Alec Vais Email & Phone Number

Blanco, Tx, Us

San Antonio, Texas, United States

Day to day responsibilities: include serving as the focal point of contact between the customer and the project team. Provide technical project objectives, project updates, and timelines to completion. Responsible for delivering end-to-end project success, translating high-level goals into tangible action plans, and ensuring the overall quality of project execution.Also develop and deliver executive-level project briefings and regularly communicate the project status to the customer.

San Antonio, Texas

Coordinate & execute an agile transition of all products that support this cyber weapon system from one base to another. Responsible for hiring and building the team to transition the program and all of the components seamlessly.

San Antonio, Texas Area

 Agile Coach – responsible for integrating Agile Dev. Ops across 8 Cyber Weapon System Programs/Platforms ACAT 1-3 ($500M - $10) teams comprised of 3-5 members per platform. Experience with an Atlassian JIRA tool for Agile processes, program management, and issue tracking Track and monitor Epics and Increments on all Sprint Activities for 5 team members across 45 initiatives (from concept planning to implementation and execution). Listen to all requirements and needs of stakeholder/product owners and work to create user story to highlight process improvement, capability enhancements and institute effective policy with minimal backlog.

San Antonio, Tx

Transformational agent delivering Agile Dev Ops. & providing Strategic Vision and capabilities/processes/policies

San Antonio, Tx

• Lead and manage Commanders’ Inspection Program (USAP) Unit Self-Assessment Program for the entire Division 900+ military, civilian and contractor personnel. Provide specific (IG) Inspection General guidance/regulations to ensure steadfast compliance program is flawlessly executed and delivered to customers throughout the command division. Executed over 2,500 communicators/checklists resulting in zero observations/findings for 4 consecutive years• Direct system administrator for (MICT) Management Internal Control Toolset database which is an AF wide program. Create and manage Division Battle Rhythm containing over 500+ communicators annually. Personally analyze 18 work-centers for deficiencies and institute immediate remedies of corrective actions/root cause analysis for problem solving• Develop and implement training program for USAP. Provide coaching and mentoring for Division personnel in AFSO21; process improvement methodology, value-stream process mapping, data analysis tools and techniques, as well as other problem solving techniques; OODA, AF 8 Step, Fishbone Diagram• Prepare qualitative reports regarding quality management logistic program activities and accomplishments for submission to Commander and (PEO) Program Executive Officer. Formulate periodic reports to component officials/leaders on problems identified and offer any improvements recommended to improve the quality of component operations • Recognized as an “outstanding performer” from August 2016 Inspector General Visit from AFLCMC Headquarters. Touted “best program” seen to date. Coined recipient from Senior Materiel Leader’s “All Call” Sept. 2016 received two coins first ever given by a Commander, for being an “outstanding performer”. Coined again October 2016 by PEO Two-Star General for IG efforts and being an “outstanding performer”• Achieved Level II Acquisition Certification "Logistics" Better Buying Power, AFSO21 trainer Top Secret Security Clearance TSI

United States

We are a unique tie boutique and I want everyone to look debonair in our ties. End result is simple: 100% customer satisfaction, because without you I am just an average online tie store.

San Antonio, Texas Metropolitan Area

Responsible for proper execution of time sensitive shipments t/o the DoD. Manage 5 warehouses consisting of 350K sq. ft multi-million $$ inventories,main objective is to provide coaching and mentoring to Military and Civil service employees. Drastically improved throughput and incorporated Lean operating disciplines to organization.

Providing Financial, Health Care, Manufacturing, Retail and Gov't secure quality data changes with little or no IT involvement.....to learn more about this breakthrough technology please visit us at www.mountain-viewtech.com or feel free to contact me at avais@mountain-viewtech.com to learn more about our product.

Responsible for two warehouse sites approx. 300,000 square feet consisting of 60 employees in each, with 4 supervisors per site over two shift operations with inventories averaging 40 million per site that included over 25,000 part numbers which supplied theMemphis and Detroit Parts Distribution Centers.?? Provided operational leadership and organizational support needed during a 40% reduction of staff.?? Quality and inventory accuracy were benchmarked, and increased to 99.5% at these facilities as a result of restructuring the team and re-engineering of product suppliersand loading and unloading techniques.?? Oversight of time sensitive operation supplying over 200 dealerships shipping between 10 to 14K orders/night throughout the region.?? Redesigned the delivery matrix across midwest region with vendors and carriers; Exel,Penske,and Ryder to coordinate optimal delivery times for dealerships and customers needs.

Managed a parts warehouse with daily volumes consisting of approx. 20,000 lines that would account for sixteen full trailers of outbound material. Responsibilities included continous resource planning and allocation of all full-time employee's and contractors over the quality control of parts and inventory/inspection to ensure maximum efficiency.?? Spearheaded the launch of 5 offsite Mopar facilities project included: annual budget for first year of business; project layout designs; Lines Per Hour requirements for predicted volumes; filled positions for full and part time employees.?? Implemented a multi-functional cross docking operation for five national sites to streamline our distribution channel through a single internal site, which was then distributed across sixteen Field Distribution Centers throughout the United States. Actual transportation shipping costs saved 3.5 million a year.?? Led integration of UPS parcels, freight, and Export and Hazardous business. Orderedstart up supplies and allocated budgets for first year of business. Worked closely withQuality Control and servicing the customer right the first time. Dealer satisfaction rosefrom 52% to 95%.

Lead operations of a 1.25 million sq. ft. distribution center housing $80 million ininventory, 67,000 part numbers for Dodge, Jeep, and Chrysler vehicles. Managed a 1-shiftoperation, directing eight supervisors and 175 UAW hourly employees responsible forshipping upwards of $500 million in products annually to sixteen US, 7 Canadian, and 4International Parts Distribution Centers, and 5,400 automobile dealerships.?? Decreased labor expenses by $5 million by increasing inbound and outbound lines by15%/hour and 21%/hour respectively while reducing indirect labor costs by 5%.?? Recovered $2 million by re-organizing the teams which allowed us to redeploy tensupport positions into productive functions; allowing us to give back 30 open positions?? Reduced the cycle time needed to select and ship daily receipts to Field Parts Distribution Centers by 52% (from 40 to 19 hours).?? Completed a Green Belt Project to reduce pool to intransit @ 3 sigma. Led allNationals in reducing cycle time of shipments in 2004 & 2005.

Master Of Arts (M.A.), Change Management & Leadership

Bachelor, Organizational Mgt. & Dev.

Bachelor Of Science, Organizational Management

Associate'S Degree, Marketing / Hotel Restaurant Management