Mr. Shaw provides specialized consulting support in program execution and program/project management across the Leidos enterprise and functions on a request-basis by the line or functional organizations. In this capacity, Mr. Shaw has provided program recovery support for large multi-billion dollar programs, has provided specialized financial training for Gibbs & Cox program and project managers, has created and provided several project management workshops primarily to QTC in support of their integration into Leidos, and has created and provided a variety of basic, advanced, and specialty project and program management training across the enterprise, including five of the courses offered at last year’s Program Execution Forum. Mr. Shaw supported the Dynetics integration in the period between Integration Managers, provided a study on change control for the Defense Enclave Services (DES) contract, covered the Health Sector’s VP Programs Director position for an extended period, provided support to numerous bid risk reviews across all sectors, planned and coordinated an external vendor to conduct a RACI study for a problem Business Area within one of the sectors, and has become a regular consultant for Internal Audit in planning, conducting, and reporting on audits associated with the various facets of program management. Mr. Shaw has also functioned as the lead for strategy development for the program execution side the Enterprise Transformation and Performance Excellence Corporate Functional organization. Mr. Shaw continues to provide unparalleled support in this unique role reaching across the Leidos enterprise and providing value added leadership and business expertise.

Mr. Shaw supported the Homeland Security and Intelligence Sector, the Defense and Intelligence Sector, and then the Intelligence Sector in providing business leadership and expertise in program execution, program/project management, and business operations. Mr. Shaw ensured that the Leidos policy requirements for program execution were implemented within the Sector he was supporting, as well as ensuring that solid project management practices were also being used across the line of business. This included activities that span pre-award planning, risk assessment, and proposal activities, and post-award planning, managing, oversight, and reporting once Leidos wins a new contract. Mr. Shaw worked directly with the Sector Presidents, Operations Managers/Business Area Managers, Division Managers, and program/project managers and their teams to ensure program execution processes and procedures were properly implemented within their line organizations and programs/projects. Mr Shaw supported program execution audits and oversaw the Sector’s program status reporting (In-Process Review) activities. Mr. Shaw maintained and reported on program execution metrics and oversaw the Sector’s Enterprise Risk identification, management, and reporting. Mr. Shaw fully supported the Leidos Mission, Vision, and Values and implemented key aspects of those within his daily work as well as promoted those within the teams he worked with. Mr. Shaw supported the start-up of large/complex programs and when requested, lead program recoveries in a lead or support role, depending on the circumstances.

Mr. Shaw was responsible for the risk planning, management, and oversight associated with this $10B acquisition of Lockheed Martin’s IS&GS segment into Leidos. Mr. Shaw was responsible for working across all Corporate Functional organizations with both Leidos and IS&GS to identify, analyze and detail, and manage integration risks. Mr. Shaw supported the Functional Leads in planning and estimating mitigation activities, compiling performance metrics on the risks, and reporting risk status on a regular basis to the Leidos CEO and Leidos Head of Integration.

) In the roles of both Group Chief Systems Engineer and Director of Program Management, Mr. Shaw was responsible for formalizing, standardizing, and strengthening the project management capability within the group through training and mentoring, implementation of standardized program/project management tools, processes, and practices, and assisting the leadership in utilizing the benefit of basic and advanced project management tools and particularly systems engineering practices, and processes to improve business performance. Mr. Shaw is also the Group’s Program Management Consulting Expert, and in that capacity he led and supported the start-up of new programs and provided program recovery of our largest, most complex, and strategically important programs.

Accomplishments in this role include hands-on management and/or oversight support in project planning and estimating, project start-up, recovery/improvement, and/or support through key proposal leadership roles for Leidos’ most complex projects that included: U.S. Army Intelligence and Security Command (INSCOM) - Defense Language Interpretation and Translation Enterprise ($9.7B); US Army Communications and Electronics Command (CECOM) Software Engineering Center – Software and Systems Engineering Services – Next Generation ((~$7B); Defense Intelligence Agency SITE ($6.6B); U. S. Army CECOM – Prophet Enhanced Signals Intelligence Capability ($1B)/Vigilant Pursuit 7+7 LRIP (~$40M); US Army INSCOM – OMNIBUS III ($500M); U.S. Special Operations Command – Special Operations Forces Information Technology Enterprise Contracts – Special Services ($370M); National Geospatial Intelligence Agency – Security Support Services contract ($110M); and National Ground Intelligence Center - Biometrics Intelligence Resource contract ($18M).Mr. Shaw assisted his team to develop and provided regular training offerings in technical project planning activities through critical path analysis using MS Project 2010. Mr. Shaw has developed and implemented numerous project management artifacts and documentation (policies, procedures, checklists, and processes) across all operations within the Group. Mr. Shaw revitalized the Program Management website, creating new procedures to support PM training, data dissemination, PM communications, PM Toolkits, and streamlined bid and in-process reviews. Mr. Shaw works very well with the other Directors and has co-authored additional artifacts with them including project plan templates, project review templates and metrics reporting procedures. Mr. Shaw is called upon to address our toughest program planning and execution issues and problems and can be counted on every time to bring about the best end-state possible.

Mr. Shaw was the executive manager for the European Solutions Operation that included Divisions 6484, 6627, and 6406. Mr. Shaw was key in the Operation’s success as the best managed Operation in the Business Unit and consistently turned in outstanding performance across the board, typically exceeding his required finance and operating metrics. In his capacity as deputy and then as the executive manager, he provided oversight and guidance to the organization, paying particular attention to delivering on revenue and profit objectives, contract performance items including staffing activities, the hiring process (overseas, SOFA, TESA, security clearance, etc), managed employee rewards and salaries, managed time sold (at or above plan for last 5 years), initiated training activities, and monitored the working environment of Division and Operation employees. He worked closely with Division, Operation, and BU HR representatives and the Group President to resolve problems and foster good employee relations, and with the financial staff to assist in development and management of the organization’s business plan and finances. Mr. Shaw had final approval and release authority for all technical proposals, modifications, and contract items, and during this performance period, was the cornerstone in both ensuring the renewal of all existing and all new contracts, but also in submitting new proposals on time and with quality products (over 120 proposal preparations and submittals per year), all accepted and approved by the customer contracting officer after successful navigation of SAIC’s internal FFP review process and internal approval.

During this time, Mr. Shaw was also the Program Manager for the $170M Firm Fixed Price (FFP) IDIQ U.S. Air Forces in Europe Systems Engineering and Technical Assistance (SETA) Contract. This contract consisted of 42 concurrent task and delivery orders performed at 11 locations across Europe, Asia, and the Middle East, generating revenues of approximately $50+ million annually near its end. Mr. Shaw played a critical role in business growth on this contract as its original value was contracted at $76M over five years at inception. Solid financial management and good decision making on the part of Mr. Shaw and his team, resulting in almost doubling that measure over 5 years. Mr. Shaw provided direction and guidance, leadership, vision, and mentoring to three Division Managers, four Site Managers and their staffs totaling over 300 full time personnel, spread throughout the operating European and Middle East locations. He established local policies and procedures, resolved problems, and ensured compliance with Federal Acquisition Regulations, contract requirements and SAIC policies and procedures, including those for executing fixed-price contracts. He met with customers and site personnel to plan, track, and monitor SAIC technical, schedule, and cost performance, and to ensure compliance with required and proposed quality standards.

As the AVP and Intelligence Program Manage, Mr. Shaw was responsible for overall project management and leadership. Mr. Shaw’s duties included: initiating, planning, executing, controlling, and closing all technical work efforts; writing proposals and planning projects and execution strategies, presenting briefings; preparing monthly status reports; upholding quality; managing and accomplishing work within schedule, cost, and scope; staffing; work supervision of project personnel; providing technical direction of sub-projects, establishing and managing subcontracts, budget planning; work planning and scheduling; customer interface; delivery of all Contract Data Requirements List (CDRL) items; and generation of new business. Mr. Shaw was also responsible for overall line management of the Ramstein Systems Support Organization. His duties included: budget planning and management, staffing, writing and reviewing performance reviews, conducting and providing training opportunities, staff planning, HR servicing of Division personnel, career counseling, problem solving, and leadership of Division personnel. As the Chief systems Engineer/Chief Engineer, Mr. Shaw provided systems engineering and technical assistance to USAFE Intelligence in development, integration, system development, testing and evaluation, planning, and support of USAFE’s Intelligence Directorate for their imagery systems capability and Common Imagery Ground/Surface Station (now Distributed Common Ground Station (DCGS)). Major responsibilities included the integration of commercial remote sensing satellites and products into the overall intelligence architecture and integration of commercial imagery products with national and tactical sensor data to provide critical intelligence products for use in planning, mission rehearsals, real-world operations, and training. Mr. Shaw provided design, integration oversight, and testing of the Commercial Receive Segment.