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Security Clearance:  Top Secret/SBPR/9 March 2011

OVERVIEW

·         Proven Corporate Officer with demonstrated successin (1)leadership and management of organizations, people, projects and processes, and (2) meeting/exceeding goals; excellent oral and written communicator

·         Passion for DoD mission, technical program management, business development, and capture management

·         Possesses complementary and integrated executive management expertise and technical skills:

·         leadership, strategic planning, business development,profit and loss (P&L),operations, humanresources

·         space and mission systems, technical program management,systems engineering, flight test, IT

·         Deep experience in DoD development programs, SETA, MA/IDIQ contracts, and Lean Enterprise (6 Sigma)

·         Developed unmatched methodology for near real time business opportunity ID, filtering, and qualification

·         Lives core values of integrity, excellence, loyalty; positive, high-energy; genuinely cares about people

·         Leader who inspires, manager who is organized, thorough, and process-oriented with attention to detail

·         Bright, creative problem solver; experienced in managing risk; proven record of good judgment and action

·         Relationship driven, findscommon interests, builds trust, uses power of teams to “raise bar” for success

PROFESSIONAL EXPERIENCE

AF Business DevelopmentManager (BDM), Harris IT Services (HITS), Colorado Springs, CO; Feb 10–Mar 11 

o    Responsible for all AF and related opportunities worldwide; supported LOB managers in 6 CONUS locations; developed strategies for pipeline content, customer relationships, qualification, pursuit, capture, and pricing

o    Focused on increasing partnerships and revenue in adjacent markets (technical, customer, geographic)

·         Developed FY11-13 Strategic Growth Plan (SGP) for $75M business unit to meet 50% revenue growth goal

·         BDM, CM, Program Manager for $60M JSpOC Mission System (JMS) I&S, built team, led technical approach

·         Led pursuit of prime recompetes (NSOM, NOPSSC, SOLARIS), sub recompetes (GMD DSC, JRDC), LISC, CPASC (CCS-C Block 2), AF Weather programs, MDA programs, UAV Comm Centers, ASTEROID, D3I, OMINS, GPSOC II, ITCC, GAP CIE,ISC2 follow-on sustainment,STEC 14,SCNC,SENSOR

·         Established $1.7B, 5 yearpipeline in core, adjacent markets, built partnerships with R&D sister business unit

Interim Director, Space & Mission Support, HITS, Colorado Springs, CO; Oct 10–Mar 11

o    Dual hatted;selected as Interim Director for $75M, 8 program, line of business by HITS DoD Vice President

o    Job 1 focus on growing revenue base to meet aggressive goals while maintaining superior program execution

·         Within 96 hours of day 1, secured support of 13 member leadership team (PMs and functional leads), conducted 1 on 1s, program background briefs and program reviews, defused tense transition situation

·         Within 60 day period, faced and solved show stopper challenges of (1) loss of 5 (out of 15) key personnel and (2) critical staffing shortage for 50^th SW new start, developed get well plans and led organization to success

·         Line of business (LOB) lead, BDM and CM for $5M win at 50^th SW, Schriever AFB (SDIN and GCCS O&M)

·         Only LOB lead to develop way forward plan for programs and new business using latest corporate strategy

·         Conducted monthly program reviews increasing focus on key metrics and decision quality information

·         Instituted new weekly senior staff call to facilitate communication, coordination and sharing lessons learned

·         Hired facility manager andimplemented prioritized, badly needed upgrades for OSHA and quality of work life

President, Mission Solutions, Inc., Colorado Springs, CO; Mar 05–Nov 09

o    Majority owner of start-up Service-Disabled Veteran-Owned Small Business (SDVO SB), $2M in revenue

o    Led, managed, planned, and controlled all aspects of company that develops advanced software and system re-architecture solutions for DoD(Air Force and Army) clients; affiliated with (and sold to) Master Solutions

o    Built business through superior technical performance and customer success on SENSOR, ISC2, ISPAN, AFSPC CAASETA, N2A2S, ATEP, NETCENTS, UIES, MiDAESS, CSMC, 3IS, other SA, MA/IDIQ programs

·         Developed/negotiated Mentor-Protégé relationship/proposal; 1 of 7 selected by Air Force for award (May 09)

·         Built/Led a 15-company team to pre-award win of GSA VETS GWAC (45 awards, 400+ proposals)

·         Capture, Proposal and Program Manager for Space Fence Program Concept Development Phase, secured position on winning Raytheon team; also led effort, secured position on winning LM team for AOC WSI

·         Strong relationships with more than 50 companies (Colorado Springs, LA, Huntsville, Omaha, Dayton, others)

Vice President, Master Solutions, LLC, Colorado Springs, CO; Feb 05–Nov 09

o    Dual hatted;led, managed, planned, and controlledmost aspects of company that develops advanced software and system re-architecture solutions for Air Force and Army clients; affiliated with Mission Solutions

o    Singularly responsible for business development (strategy, opportunity ID, business intelligence, relationship building, capture, NDAs, TAs, proposal support, past performance, pricing, and recruiting)

·         Grew company 100%, from 31 to 63 employees and $4.8M to $10M revenue; met 20% annual goals

·         Expanded market penetration from 2 to 10 active contracts plus 16 additional contracts for new work

·         Drove R&D strategy, pursuit of IRAD, BAAs, and SBIRs (captured Phases 1 and 2 SBIR for SSA)

·         Qualified more than 100 opportunities for pursuit; crafted teaming strategies; balanced MSL core competencies, customer knowledge, and ability to staff/perform; focused on highest Pwin and Prevenue

·         Actively pursued 12 new opportunities (awaited award on 9 more); relationship driven teaming strategies

·         Established, refined and improved processes and tools across the companies: strategy, BD, current ops

Program Manager, SMDC/ARSTRAT SMDIS 2, Dynetics, Colorado Springs, CO; Jul 04–Jan 05

o    Selected, bid and performed as SMDIS 2 Program Manager, 20 teammates, $50M TO LOE recompeted

·         In 1^st 5 months of contract, bid 22 out of 35competed Task Orders (TOs), won 9, generated $2.8M in revenue

·         Developed comprehensive Team Handbook providing clear guidance for winning and executing task orders

·         Prepared and trained 20 companies for task order competition; used internal Team competition for best athlete, best price; implemented SIPORT (web based information portal) maximizing efficient and effective communication and collaboration between teammates and with Government customers

Proposal Manager,AFSPC CAASETA, DCD (Dynetics CAS Davidson), Colorado Springs, CO;Dec 03–Jul 04

o    Proposal Manager for DCD Joint Venture Team in pursuit of MA/IDIQ vehicle;proposed as Program Manager

o    Led technically strong and diverse, high performance team of 44 companies (mostly small businesses) to increase HQ AFSPC access to world-class technical services, built on execution success of SETAC contract

·         Planned and led every aspect of technical approach, past performance and pricing for large, dispersed team

·         Researched and briefed 42 HQ AFSPC organizational elements communicating team features and benefits

Deputy Program Manager, USAMS, Lockheed Martin Info. Tech., Colorado Springs, CO; Sep 02–Dec03

o    Capture Manager for USSTRATCOM Systems and Missions Support (USAMS) MA/IDIQ vehicle, successfully  orchestrated efforts of 3 LM business units and 6 other team members leading to win, served as Deputy PM

o    Assistant to the N/UMAS Program Manager for business development and proposal preparation supporting NORAD, USNORTHCOM, USSTRATCOM, HQ AFSPC, SMC Space Logistics Group and ESC/850^th ELSG

·         As USAMS Deputy PM, in 3 months supervised and facilitated more than 30 TO proposals, 40% win rate

·         Identified and pursued $100M in new business; researched and briefed 70 local DoD organizational elements incl. N-NC (J2, J3, J5), USSTRATCOM (J3, J4, J5), HQ AFSPC (PK, DR, DO, SC), SMC Det 11, ARSPACE

·         Crafted Lockheed Martin AFSPC CAASETA capture strategy; approved/executed by 4 LM business units

EDUCATION, TRAINING, AND CERTIFICATIONS

·         Harris IT Services Leadership Masters Program, Feb 2011, Dulles, VA

·         Harris IT Services Program Management Training Course, Nov 2010, Dulles, VA

·         Lockheed Martin Program Management 101 and 201, 2003, program life cycle management

·         LM21 Operating Excellence, Green Belt Certification, 2003, Lean Enterprise (6 Sigma) implementation

·         Competing In A New Business Environment, 2000, DardenGraduateSchool, University of Virginia

·         Professional Military Education:  AirWarCollege, 2000; ACSC (Joint), 1994; SOS, 1987

·         DoDAcquisition Professional Development Program Level 3 (Highest) Certification:  Program Management; Test and Evaluation; and Systems Planning, Research, Development and Engineering

·         Program Manager's Course,1994,Class94-2, DefenseSystemsManagementCollege, Ft Belvoir, VA

·         USAFTestPilotSchool,1985,Class 84B,Flight Test Engineer, Edwards AFB, CA

·         MS Aeronautical Engineering, 1981,Air Force Institute of Technology:  Propulsion, Air Weapons

·         B Aerospace Engineering, 1980, Georgia Institute of Technology:Fluid Dynamics, Propulsion

UNITED STATESAIR FORCECAREER SUMMARY

Director, Space Mission Integration Office, SMC Detachment 11, Peterson AFB, CO; Nov 01–Aug 02

o    Led 16-member combined AFSPC, SMC and ESC team including Aerospace and Mitre FFRDC SMEs

·         Improved system acquisition of space surveillance, space protection, space-based radar, and C2 for HQ AFSPCincluding Requirements, Plans and Programs, Logistics and Comm., Air and Space Operations

·         Wrote technical reports,established common road maps for requirements, technology, and system acquirers

SMC Lead, AFSPC/SMC Transition Office, HQ AFSPC, Peterson AFB, CO; Jun 01–Jan 02

o    Handpicked by Space and Missile Systems Center Vice Commander (SMC/CV) to lead SMC planning efforts 

o    Dual hatted as Director, SAPO, and then Director, SMIO, while leading Transition Team

o    On-site SMC lead for all management actions transitioning SMC from AFMC to AFSPC by 1 Oct 01; managed master schedule, three execution teams – AFMC/CC remarked, “smoothest I’ve ever seen”

·         Planned/executed combined AFSPC, SMC Senior Leadership Offsite building relationships, resolving issues

·         At AFSPC/CV and SMC/CC direction, completed comprehensive decomposition of Space Commission Report, SECDEF response to Congress, and SECDEF Implementation Guidance to DoD.  Crafted an AF Report Card for Space, articulating goals, mission essential tasks and performance measures

Director, Space Applications Program Office, SMC Detachment 11, Schriever AFB, CO; Aug 00–Oct 01

o    Program Director, Air Force Tactical Exploitation of National Capabilities (TENCAP), Rapid Reaction Unit

o    Led 60-person team, $20M annual budget, leveraging space systems valued at over $75B for warfighters

·         Selectively manned System Program Office, rapidly fielded space-derived capability for joint warfighters

o    $14.7M Space Battle Manager operational worldwide; $30M threat location/avoidance; combat survivor search/rescue; imagery for special operations; JEFX demo of linked tactical data links

·         Appointed Director for new Space Warfare Center (SWC)/AQ by SWC/CC, institutionalized role of acquisition

Chief, Integration, Systems Engineering and Test Division, ESC Det 5, Peterson AFB, CO; Aug 99–Jul 00

o    Led team of 100; responsible for Cheyenne Mountain strategic warning systems engineering, requirements, architecture, logistics, Y2K, SBIRS and NMD integration, test and evaluation, configuration management

·         Dual hatted as Air Force Materiel Command (AFMC) Test Supervisor with approval authority for all Cheyenne Mountain Complex (CMC) test operations, supervised more than 70 tests on the operational strategic warning weapon system and 1,300 tests on developmental systems, delivering new warning capability to the warfighter

·         Led multinational/joint Y2K team evaluating/verifying 100% mission readiness of strategic warning C2—77 systems, $55M—zero problems worldwide—warfighters’ missile and air warning, space defense assured

Chief, F-22 Weapon System Analysis and Integration IPT, Wright-Patterson AFB, OH; Sep 97–Jul 99

o    Squadron CC equivalent position, selectively manned System Program Office for new air-to-air fighter

o    Led team of 50 government, 830 contractor personnel; responsible for performance, low observables, lethality, flight test, armament integration, production/support contracts, and configuration management

o    Integrated all development activities of F-22 Program—air vehicle, avionics, support, and training

·         Team executed contracts: two F-22s, $879M on contract; six F-22s, $1.2B negotiated; $270M saved

·         Rescued F-22’s top two priority development and verification projects

o    $100M Integrated Hardware Avionics Test (IHAT) facility on contract in 70 days

o    $112M Air Combat Simulator (ACS) — 1st time ever, simulator approved for operational testing

·         Architect for implementing Lean (6 Sigma) for F-22 Enterprise—manufacturing, business, oversight processes – 300 participants, 200 ideas, $135M cost savings and 1998 DoD Value Engineering Achievement Award

Chief, F-22 Engine Operations and Production Branch, Wright-Patterson AFB, OH; Aug 96–Aug 97

o    Directed 10 government employees teamed with 200 contractor personnel—annual budget $100M

o    Facilitated delivery of first 5 F119 flight test engines, 4for F-22 first flight, 2 delivered 3 months early

·         Crafted Producibility Investment Plan, delivered $1.4B production savings, executable program,approved by CSAF; identified showstopper engine production contract disconnect—stopped $120M add (cost avoidance)

·         Selected by System Program Director to lead planning effort for both F-22 Rollout and First Flight Ceremonies

·         Lean thinking (6 Sigma) disciple—championed and led F-22 Value Stream Analysis—key to downsizing SPO

SAF/AQ Staff Group (Charter Member), SAF/AQ, Pentagon; Apr 95–Jul 96

o    Most highly selective manned organization in SAF/AQ, one of three handpicked from 400 officers

o    Provided rapid, independent analyses on vital force modernization programs budgeted at over $120B

·         Re-engineered six crucial cross-DoD and AF oversight reporting processes, changes approved and implemented in new DoD5000 series including Earned Value, key metrics and required reports and meetings

·         Handpicked as lead for planning/implementing 626 person SAF/AQ reorganization.  Focused leadership on key issues; orchestrated over 3,000 actions.  Effort praised by SAF/AA—“best coordinated/documented ever”

Student, Program Manager’s Course, Defense Systems Management College, Ft Belvoir, VA; Jul 94–Dec 94

o    Course is DoDAcquisition equivalent to USAF Fighter Weapons School

Deputy Chief, Special Studies Division (Red Team), SAF/AQL Special Programs, Pentagon; Jul 92–Mar 95

o    Directed $20M and team of 50 nationally recognized PhD level scientists assessing stealth and counter-stealth; steered multi-billion dollar investments in F-22, F-117, B-2, ACM, and TSSAM; improved combat capability

o    World expert on lethality and vulnerability of US and foreign air-to-air weapons against stealth air vehicles

·         DoD stealth technology expert, saved F-22 Program $500M by modifying requirements with no capability impact

·        Led U.S. technical team to Russia; invited as first western observers to Moscow Air Show, interviewed key Russian weapon system technology leaders, provided 1^st hand observations and data to IC and policy makers

Test Programs Manager, AirForceFlightTestCenter (AFFTC), Det 3, Las Vegas, NV; Jul 88–Jun 92

o    Recruited by AFFTC/CC, directed 50 people and several high priority (incl.#1) SAPDoD flight test programs

·         Singularly managed squadron’s largest and most important flight test program of past decade.  Delivered vital, classified test results to acquirers and warfighters, influenced operational air tactics and saved aircrew lives

·         Identified and fixed show stopper air-to-air missile deficiency prior to DESERT STORM, saved aircrew lives

·         Led 6-man overseas deployed test team; produced critical, real-time information vital to unit’s classified mission, directly contributed to combat effectiveness of DESERT STORM; lauded by CINCUSAFE and AFSC/CC

Lead Radar Engineer, F-15 Combined Test Force (CTF), Edwards AFB, CA; Jan 87–Jun 88

o    Led21 member team, planned and conducted over 500 F-15 test sorties ($13M); F-15 aircrew member

o    Recruited to fix APG-70 air-to-air radar, program manager and lead engineer for all ten flight test projects on APG-70 and APG-63 radar systems, conducted flight test on five highly modified F-15 and F-15E aircraft

·         Directed development and first release of APG-70 (F-15E) air-to-air and air-to-ground radarsystem

·         Implemented deficiency identification and tracking system for APG-70 radar, over 350 radar problems carefully tracked and over 95 percent successfully resolved, met flight test program schedule for delivery to warfighters

·         Chosen by F-15 CTF Director as back seaterfor first AIM-7 missile live fire with new APG-70 fire control system

Lead Radar Engineer, F-16 Combined Test Force (CTF), Edwards AFB, CA; Jun 85–Jan 87

o    Led15 member team, planned and conducted over 300 F-16test sorties ($7M); F-16aircrew member

·         Directed development and first release of APG-68 (F-16C) air-to-air and air-to-ground radarsystem

·         Program manager and lead engineer for APG-68 and APG-66 radars operational software

·         Planned, supervised and conducted flight test program which resulted in eight radar software version releases delivered to F-16 tactical forces with significant new and 1^st ever air-to-air and air-to-ground capabilities

Student, USAF Test Pilot School, Flight Test Engineer Course, Edwards AFB, CA; Jun 84–Jun 85

o    HQ/AF Space Board selected 7 USAF engineers for this class from hundreds of highly qualified applicants

Laser Vulnerability Systems Engineer, Air Force Weapons Laboratory, Kirtland AFB, NM; Jan 82–Jun 84

o    Assessed vulnerability of foreign and US aircraft, ballistic missiles, and satellites to high-energy lasers.  Directed two multi-million dollar Space-Based Laser programs, included studies, analyses, and sub- and full-scale testing

·         Directed first SDI "weapons class" laser tests against full-scale liquid and solid propellant ballistic missiles

Student, Air Force Institute of Technology, Wright-Patterson AFB, OH; Jun 80–Dec 81

o    Student, Graduate Aeronautical Engineering, highly selective Direct Accession Program,  AFIT in residence

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