Brad Pienta Email & Phone Number

Westville, New Jersey, US

Bridgewater, New Jersey, US

Oklahoma City, Oklahoma, US

• Leader of 75-person team responsible for delivering 9-figures in annual revenue. Accountable for operating budget of 8-figures and G&A budget of 7-figures.
• Reduced operating expenditures by 3%: new processes eliminated need for contracted heavy equipment.

Oklahoma City, Oklahoma, US

• Leading team of 7 technical experts and project managers in driving change initiatives throughout 200-person operations department spread across 2100 square miles.
• Led orchestration and execution of a reorganization of the entire operations department, which impacted all teams within the company. Completed initiative in just 6 weeks (compared to previous reorganization that took.
• Led the creation and implementation of a ROI-based daily work prioritization tool, which reduced the cycle time on issue resolution with company’s biggest production hot-spots by 38% (from 4.5 days down to 2.75 days).
• Improved companywide production levels (8 figure annual value) through the creation of automated processes returning production without human intervention and improvements to teams’ traditional workflows.

Oklahoma City, Oklahoma, US

• Leader of 9-figure revenue center charged with team of 16 field operators containing all skillsets needed to deliver product from origin, through treatment, to sales point with 7-figure annual operating budget.
• Improved production by 0.8% above expected operational targets in just 6 months by cutting team’s non-productive time by 50%, enhancing efficiency through performance coaching and training, and utilization of ROI-based.
• Eliminated weekday (Tuesday-Thursday) production down-swings (6-figure annual value) through improved communication and operational planning between raw production teams and treatment and delivery teams (model then.

Oklahoma City, Oklahoma, US

• Led team of 13 data engineers, software developers, and business analysts that provided digital services to all internal business units. Team maintained an in house built hub and spoke database that connected data.
• Stood up agile scrum working rhythm and Azure DevOps work tracking system in <1 week, team’s meeting rhythm and work tracking methodology became company model for 300+ employees forced to remote work during COVID.
• Implemented Key Performance Indicators to measure the value of team’s work product, the team’s overall efficiency, and the team’s overall organizational health—increased team throughput by 45% in 6 months, created.
• Team’s completed projects in 2020 valued at 8-figures: simplified backend process automation, automated production target generator, GIS enabled resource routing tool integrated with internal work planning application.
• Stood up internship program to source new digital talent in competitive hiring landscape—doubled the success rate of our hiring program at no additional cost.

Oklahoma City, Oklahoma, US

• Led team of 26 data engineers, software developers, instrument engineer, and instrument technicians responsible for company’s on-site digital hardware at 1300+ physical locations, truck hardware in 200+ company.
• Stood up software package for new asset with an additional 1,000+ physical devices in the field in less than 4 months (industry standard is 9-18 months).
• Upgraded software package for 24 hour command center, allowing them to cut their response time by 50% thereby significantly de-risking 7-figures in daily revenue.
• Reduced G&A expenses by $250,000 annually without loss to team’s productivity or service provided to the business.

Washington, DC, US

• Captain of 140 ft icebreaking ship that keeps Great Lakes shipping lanes navigable in the winter and conducts search and rescue and law enforcement. Completely and solely responsible for safety and wellbeing of all 19.
• Hand-picked by Great Lakes Commander as operational expert for 15+ year strategic planning committee.
• Retained employees at a rate 20% higher than the service average amongst 60 people directly managed.
• Recognized for stellar shipboard engineering department (10 of 300 selected) during management of multi-million dollar dual engine overhaul performed simultaneously during $500k shipboard upgrade.
• Championed correction of pay disparity for 45 personnel in remote location; expedited bureaucratic process and generated action on issue that had been stagnant and overlooked for more than 5 years.

Washington, DC, US

• Served as direct representative of ship's captain, responsible for ship’s daily operations. Directly responsible for crew of 19, managed $515k of annual operational expenses, and accountable for $6.5 million in capital.
• Fostered efficient workplace that led ship to be most productive icebreaker in its class for 2 years consecutively. Created employee buy-in despite being away from home for 91 days, results noted by senior managers.
• Sound fiscal practices and procedures led to 25% savings in annual operating budget in 2017 and 2018.
• Superior budgeting allowed 5% expenditure of annual budget on employee advanced training courses—only budget officer able to afford such training. Increased proficiency praised by third party inspection team.
• Coordinated interagency training with 10 offices, allowed accelerated promotions for 38 employees.
• Managed offshore security for 2016 Republican National Convention, 2 weeks after 50% employee turnover (unavoidable due to military transfer season).

Washington, DC, US

• Division Officer for ten crewmembers. As morale officer, won Coast Guard morale program of the year. Oversaw safe navigation of 225 ft ship, operation of galley that served 3 meals a day to 5-50 crewmembers every day.
• Led training program for entire crew; robust management of schedule ensured 100% completion of 150 annual crew-wide exercises, plus an additional 25 in person presentations, and 25 interactive online modules.
• Head of law enforcement, trained 12 person team, prepared them to enforce federal laws and regulations on commercial fishing vessels and recreational vessels. Planned multiple months of patrols based on relevant.
• Economized operational plan to most efficiently service more than 250 buoys, exert federal law enforcement presence in the exclusive economic zone, train 45 employees, and execute specialized dive operations.
• Managed operation of kitchen with $400k annual budget. Streamlined monthly financial reports to eliminate recurring errors and improved accounting practices to maximize purchasing power.
• Initiated multiple recurring community service functions, hosted family friendly events, and created deployment wellness programs—won Coast Guard’s morale program of the year award.

Master Of Business Administration - Mba, Project Management

Bachelor'S Of Science, Naval Architecture And Marine Engineering