Provides expert test & evaluation (T&E) management support to F-15 sustainment engineering programs. Uses knowledge and expertise of T&E processes to assist in the designing, planning, execution, analysis and reporting phases of T&E programs to assess the performance of aeronautical systems, subsystems and equipment during the various DoD acquisition phases and milestones.

Provides expert test & evaluation (T&E) management support to F-15 sustainment engineering programs. Uses knowledge and expertise of T&E processes to assist in the designing, planning, execution, analysis and reporting phases of T&E programs to assess the performance of aeronautical systems, subsystems and equipment during the various DoD acquisition phases and milestones.

Plans and directs test and evaluation (T&E) for $6.3 billion-dollar electronic warfare defensive system● Achieved T&E Master Plan (TEMP) approval by brokering critical agreements between stakeholders● Slashed flight test requirements 63% by optimizing test plans to verify multiple program test points● Kept stakeholder up-to-date by planning/executing quarterly Integrated Test Team (ITT) meetings● Delivered capability agreement 3 weeks early by coordinating efforts of various program functions

Delivered sound technical advice to executive staffs across the Air Force Life Cycle Management Center (AFLCMC) on developmental and operational test and evaluation policy, processes & procedures● Delivered new language on T&E planning and documentation requirements for FMS programs● Deployed and maintained new SharePoint database & analysis tool; adopted Center-wide● Authored new T&E master planning guide used by all test managers across the Center● Developed database and processes to track new test organization designation standard

• Hand-picked by customer to lead the Division’s new “Chief’s Action Group”- developed, tested and successfully implemented a new, web-based (SharePoint) suspense tracking system• Led multiple cross-functional resources to draft spend plan and annual expectation agreement • Negotiated with customer (Air Combat Command) to define and focus requirements for new rescue vehicle• Ensured delivery of additional SONAR units to deploying organizations with immediate need; arranged for rapid replacement of test articles after failure during baseline test conduct• Awarded Serco’s Excellence Award for “exemplary efforts” in support of Serco’s vision

Combat Electronics Program Manager (Lt Col)● Resolved inter-agency dispute on planned pod exchange plan through negotiated agreement ● Focused agencies on current manpower issues and won buy-in for proper division of workloadLed 72-person, cross-functional team developing and acquiring $500 million+ in training and simulation systems● Reduced C-17 simulator asset return time by 127 days; cut life-cycle costs by $50M● Streamlined FMS new business team’s efforts; maintained schedules despite 300% work increaseLed 65-person, cross-functional team to develop, integrate and execute annual C-17 program budget ● Tracked integrated master schedule, integrated master plan milestone events and risk assessments ● Led acquisition strategies for C-17 FMS teams for Australia, Canada, United Kingdom and European Consortium

• Initiated and led 35+ member multi-agency staff group implementing new Department of Defense directive • Directed interagency coordination efforts (FBI, Depts of State & Treasury, etc.) and authored strategic plans • Orchestrated a 7-day exercise with 17 different European countries and five US agencies to prepare for possible regional disaster

• Led 36-person team in charge of organization’s biggest contract covering 36 projects to modernize C-17 fleet• Successfully managed $200M research and development budget to within 4% of plan• Supported development and acquisition of Special Operations Forces capabilities within the C-17 program • Guided multiple program reviews and successfully closed all critical design items to ensure performance requirements were verified • Instigated a new process for a web-based contract performance feedback system which fixed a major feedback tardiness issue

• Led acquisition team of 72 cross-functional professionals developing and acquiring mobility and fighter training systems• Controlled cost, schedule and performance of $500 million+ in training system replacement/upgrade programs• Guided new C-17 simulator repair procedure that reduced the asset turnaround time by 127 days and cut life-cycle costs by $50M • Directed FMS new business team’s efforts to maintain short, 6-month Letter of Acceptance average approval timeline when work requirements increased by 300%

• Managed total C-17 program integration from production through sustainment • Developed, integrated and executed the annual C-17 program budget ($4B) as well as implementing the semiannual HQ Air Mobility Command and Program Office Requirements Planning Council • Tracked C-17 integrated master schedule and integrated master plan milestone events and provided risk assessments to leadership• Formulated acquisition strategies and innovative management approaches; ensured the C-17 weapon system fulfilled users’ world-wide mission needs• Initiated and led acquisition/purchase strategies for C-17 FMS teams for Australia, Canada, United Kingdom and the European Consortium