Program management and Logistics

Education      

University of North Alabama, (May 2014-Dec 2016) Florence, AL

Degree: Master of Business Administration-Major: Executive/Leadership

Athens State University (Aug 2002-Dec 2005) Athens, AL

Degree: Bachelor of Business Administration-Major: Business Management

Job Related Training:

Completed all requisite training for Defense Acquisition University, Life Cycle Logistics Level 1, Redstone Arsenal, AL, 2017

Completed all requisite training for Defense Acquisition University Program Management Level 1, Redstone Arsenal, AL, 2017

Professional Experience:

 KBR, Unmanned Aircraft Systems (UAS) Project Office (PO), Huntsville, AL, Sep 29 2015-Present

CAS Group, Product Office Endurance March 26, 2017-Present, Logistics Analyst III and Material Release Coordinator, (GLOG35) 40 hours/week Supervisor: Mr. Keith Delancy, GS-13, 256-313-5337, KBR: Mr. Ted Verstraete, 256-313-4516, Contact: Yes

As the Materiel Release coordinator for the Endurance Project Office (PO), an ACAT 1C Program of Record, MQ-1C Gray Eagle UAS, I report directly to the Product Manager on all Materiel Release (MR) aspects affecting Safety, Suitability and Supportability of the system.  I operate as the Supportability Functional Area Lead, while ensuring activities associated with Materiel Release of the Gray Eagle UAS are in line with requirements identified in Army Regulation 700-142 Type Classification, Materiel Release, Fielding, and Transfer, (AR) 750-10 Army Modification Program, (AR) 700-127, Integrated Product Support, and Department of the Army Pamphlet (DA PAM) 700-127, Integrated Product Support Procedures.

I coordinate the Army’s materiel solution implementation projects so that the Warfighter will be receiving an aircraft system that is safe, suitable and supportable over its life cycle.  I develop individual and consolidated short and long range program execution plans for Materiel Release to integrate into the overall master schedule of the product office.  While working with the Documentation Team Chief, I evaluate and prepare MOA’s, 1144s, and the section spend plan for the fiscal year so that the Product Office can support the Materiel Release effort. As a member of the PdM Endurance Documentation Section and the Materiel Release Lead, I provide and evaluate data for the PdM Endurance PO Life Cycle Sustainment Plan (LCSP).  This includes all MR forecasts and plans for upcoming software and fleet modernization efforts.

I perform analysis of logistics support requirements and Materiel Release regulations to ensure comprehensive system support. Review, monitor, and evaluate facility needs readiness, maintenance and supply policies, instructions, authorization documents, organization, planning documents, concepts, regulations, procedures, systems, directives, and manuals pertaining to materiel readiness as it moves through the Army’s materiel release process.

Product Support Management:  I have recently completed the cradle to grave coordination, submission, approval, and implementation of the Gray Eagle Extended Range documentation leading to two approved Urgent Materiel Releases (UMR). This allows for the immediate fielding of the Gray Eagle Extended Range to two of the United States Army Major Commands (MACOM), providing increased situational awareness and lethal capability for the warfighter. This effort was able to give each Unit Commander control over their assets and remove the systems from the PM property Book and reduce overall costs to the PM.  It also allowed the risk acceptance to be transferred to the appropriate levels and each Unit to be in control of their equipment so that they can reduce the PM’s logistics footprint support.

Communication: As the PdM Endurance Materiel Release Coordinator, I was the PO interface between the major commands (AMCOM, AMRDEC, ATEC, FORSCOM, INSCOM, USARPAC, ARSOAC, and TRADOC).  I plan, lead, and manage the bi-weekly and monthly Materiel Release Integrated Product Team (IPT) meetings with PdM Endurance functional leads as well as external stakeholders in an effort to gather updates in the functional areas of safety, suitability and supportability.  As the IPT Lead, I establish priorities, furnish advice and offer assistance as required to resolve problems and assure continuity and integration of all program elements into the Materiel Release process.  I prepare and present executive level Materiel Release status briefings to the Product Support Manager and PdM Endurance Product Manager (O5)  during weekly staff meetings and, as required, to PM UAS Project Manager (O6), Aviation and Missile Command (AMCOM) Logistics Center (ALC) Director, AMCOM Safety Director, and ultimately, AMCOM Commanding General (O8).  These IPTs and briefings faciliated four Materiel Releases: the universal Gray Eagle Conditional Material Release (CMR) in November 2017, an Urgent Software Materiel Release (USMR) in September 2017, and two Urgent Materiel Releases for the Gray Eagle Extended Range in April 2019.

Supply Support: I was tasked with working with the Line Item Mangers in an effort to reduce the Units’ inventory of spare part packages and provide overall cost savings.   I monitored supply support, readiness, maintenance and/or sustainability of Class IX items in the Army via field liaison visits, analysis of maintenance data generated by the various data collection systems and reports.  The result was that it reduced the Units’ overall supply footprint, increased efficiency, and saved the PdM & Government over $40 million dollars.

Conducted unit realignment of the excess spares has resulted in a cost avoidance of over $54M. These efforts resulted in the established in a Prescribed Load Listing (PLL) and Authorized Stockage Listing (ASL) at each fielded Gray Eagle Unit. This could only be accomplished through the hard work and dedication of the Logistics team. Conducting and leading numerous integrated product team (IPT) meetings with Army Material Command, Program Executive Office Aviation, and Aviation Brigade Commanders.

Responsible for strategic planning, logistics policy development and implementation, process refinement, and managing programs associated with complex unmanned aircraft technologies while ensuring compliance with statutory and regulatory acquisition requirements.  Determine both wholesale and retail level supply requirements.

Sustainment Engineering:  I supported the Configuration Steering Board (CSB) and Operational Sustainment Review (OSR) IPT’s on a reoccurring basis.  This resulted in the identification of Get Well plan items that were to be changed in the Product’s Capability Production Document (CPD).   These four Get Well Plan items will be targeted for closure via memorandum to the AMCOM CG.  This will bring the total number to eight Get Well Items that I have closed since taking over the Materiel Release role, out of the eighteen that I inherited.

Maintenance Planning:  I track overall status, identify issues, resolve problems, and provide a comprehensive analysis of program status in order to meet cost, schedule and performance requirements of all materiel release related efforts.  When a new materiel solution or software is released, I conduct research to determine whether or not the correct course of action is a Materiel Release or a Modification Work Orders (MWO) IAW AMCOM and ALC policies.

CAS Group, System Program Analyst II and Assistant Team Leader, Sept 29, 2015-Mar 26, 2017; 40 hours/week; Supervisor: Mr. Edwin Rodriguez, NH-3, 256-313-4933, KBR: Ms. Karen Diehl, 256-313-1841; Contact: Yes;

As a member of the PM UAS Logistics Management Division’s Defense Property Accountability System (DPAS) Cell, I performed process improvement duties concerned with the accountability of Government assets in support of the UAS program.  I prepared, distributed, and ensured timely reporting of cyclic reporting metrics for the property accountability section.  I monitored and coordinated material management aspects of assigned databases and systems and/or similar equipment to ensure logistics support for the Accountable Property Officer (APO).

At the direction of the APO, I made necessary postings to the property book through DPAS. Identified all non-fielded GFP, Class VII and Class II items not intended for unit fielding and account for them in an Accountable Property System of Record (APSR) as a requirement from Assistant Secretary of the Army for Acquisition, Logistics, and Technology (ASA(ALT)) by June 2016.  While acting as the assistant team leader for the DPAS Cell, I assisted in the accountability of approximately 15,000 non fielded Class VII end items and Class II non-expendable assets in DPAS while coordinating with the APO to ensure the master data accurately represented what the Product Offices was reflecting on their GFE lists.  I was required to conduct oversight and actively monitor the movement of property CONUS and OCONUS or in theater of operation.

As an assistant team lead in the DPAS Cell, I performed process improvement for established procedures, policies and regulations in accordance with supply policies in AR 735-5 and 710-2. I improved processes within the DPAS Cell using Agile Principles for PM UAS Fleet management data collection and inventory efforts I evaluated, as assigned, existing and proposed supply and maintenance doctrine, policies and procedures to determine its impact on data management. I researched, complied data for, created, and ultimately staffed and put into place, the first UAS Fleet Management, DPAS Section Standard Operating Procedures in June 2016.  I created a stratification reporting metric and document that classified all UIC assets by number of assets per location and dollar amount per location for all of UAS for reporting to PM UAS on a weekly basis. This document was still being used over two years after my promotion from the Section.  Based on evaluations, I made recommendations for improvement and prepared documentation for APO approval and data management process improvements.  Identified, reviewed and uploaded all contracts or any supporting documentation into DPAS for each end item.  Prepared proper documentation to acquire and transfer asset in theater of operation.  Researched and prepared data for PM UAS and PEO AVN briefings.

I researched, compiled DPAS property data, and participated in PEO Aviation IPTs for compliance with new ASA (ALT) GFE regulations and policies. Notified customers for pickup and closed out the document register and posts to the property book when the transaction is complete. Prepared, distributed, and ensured timely return of cyclic and sensitive item inventories.  Conducted physical inventory of Government Furnished Property (GFP) in order for valid property to be placed on property book.  Prepared and processed administrative adjustment reports, reports of discrepancies and all relief of responsibility documents. Used initiative in carrying out recurring assignments independently without specific instructions, but referred deviations, problems, and unfamiliar situations to the DPAS supervisors.

DATABASES UTILIZED

• Defense Property Accountability System (DPAS)
• Property Book Unit Supply Enhanced (PBUSE)
• Logistics Information Warehouse (LIW)
• Catalog Ordering Logistics Tracking System (COLTS)
• Army Enterprise Systems Integration Program (AESIP)

Computer resources:  As the property management specialist for Hunter, Warrior Alpha, and Gray Eagle Block 0, I conducted research in LIW, COLTs, PBUSE, and AESIP systems in order to validate various property’s National Stock Numbers (NSN’s) or Line Item Numbers (LINs).  I reconciled data across multiple logistics information system databases to ensure inventory requisition functions were conducted in support of the APO and PdM mission, I reviewed and processed change documents, requests for issue and turn-ins submitted by Primary Hand Receipt Holders (PHRH), and communicated and coordinated with key personnel (LAR / PBO) to support the transfer and/or acquisition of property in a theater of operation. This resulted in accounting of approximately 1,905 non fielded Class VII end items and Class II non-expendable Government Furnished Property (GFP) and Government Furnished Equipment (GFE) worth in excess of $440 million and processing supply transactions and shipments in the DPAS database, an Accountable Property System of Record recognized by the US Army.

Packaging, handling, storage and transportation:  I participated in materiel management and the packaging, handling, storage and distribution of major end items and repair parts. I performed on-site inventories of Class II, VII, and IX PM assets, processed supply transactions and shipments, supply support, and traveled to and from warehouse as required by APO.  These transactions resulted in completion and processing of multiple DA 2062s, 3161s, 1149s for each End Item that was entered into and dispositioned out of DPAS.

SOFITCO Fitness Outfitters, Account Executive, North Alabama and North Mississippi, Jan 23, 2015-Sep 15, 2015; 40 hours/week; Supervisor: Mr. Kevin Handzel-404-697-5366; Contact: Yes

As a member of sales team in a new territory, I developed strategic management and call plans for the unfamiliar territory within a start-up commercial fitness equipment distributor.  Developed new business relationships and increased sales within existing accounts in the territory.  Anticipated the customer needs while educating them about product form, fit, and function of the product.  Communicated high level presentations orally, and possess advanced training and skills in interpersonal relations and written communications.  Interfaced with vendors, Original Equipment Manufacturers (OEMs), and customers on a bi-weekly and monthly basis in order to brief them on orders in the pipeline so that proper inventory and supply levels were maintained on all equipment. These interfaces were instrumental in being able to support the supply of equipment in the pipeline and timely delivery of assets and support equipment for installation. Once equipment was delivered and set –up, I provided key leadership and in-service to train each one on the new equipment and what it offered the property and user.  Researched and investigated new or improved business and management practices for application to agency programs or operations.  I investigated and the properties’ current facilities and infrastructure in an effort to better utilize space for an efficient layout and correct mix of equipment.  Provided front line managers with objectively based information for making decisions on the administrative and programmatic aspects of agency operations and management.  Maintained overall project strategies that included design and layout of facility, equipment readiness from the manufacturers, and coordinated the shipping, delivery within timeframe, set-up and maintenance schedules for equipment.  Coordinated with properties to set routine and complex maintenance schedules for the life of the equipment.

Gentiva Health Services, Home Health Account Executive, Birmingham, AL May 2013-Jan 2015; 40 hours/week; Supervisor: Mr. Braden Lee-334-221-8500; Contact: Yes;

As Account Executive for Gentiva, I achieved over 115% of sales above target for 2014.  I orally communicated high level presentations, skills in interpersonal relations, participated in advanced training, and excelled in detailed and professional written communication. Researched and investigated new or improved business and management practices for application to agency programs or operations.  Additional responsibilities were assigned and supervisor recommended promotion to another territory within one year.  Knowledge of analytical and evaluative methods and techniques for assessing program development or execution and improving organizational effectiveness and efficiency.  I analyzed and evaluated (on a quantitative & qualitative basis) the effectiveness of program operations in meeting established goals and objectives.  As an account executive in a new territory, I was the first to achieve quota for both the Sylacauga and Pell City, AL branches since 2005.  My daily duties involved educating, informing, and interacting with physicians, hospitals, skilled nursing facilities, rehabilitation facility management, discharge planners, assisted living and other senior living facilities in my assigned territory to generate referrals. I also was responsible for providing front line managers with objectively based information for making decisions on the administrative and programmatic aspects of agency operations and management.

Keller Williams Realty of Jupiter, Jupiter, FL, Realtor, Dec 2012-May 2013; Supervisor: NA; 40 hours/week

Participated in contract negotiations and due diligence efforts in residential real estate sales transactions.

Interacted with clients and prospects to successfully define the parameters, transaction terms, and limitations surrounding possible sale, listing, and related agreements.  Handled client relationship management functions, which included promoting and building a relationship with a diverse client base.  Strong aptitude for developing, communicating, and presenting oral and written presentations.

US Army, 11B2P, Assistant Operations and Training NCO, 1^st 503^rd IN (ABN), 173rd Airborne, Vicenza, Italy Dec 2010-Jun 2012; 40 hours/week

As an Active Duty Non-Commissioned Officer (NCO), assisted and supervised the organizational training of personnel, prepared the operations center for drills, daily briefs and rehearsals and responsible for accountability, maintenance, inventory, and readiness of equipment worth in excess of 2 million dollars.  Managed and scheduled professional and career development training for over 800 military personnel to ensure the necessary amount of personnel were properly trained for unit readiness.  I produced all packets for each individual Soldier for staffing through to the Brigade Commander level (O6).   Served as a subject matter expert for military and civilian personnel for the processing of all personnel actions according to AR 350-1 along with all applicable Battalion and Brigand policies and guidelines. .  Knowledge of military manpower/personnel and civilian personnel management.  As the Schools NCO, I participated in the weekly Command Group IPT as the SME for S3 to brief all Training actions at the O5 and E9 level.  Knowledge of management and administrative processes, principles and concepts.  Coordinated, managed, and followed up on personnel for professional development and career progression training, maintenance of risk management criteria, coordination of transportation, and attendance of personnel registered in courses throughout Europe and the continental United States.  Recommended changes in staffing, work processes and procedures to improve organizational efficiency and productivity.  Identified areas in need of revision and took appropriate action for correction or improvement. Developed and recommended appropriate metrics for all Command based school and business processes/levels.  Worked as a team member working directly with command group and staff, both internal and external to the organization and command, to formulate, implement, and control development and execution of strategic planning efforts linked in a cycle of continuous improvement for the Schools Section and S3 Operations overall.  Advised managers in the areas of management and manpower. I assisted in the development of long-range manpower projections as required and worked closely with managers during budget formulation and execution.  Accomplished a variety of developmental duties in support of the overall work of the S3 organization.  Worked under close supervision and in a developmental capacity performing assignments and completing training, both of which were aimed at preparing me to gain the knowledge and skills necessary to perform the duties outlined above.

US Army, 11B2P, Assistant Operations and S3 Air NCO, 1^st 503^rd IN (ABN), 173rd Airborne, Vicenza, Italy Dec 2009-Nov 2010; 40 hours/week

While deployed with the 173^rd Airborne Unit, I maintained accountability of Theater Provided Equipment and Organizational specific property for flight line operations on eight geographically separated flight lines in excess of one million dollars.  Identified and developed courses of action (COA) that may entail substantial involvement of Command resources (facilities, people, and processes) and require substantial changes in established processes, practices, and procedures.  Established inventory systems and logistics databases to maintain consistent inventory control levels and re-order schedules for perishable equipment and provisions and also to deliver new property as needed to eight geographically separated bases. Performed studies of logistical nature and reviewed analysis results to assist in formulating cost effective sustainment strategies for resupply missions to combat outposts and Developed equipment readiness schedules for spares distribution and for all maintenance support planning via air movements throughout the AO.  Supervised the daily planning of one or more tactical air movement operations and had at least 100 personnel moving around an area of over 46,000 square miles for eleven months while simultaneously maintaining a coordination process with a geographically separated headquarters and keeping organizational management of apprised of changes in the operational situation. I analyzed logistics support requirements to ensure comprehensive support to the geographically separated unit. Managed all logistical and tactical air movements for over 1,600 personnel, attachments, enablers, replacement, and local national personnel while working on-call twenty-four hours a day, seven days a week, and attached to a Joint Multinational Task Force with little to no supervision.  Provided input for implementing/executing aviation system-wide reconfiguration of the Command Strategic plan in key areas and for all strategic priorities, goals and objectives

• Logistics, DoD Property Management Databases, Integrated Product Support, MS Office Products, DPAS, AESIP, COLTS, PBUSE, LIW

Logistics & Supply Chain, Operations, Property Accountability