DLI is a certified Service Disabled Veteran Owned Small Business. We utilize a team of experts in acquisition to assist industry in presenting and providing the best products and capabilities for our military and Government Agencies. Our process and success is based on presenting the product to the Government in the proper context including:• Tailoring our approach to present your capabilities and products to all levels of the Department of Defense to meet capability gaps and existing requirements.• Superior understanding of the Defense Acquisition budgeting process, and its nuances, from Congressional Authorization and Appropriation Bills, through the Pentagon level, down to execution at the Program OfficeWe assist industry in building a successful acquisition strategy to market capabilities to meet or achieve: • Align product with the Joint Capabilities Integration and Development System (JCIDS) process. • Shape JCIDS Requirements Determination and Documentation • Monitor budgeting processes and priorities including competing requests • Preclude / Resolve Contracting issues including FAR and DFARS issues • Identify key action officers at all levels (You don’t see the Doctor if you don’t get passed the front desk!) • Move successfully from Research and Development through Testing to ProductionOur team's expertise and certifications include, Research and Development, Budgeting, Contracting, Program Management, and Testing.

Exercises management control for the Assistant Secretary of the Army for Acquisition, Logistics and Technology leadership through oversight on cost, schedule, performance, risk, political, economic, and technical issues affecting successful acquisition and program execution while interfacing with the Army and Joint staffs, National Guard Bureau (NGB) and Office of the Chief of the Army Reserve (OCAR). Demonstrated expertise in Planning, Programming, Budgeting, and Execution (PPBE) through justification and execution of a $250M dollar annual budget; Displayed superior communications skills in preparations and presentation of briefings to Congressional Professional Staff Members of several House and Senate Committees, preparation of policy directives signed by the Assistant Secretary of the Army, and presentation of numerous briefings to General Officer Steering Committees, including the Army G8, G3 and G4. Exhibited superior analysis skills developing strategy and communications plans ensuring critical budgeted resources for numerous systems. Extensive knowledge of acquisition planning, oversight, and monitoring; evaluates Congressional legislation to develop policy and guidelines.

Operations Officer responsible for planning and operations of logistical support in Afghanistan; led a key working group of logistical senior leaders to resolve sustainment and support issues for all vehicles and weapon systems; supervising automotive maintenance, supply, and logistics operations supporting the 401st Army Field Support Brigade (AFSB), Program Managers (PM’s), Program Executive Officers (PEO’s), contractors or others Army and Joint organizations. I led maintenance reviews of TACOM Managed Weapon Systems focusing on non-mission capable combat systems, resolving operations support and maintenance issues at various locations throughout Afghanistan. Overseeing requests for supplies and expediting Hi-Priority item requisitions from vendor to the forward operating bases. Researched and respond to requests for information for TACOM Managed items and coordinated with ASA ALT, Defense Logistics Agency (DLA), and Army G4 and Joint Forces Afghanistan (J4) for items considered critical to combat readiness.

Responsible for the planning, creation, development and establishment of the Command Operations Center (COC) for Army Accessions Command (AAC); Designed and developed the COC including manning requirements, areas of responsibility, functional coordination cells and reporting requirements for the Human Resources Center of Excellence and Commander of Ft Knox. Additionally, led the development and implementation of automated information “dashboard” tools, integrating and overlaying numerous information factors including marketing, demographic, economic and social indicators. Served as a leader of the senior staff synchronization working group designed to review, revise and rewrite the organizations operations, reporting, and mission requirements and reduce duplication, increase staff communications, and delineate staff responsibilities;

Responsible for designing, development and implementation of command level policies and programs in support of Army Test and Evaluation, including testing of systems for rapid acquisition, procedures for evaluation in combat theatres, and fielding of equipment requested via Operational Needs Statements (ONS). Wrote, staffed, and published the command’s annual guidance pertaining to evaluation planning, developmental and operational testing, operations research, statistical methods, and systems analysis methodology and techniques to critique technical assessments or evaluations. Represented the Commander to key Army leadership during staff meetings including the Army Resources and Requirement Board (AR2B) led by the Army G3 (Operations) and the Army Campaign Planning (ACP) led by the Vice Chief of Staff of the Army (VCSA). I provided briefing and written reports to both the Army G3 and VCSA reference testing in support of Army acquisition. I led the command’s senior level working group responsible for developing analytical tools to assist in rapid assessment of equipment capabilities and limitations for both Iraq and Afghanistan through the application of Lean Six Sigma principles.

Provided analysis, operational support, and subject matter expertise (SME) in test and evaluation to the Army Test and Evaluation Command's (ATEC) Future Combat Systems (FCS) evaluation; Assisted in drafting and reviewing planning documentation to include Evaluation Strategy, White Papers, Test and Evaluation Master Plan (TEMP), and System Evaluation Plan (SEP) for the FCS; Lead the development of the Baseline Correlation Matrix (BCM) which included a comprehensive review of all 562 operational requirements for the FCS; Reviewed and provided statements of impact on program capabilities plans and documents. Participated as a member of the training systems integrated process team, ATEC System Team (AST), which conducted in-process reviews (IPRs), demonstrations, and virtual experiments; Applied battlefield automation requirements and command and control technologies to include training, automotive maintenance, force structure, fielding, the logistics system; Prepared reports, white papers, briefings, slides and other materials for evaluators on a regular basis.

20 Year Career Army Officer, as a Logistician, Human Resources and Recruiting Manager, and Trainer. During a 20 year period served as a Logistician at the tactical, operational, strategic and installation levels. Additionally served assignments as a Human Resource Manager for Officer Career Management and Training Development, as well as directing a large recruiting force for entry into the military. I also served as a Trainer in Army planning, preparations and execution of logistical operations, publishing articles on practical logistical planning and execution of sustainment. As an Army Logistician I was responsible for support operations for an Army Division with over 10,000 vehicles and 20,000 personnel. Additionally, during the aftermath of the attacks on Sept 11, 2001, I served as the coordinator for support working at One Police Plaza with the NYPD and FEMA, as well as overseeing recovery operations conducted by the Army National Guard.