; Worldwide, Daytona Beach, Florida Daytona Beach, FL; 2003

• USAF Senior Non-Commissioned Officer (SNCO) Academy, October 2005: Advanced military education program designed to prepare selected SNCOs for leadership responsibilities by expanding their managerial capabilities.

• NCO Leadership School, October 1999: Leadership curriculum focused on Human Resource Management, Managerial Communications, General Military Studies and World Affairs

COMPUTER SKILLS:

Microsoft Office (Word, Excel, PowerPoint, Outlook)

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