Franklin Orego Iii's Location
Hampton, Virginia, United States, United States
Franklin Orego Iii's Contact Details
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About Franklin Orego Iii
Throughout my career, I have attained comprehensive experience directing the end-to-end implementation of Navy and commercial ship maintenance, repair, and overhaul. I am a visionary and strategic leader; able to generate new ideas and initiate, and lead change.➤ What makes me stand out are my solid skills in leading all aspects of program management & strategy. ➤ As a detail-oriented individual with a passion for excellence, I am adept at turning around multi-billion-dollar programs, bringing projects back on schedule, and ensuring timely & safe, completion within budgetary constraints.➤ My unique background makes me a strong leader for optimizing organizational performance and exceeding corporate financial goals.➤ I am well-versed in government contracting practices, logistics support functions, and program key performance indicators.➤ After spending a considerable amount of time and energy in the Navy, I must say that I am proficient in leading and mentoring cross-functional teams to integrate Lean, Six Sigma, critical chain project management activities, and various other improvement methodologies.✪ My Signature Highlights ✪➔Established the systems and processes required to bring Canada's largest shipyard back into the industrial base complex for the Canadian Government and the Province of Quebec.Ensured repair delivery for the 14 US Navy ships based in Bahrain, as well as approximately 76 deployed vessels spanning from nuclear aircraft carriers and nuclear submarines to mine sweepers and coastal patrol craft. ➔ Created and provided the groundwork required to save the Army's Installation Management Command over $20 million in the Pacific Region. ➔ Saved $10 million in the first few years of a Navy contract, with a keen emphasis on assuring future savings of more than $300 million over five years. ➔ I oversaw and led 200 employees who worked on over 100 continuous improvement initiatives. ➔ By implementing IT enhancements and business process automation, I saved over $1 million and cut security breaches by 60%. ➔ Provided over 4 million manhours of repair and assistance to the Pacific submarine fleet in order to maximize operational availability.➔ Assessed ship repair and maintenance workload valued at $5 billion or more, as well as optimized vital resource utilization in organizations while creating and applying key processes and improvements.☛ If you find my profile exciting or interesting in learning more about my skillset and experience, please get in touch with me on LinkedIn or email me at frankorego@gmail.com
Franklin Orego Iii Work Experience Details
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Program ManagerImia, LlcHampton, Va, Us -
Program ManagerImia, Llc Apr 2024 - PresentChesapeake, Virginia, Us -
Operations ManagerUicgs / Bowhead Family Of Companies Apr 2023 - Apr 2024Springfield, Virginia, Us -
Director Of Halifax Class Program Management OfficeChantier Davie Canada Inc. 2020 - Apr 2023Lévis, Québec, Ca✅ My responsibilities are the following while performing as Director:I led the Senior Leadership team and facilitated support departments in revamping various core project management support processes. Ensured complete development of procurement strategy, resource execution & planning, subcontractor development & management, estimates, schedules, and KPIs for the program and docking work period projects. I delivered effective support to the Royal Canadian Navy with the information needed to optimize the operational availability of the fleet by improving the predictability of the schedule. Ensured smooth execution of the Halifax Class management, and emergent work.✪ Below are my notable accomplishments ✪➤ Directed overall contract management functions executing the five base years with three Docking Work Periods (DWP) (~2 years each) while developing long-lasting collaborative relationships with government clients.➤ Developed and maintained a very successful PMO for a $2B CAD multiyear contract and led all relevant functional area programs and processes to deliver the 1.5M resource hour Docking Work Period projects for Canadian Frigates.➤ Delivered the first ship repair project on time and within budget even with more than 100% growth in scope.➤ Revamped processes used for the HMCS St. John's DWP and implemented new changes to the HMCS Toronto DWP (another over 1.5M manhour DWP Current contract value ($257M CAD).➤ Delivered effective direction and oversight to the team executing the work valued at ~$275M CAD and grew the work package from ~700 thousand manhours to over 1.4M manhours.➤ Carried out in-depth process reviews and improvements of the processes housed in the certified ISO:9001 Quality Management System. ➤ Ensured DWP execution within the allocated budget by deploying tight project and cost controls process. -
Deputy Program ManagerChantier Davie Canada Inc. Apr 2020 - Jul 2020Lévis, Québec, Ca
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Director Of Program ManagementSwiftships 2019 - 2020Morgan City, La, Us✅ While acting as Director for Swiftships, LLC, my day-to-day responsibilities are the following:I monitored and managed all facets associated with the planning and execution of the company's portfolio of shipbuilding and ship repair business. Accelerated profit margins for the company by ensuring product and service delivery within time and budgetary constraints. I directed overall shipyard operation, including facility maintenance, procurement, quality assurance, safety, production, engineering, supply chain activities, and project management.✪ My key successes during this role were ✪➤ Successfully increased production rate for the service life extension program (SLEP) worth $25M USD for U.S. Army ships. ➤ Turned around the relationships with the client from really bad to exceptional.➤ Led and directed a $2B USD contract for the U.S. Navy by optimizing the design and construction of the new LCU1700 class vessel (Duration for the design and construction of 25 vessels was ~15 years). ➤ Delivered effective leadership efforts to guide the team to get the program back on schedule.➤ Planned and conducted a Bahrain Defense Force ship-building program worth $45M USD while improving schedule compliance. -
Deputy Officer In Charge (Chief Operating Officer)Forward Deployed Regional Maintenance Center Detachment Bahrain 2016 - 2019✅ For Forward Deployed Regional Maintenance Center, my responsibilities include:Improved industrial plant equipment, facilities, and other capital investments by approving budgets and expenses. I tracked and sourced human capital and executed financial strategies to accomplish the core mission on time and within budget while forecasting workload and resource availability. I steered and managed overall business operations related to several business lines, including project management, quality assurance, safety, acquisition (contracting), cyber security, IT, logistics, finance, customer relationship management, and engineering. ✪ Some of my key accomplishments associated with this job role include ✪➤ I spearheaded numerous projects ranging from $9M to $25M USD with a keen focus on ensuring completion within six months to two years time period.➤ Led overall organizational operations, managed a discretionary budget of ~$38M USD, and followed U.S. Government financial and contract regulations.➤ Supervised and led eight senior leader direct reports and led over 175 professionals to ensure smooth workflow.➤ Successfully ensured the ship's operational availability and mission-ready status at all times by delivering effective guidance and communicating with fleet commanders, commodores, ship's captain, and theatre leadership.
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Submarine Program DirectorPearl Harbor Naval Shipyard & Imf Jan 2015 - Nov 2016Pearl Harbor, Hi, UsHand picked by the Shipyard Commander to lead the Planning of Submarine Maintenance Availabilities and turn around our performance in the planning and thus execution of Submarine availabilities. The planning efforts have not met the high standards that are needed to dictate success for Pearl Harbor Naval Shipyard and the United States Navy. -
Director, Command Performance ImprovementPearl Harbor Naval Shipyard & Imf Jan 2013 - Dec 2014Pearl Harbor, Hi, UsExecutive level team member responsible for proactively leading strategic planning and execution to achieve the shared vision, leadership development and coaching, organizational assessment, continuous performance improvement, organizational change, and learning organization development. Implemented a systematic approach to developing, embedding throughout the organization and executing a holistic improvement strategy. Responsible for building and maintaining a safe and healthy environment for employees to learn, grow and continuously improve. • Led a diverse team to build, resource, and deploy a robust leadership development continuum and curriculum to grow high potential future leaders from entry-level to senior managers.• Collaborated with peers to create a strategic shared vision, reinvigorate strategic planning to include workload and financial forecasts and supporting budgets. • Developed and partnered with diverse teams to establish performance targets aligned to the strategy, communicate the strategy and targets throughout the organization, and execute substantial improvement initiatives resulting in cost, quality, safety, schedule and behavioral improvements.• Developed and deployed robust communication strategy to influence the organization and promote a positive environment for continuous improvement.• Developed and executed a standard plan for continuous improvement adaptable by each individual organization focused on achieving the mission.• Coached/mentored peers and subordinate to improve their proficiency in application of Learning Organization, Lean, Six-Sigma and Theory of Constraints principles.
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Chief, Programs And Professional Support Branch (Director Of Pmo And Continuous Improvement)Us Army Corps Of Engineers Jul 2011 - Dec 2012Washington, Dc, UsProvided thought leadership to executives and team leaders throughout the corporation to establish a baseline, roadmap and governing directive/policies for implementation of an integrated global Quality Management/Continuous Improvement System. Reorganized the Project Management Support Branch to improve responsiveness and delivery of services to clients throughout the Area of Responsibility, to include internal USACE Project teams and external customers such as US Army, and other State and Local municipalities. Supervise and mentor a team of program managers responsible for the Knowledge Management and Quality Management/Continuous Improvement Systems. • Deployed to Afghanistan for six months to develop strategies and deploy processes and tactical plans to support completion of portfolio of construction projects in preparations for troop drawdown.• Organized planned and facilitated a diverse leadership team to develop an integrated strategic plan and an intermediate objectives map, goals and tactical objectives to facilitate business transformation and improvement. • Created and implemented policies and programs for organizational maturity, key performance metrics, talent management, succession planning, standard processes, development and execution of budgets, and schedules.• Optimized personnel and manpower plans to improve the quality and delivery of services. • Developed and managed budgets. • Established and hosted Executive Quality Councils and mentored executives on necessary behaviors required for integrated holistic cultural improvement. -
Chief Of Quality Management And Continuous ImprovementUs Army Corps Of Engineers Feb 2010 - Jul 2011Washington, Dc, UsAs program manager, incumbent leads a cross-discipline team of professionals and contract support staff in planning, design, implementation, operations, and maintenance of the PMBP Curriculum/Culture Initiative. Provides advice and assistance Districts, and field offices on corporate curriculum and culture issues, and the relationships to PMBP and QMS. Assesses core values, process management, business practices, and customer focus necessary to instill project management as an integrated business process within the USACE. Leads the Quality Management section to focus on centralized management of the educational, technical, and business aspects of the USACE Corporate Culture Shift to PMBP and QMS. Defines project goals and objectives for the Section. Establishes the technical framework and guidance for accomplishment of objectives within the Districts resources. The incumbent retains a high degree of discretionary authority in the methods used to accomplish this. Participates in monthly in-progress-review (IPR) meetings with Deputy for Project Management and quarterly reviews on measurements of success with the Commander Advisory Board.
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Continuous Improvement Program ManagerUs Army Garrison, Hawaii Apr 2009 - Feb 2010Arlington, Virginia, UsCollaborated with and coached other senior leaders to maximize business transformation and continuous performance improvement efforts in U.S. Army Garrison Hawaii. Mentored and coached senior-level executives including the Garrison Commander and the Deputy to the Garrison Commander in areas including strategic vision, change capability development, change strategy, organizational structure optimization, leadership development, and workforce optimization.• Improved Garrison operations and the overall delivery of the Common Levels of Service (CLS) within limited budgetary constraints for all directorates such as the Directorate of Public Works, Directorate of training, plans and mobilizations, Directorate of Human resources, etc.• Assisted in the development and management of budgets for USAG-HI• Mentored more than 70 people working on 80-plus continuous improvement projects.• Provided the groundwork necessary to save the Army more than $5 million in the Pacific Region with savings projected to increase to more than $25 million over 5 years. -
Cpi Consultant (Associate, Continuous Improvement & Strategy Development)Booz Allen Hamilton Oct 2007 - Mar 2009Mclean, Va, UsMaximize potential of business transformation and continuous process improvement efforts in the U.S. Army Installation Management Command’s Pacific Region (IMCOM-PAC), which includes Hawaii, Alaska and Japan. Collaborate on-site and virtually with client senior leadership including the Garrison and Deputy to the Garrison Commanders to re-align the organization, its people, the processes and their actions with critical business imperatives and specific objectives. Mentor command’s mid-level management personnel seeking certification in Lean Six Sigma, including more than 60 Green Belt candidates and 5 Black Belt candidates. Coach candidates on principles of project definition, goal-setting, team facilitation, strategic vision, data-driven decision-making, and change management, among other topics. Mentor and coach senior-level executives to identify and shape opportunities that provide or create additional client value in areas including strategic vision, professional development, organizational structure optimization, leadership development, and workforce optimization.• Mentored more than 200 people working on 100-plus continuous improvement projects who Enable System and Process Change.• Analyzed region and individual garrison operations and made recommendations to budget, manpower, and personnel requirements to improve effectiveness and efficiency of the delivery of services. • Recommended adjustments to Garrison Operation, manpower and budget requirements for USAG-Okinawa, USAG-JP, USAG-HI, USAG-Richardson, USAG-Wainwright, USAG-Fort Greely, and USAG-Pohakuloa.• Focused Senior Leadership on the future of IMCOM-PAC and coached them in the development of strategy and execution plans to focus improvement efforts.• Provided the groundwork necessary to save the Army more than $20 million in the Pacific Region with savings projected to increase to more than $70 million over 5 years. -
Business Systems Analyst (Project Management, Continuous Improvement)Caci, Inc. Oct 2004 - Sep 2007Reston, Virginia, UsPioneered development of continuous process improvement consulting practice, spawning an effort to build the capability at the corporate level. Develop trusted relationships with key decision-makers across client organization including Shipyard Commanders and senior managers of Naval Sea Systems Command (NAVSEA) and advised them on evaluations, reviews, surveys, and investigations to effect economies, efficiencies, and maintain the integrity of the Shipyard and Intermediate Maintenance Facility operations. Mentored client teams through Managing Organization Change by using data-driven and predictable methodology. Won multiple process improvement contracts, leading to addition of practitioners and leaders with similar skill sets. Grew and matured the practice, supervising 12 continuous process improvement practitioners, 4 Lean Six Sigma Black Belts, 3 Black Belt candidates, as well as business systems analysts and performance measurement specialists. • Analyzed and made recommendations to manpower and personnel plans to senior Naval Sea Systems Command (NAVSEA) and Naval Shipyard leadership teams. • Led the team of consultants that reengineered the key business management processes (over 100) to optimize the delivery of services. • Developed and delivered training to shipyard personnel and coached leadership on ways to maximize effectiveness and efficiency. • Saved the Navy an estimated $300 million in the first two years of a contract, with savings projected to increase to more than $1 billion over 5 years by Enabling System and Process Change.• Built foundation necessary with the NAVSEA client helping command improve its core processes, which led to IT system changes that secured the follow-on work; value of 5-year contract grew from $75 million to more than $160 million. -
Program ManagerPearl Harbor Naval Shipyard Jun 1998 - Sep 2004Washington, Dc, Us -
Machinist Mate (Nuclear)Pearl Harbor Naval Shipyard Jun 1990 - Oct 2001Washington, Dc, Us
Franklin Orego Iii Skills
Program Management
Process Improvement
Six Sigma
Dod
Leadership
Security Clearance
Military
Project Management
Change Management
Project Planning
Continuous Improvement
Lean Manufacturing
Analysis
Training
Operational Planning
Team Leadership
Management
Governance
Business Process
Navy
Government
Defense
Quality Management
Strategy
Pmo
Systems Engineering
Military Operations
Cross Functional Team Leadership
Team Building
Strategic Planning
Leadership Development
Command
Policy
Earned Value Management
Quality Assurance
Business Process Improvement
National Security
Contract Management
Value Stream Mapping
Requirements Analysis
Security
Business Transformation
Operations Management
Government Contracting
Engineering Management
Performance Improvement
Process Engineering
Data Analysis
Information Assurance
Army
Franklin Orego Iii Education Details
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Hawaii Pacific UniversityComputer Science
Frequently Asked Questions about Franklin Orego Iii
What company does Franklin Orego Iii work for?
Franklin Orego Iii works for Imia, Llc
What is Franklin Orego Iii's role at the current company?
Franklin Orego Iii's current role is Program Manager.
What is Franklin Orego Iii's email address?
Franklin Orego Iii's email address is fr****@****hoo.com
What is Franklin Orego Iii's direct phone number?
Franklin Orego Iii's direct phone number is +181732*****
What schools did Franklin Orego Iii attend?
Franklin Orego Iii attended Hawaii Pacific University.
What skills is Franklin Orego Iii known for?
Franklin Orego Iii has skills like Program Management, Process Improvement, Six Sigma, Dod, Leadership, Security Clearance, Military, Project Management, Change Management, Project Planning, Continuous Improvement, Lean Manufacturing.
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