Curt Carter, Pmp Email & Phone Number

San Antonio, TX, US

Responsible for providing program management/acquisition expertise to the Air Force's Human Resource Systems Branch. The Human Resource Systems Branch executes the full software life cycle -- developing and sustaining IT solutions that provide personnel services for all Air Force members.

San Antonio, Texas Area

Responsible for providing program management expertise to the Air Force's Human Resource Systems Branch. The Human Resource Systems Branch executes the full software life cycle -- developing and sustaining IT solutions that provide personnel services for all Air Force members

Responsible for providing program management expertise to the Air Force's Human Resource Systems Branch. The Human Resource Systems Branch executes the full software life cycle -- developing and sustaining IT solutions that provide personnel services for all Air Force members.

• Responsible for providing program management expertise in support of the Air Force's Crypto Modernization Program Office.
• Apply knowledge of defense acquisition regulations and compliance requirements to Air Force and DoD procurement activities.
• Apply knowledge of strategic planning and policy applications in areas relating to PMO organization and resource management, program/portfolio management, acquisition planning, performance and process improvement, and.
• Lead and contribute to team activities and use analytical techniques to assess acquisition processes and recommend approaches for improving acqusition, program planning, control, and execution.

• Responsible for the development and delivery of a $12+ million web-based training portfolio for commercial and government clients. Responsible for portfolio Profit & Loss. Ensured projects met corporate cost, schedule.
• Marketed corporate training capabilities to senior commercial and government decision makers. Served as corporate capture manager for a $1.8 million homeland defense training effort; earned client’s respect.
• Developed cost estimating tool to enable quicker response to bid and proposal efforts.
• Routinely mentored junior project managers and staff as to appropriate program management methodologies and tools.

• Directed the efforts of 127 personnel to acquire and sustain a $115 million portfolio of life support, egress, and survival equipment. Responsible for planning, programming, budgeting, and executing more than 40.
• Provided vision and unifying strategic direction to division personnel; greatly improved productivity and morale. Made notable improvements in the planning and timely execution of program funds.
• Guided division leadership team to formulate strategy and build plan to transfer programs as part of Base Realignment and Closure. Division efforts praised by Group Commander. Strategy/plan ensures mission success and.
• Mentored junior personnel on acquisition policy and provided programmatic guidance; provided timely feedback during program reviews.

• Deputy Commander, Detachment 2, Air Force Research LaboratoryDirected day-to-day operations for a research organization with 200 personnel, $35 million in facilities, and a budget of $59 million.
• Paved way for government/industry partnership with FedEx; leveraged $1 million for fire prevention research on cargo/transport aircraft.
• Improved organization’s budget process and financial accountability; implemented a financial database that led to a significant increase in data accuracy and tracking speed.
• Developed detachment’s public relations plan; increased media exposure seen as key to bringing in an additional $8 million from Air Force customers.

• Conducted special studies, projects, and staff actions on critical organizational issues. Implemented operational plans and ensured polices were enforced across the organization. Served as the Wing Commander’s trusted.
• Meticulously planned over 75 distinguished visitor visits with flawless execution; lauded by city, state, national, and international VIPs…generated political support and immeasurable goodwill.
• Authored position descriptions for critical Wing staff personnel in safety, public affairs, and protocol; hands-on approach ensured first-class mission support.
• Infused web-based technologies into wing processes and improved staff communication/efficiency by 50 percent.

• Led multi-service team (Air Force, Army, Navy, Marines) effort to develop and field a $2.3 billion medical information program. Directed the efforts of 14 functional experts to ensure all program cost, schedule, and.
• Championed use of multiple focus groups to ensure customer input into the software development process; over the course of a year, customer participation and acceptance effectively doubled...greatly enhanced the.
• Achieved first-ever multi-service consensus on program’s technical design. The joint solution ensured improved medical care for the warfighter and better medical information to decision makers.

• Led Academy’s strategic development planning effort. Defined needs and built a marketable plan to compete for private dollars. Served as the Academy’s point-man for all graduate affairs. Coordinated Academy support for.
• Initiated a “Vision Quest” with senior Academy officials to change their perspective on the possible uses for private dollars; persuaded them to think big. Performed gap-analysis on appropriated/non-appropriated.
• Personal contact with WWII bomber pilot groups and Women Airforce Service Pilots resulted in two monuments valued at over $325 thousand being donated and permanently displayed on the Academy grounds.

B.S., Management

Activities and Societies: Bluebards-cadet theater group

Mpa