Gary Hawkins Email and Phone Number

Serves as G3 Director of Operations for the Rapid Capabilities and Critical Technologies Office (RCCTO) to rapidly and efficiently research, develop, prototype, test, evaluate, procure, transition, and/or field critical enabling technologies and capabilities that address immediate, near-term, and mid-term threats.

Director for the Office of Quality Management System (OQMS) within the Office of Regulatory Affairs (ORA). Provide leadership and direction to national team of quality managers responsible for maturing the ORA Quality Management System (QMS). ORA functional lead for quality management supporting ORA leadership, managers and staff of almost 5,000 personnel, and 80 quality managers who are assigned to support offices, programs, divisions and laboratories across the organization and geographically-dispersed in over 230 facilities across the entire country. Maintain ISO17025:2017 accreditation for 12 regulatory laboratories.

Served in a Colonel (O-6) position as the West Region Officer-in-Charge (OIC) and as DFW Area Reserve Team Leader (ARTL) supporting the Defense Contract Management Agency (DCMA). I provided supervisory leadership to a team of military acquisition professionals with skills in Program Management, Quality Assurance, Contracting, and Systems Engineering. Applied knowledge and experience of DCMA operations to ensure successful mission integration. I advised and assisted Senior Executives and general officers in the region on critical acquisition matters.Served as Supervisory Officer-in-Charge and Operations Officer for the U.S. Army Materiel Command (AMC) Logistics Support Activity (LOGSA) responsible for development of training guidance and management of training execution. Supported logistics exercises with AMC and Combatant Commands. Additional responsibilities include review and update of Memorandum of Agreements (MOA), organizational regulations and policies.Served as the Brigade Logistics Officer (S-4) for the 640th Regional Support Group (RSG) with staff responsibly for assessing logistics readiness of 13 logistics battalions and subordinate companies with special emphasis on supporting units deploying in support of Operation Enduring Freedom or Operation Iraqi Freedom. Served as Property Book Officer and supported management of equipment and supply transfers to improve unit readiness. Ensured appropriate oversight of maintenance management programs and Command Supply Discipline Programs. Assessed unit readiness and provided assistance through site visits and formal unit evaluations.Served as Senior Logistics Staff Observer/Controller Trainer with responsibly for coaching, teaching and mentoring units through complex logistics simulation exercises to develop logistics brigade and battalion staffs. Provided expert support for the development of logistics planning, military decision making process, exercise planning, and simulation tool preparation.

Program Manager for Quality and Performance Management for the Fort Worth District with mission for multi-state design and construction of military and civil works projects. Established and maintained a Quality Management System and managed the Continuous Process Improvement (CPI) program for the District. Assessed organizational performance and process compliance for acquisition, construction, regulatory, and operations missions. Trained and mentored Lean Six Sigma practitioners in each business area. Served as the district's strategic planner responsible for aligning strategic goals and objectives with performance metrics.Served as the Value Management Program Manager responsible for planning, scoping, development, implementation, and assessment of one of the largest Value Engineering (VE) programs in the Army. I managed a highly successful VE program with average annual cost avoidance greater than $15M. Ensured major construction projects undergo VE study by a multi-disciplinary team to improve the value of the project through the analysis of its functions.Applied extensive knowledge as DAWIA Level III certified Program Manager and certified Project Management Professional (PMP) through the Project Management Institute (PMI) to improve district processes for program and project management.

DoD civilian and contractor in support of Ground-based Midcourse Defense (GMD) system. Management and Program Analyst for Business and Financial Management Directorate. Division Lead for the Strategic Planning and Integration Division with responsibility for integrating the budget formulation, budget execution, and Earned Value Management functions of the Business and Financial Management Directorate. Integrated program work effort between business and financial management, acquisition management, and the contracting directorates.Executive Officer/Chief of Staff for the Deputy for System Operations (DSO). Provided lead support for Senior Executive Service (SES) staff to ensure efficient operations, logistics support, program protection, and information operations for the GMD missile defense program. Briefed frequently at the General Officer/SES-level presenting complex, technical issues requiring coordination across multiple organizations to recommend alternatives for executive leadership. Improved integration between the spiral development program and the operations community resulting in increased operational availability during developmental testing.Ground test manager for GMD test bed. Supported Government oversight of system integration testing for build up and deployment of GMD components leading to Limited Defensive Operations (LDO). Integrated Government activities for ten major ground test events to certify system hardware and software during an 18 month period.

Military Transition Team advisor to an Iraqi Infantry Brigade engaged in counter-insurgency combat operations. Trained Iraqi Brigade logistics staff on tactical logistics processes, procedures and work instructions in a combat environment. Provided advice and instruction on logistics and contracting policies and established unit level procedures to monitor logistics requirements and capability to ensure uninterrupted support to combat operations. Managed contracts for reconstruction projects and services for the Iraqi Army on Forward Operating Base.Coordinated and managed internal logistics support for the Military Transition Team and responsible for procurement of all team property, equipment upgrades, supplies, and services.

Manager for Public Services Consultants providing services in program/project management, supply chain management, IT system integration, business process improvement, change management, and business case analysis. Functional Team Leader for the Army Logistics Modernization Program (LMP) responsible for transportation functions in the SAP Sales and Distribution module of the Enterprise Resource Planning (ERP) solution. Led efforts for business requirements determination, system configuration, and testing of assigned supply chain and transportation functions. Additionally, led the "Quick Hits" activities to deliver pre-implementation automation solutions to resolve legacy system problems.Focus group leader for the Virtual/Single Integrated Materiel Management Center (V/S IMMC) project office with responsibility for conducting a business process improvement effort that resulted in process, technology and policy recommendations for improving Army Materiel Command (AMC) wholesale logistics and supply chain management functions.Instructor for two 40-hour courses (Commodity Command Standard System [CCSS] Overview and Asset Management) for Aviation and Missile Command (AMCOM) personnel.

Served as an Army logistics officer at the battalion and company level for multi-functional logistics units. Responsible for integrating tactical logistics functions. Provided leadership for planning, preparation, and execution of complex logistics missions.Assistant Professor of Military Science (APMS) for Army ROTC at St. Mary's University, San Antonio, Texas. Instructor and mentor for Sophomore-level U.S. Military History Course (HIST 2351/ MS 2301) and Freshman-level Fundamentals of Leadership (MS 1101). Additional responsibility for managing program budget/financial, logistics and supply support, administrative and personnel/human resource functions.Operations and Intelligence Officer (S2/S3) for a 1,000-soldier maintenance battalion with direct supervision of daily operations, long-range planning, training programs, operational readiness, intelligence, security, automation, and communications.Logistics Officer responsible for the supply management of two retail and one intermediate-level supply activities, and materiel management for two direct support and one general support maintenance companies.Supply Officer for a General Support Repair Parts Company with over 95 soldiers and an average of 25,000 lines of repair parts valued at $185 million. Developed, implemented and operated an automated distribution management system which significantly improved operational efficiency over manual procedures.Accountable Officer/Platoon Leader directly responsible for a Corps-level, retail Supply Support Activity (SSA) with 3,000 stocked lines valued at $3 million, led 54 soldiers and responsible for 35 wheeled vehicles, supporting equipment, and computer systems valued at $3.5 million.