Jason Malz, Pmp® Email & Phone Number

Colorado Springs, Colorado, United States

Responsible for the operation of the Vectrus Operations and Secure Facility at Vectrus Headquarters. Tasked with daily execution of contingency or emerging requirements by managing and executing multiple tasks simultaneously while providing accurate and timely communications to Senior Leadership. Coordinated with internal staff members and external partners to ensure the Vectrus Team has a comprehensive understanding of the business/operational environment. Collaborated on extensive postures to predict potential changes in the operational environment that might have significant impact to the company assets, its personnel, and/or its’ partners.• From September to November 2020 deployed to Guam to serve as the interim Project Manager and establish the Corrosion Control Program. Managed Key Stakeholders, supervised subcontractors, developed the schedule, refined the processes and procedures and set the conditions that resulted in the validation and acceptance of project deliverables, that were on time and on budget.• From July to September 2020 deployed to Thailand to serve as the Physical Security SME for the Stryker program start-up. Conducted security assessments, established security protocols and developed the Physical Security Plan. Efforts critically contributed to the successful launch of the program.

Colorado Springs, Colorado

This Fellowship is through Hiring Our Heroes.

Fort Carson, Co

Responsible for the personnel management of over 225 Soldiers and civilians. Prioritize and synchronize executive staff workloads and develop overall organizational management plans. Managed annual fiscal programs and contract oversight for an operational budget of over $1.4 million, as well the organizational infrastructure, which included 4 administrative buildings, medical clinic and 1 centralized barracks. Serve as the senior mentor to all executive staff Officers, providing direction, guidance and encouragement for professional growth.• Spearheaded the organization’s restructure strategy for the Soldier Recovery Unit (RSU) conversion. Conducted in-depth project analysis, developed the consolidation plan, codified the budget and established the milestones utilized to track progress, resulting in an ahead of schedule transition.• Managed the total qualification of 225 personnel on conflict resolution management training. Utilized cost benefit analyst to illustrate potential positive paybacks to having staff internalize the Developing and Implementing an Outward Mindset approach to resolving conflicts. Results saw reduction in reported interpersonal conflicts by 60% in a 6-month period.• Conducted extensive contract negotiations that consolidated workloads and streamlined allocated resources to ensure effective contract performance, saving the battalion $95,000 over a one-year period.

Fort Carson, Colorado

Served as the Director of the 4ID Joint Operation Center (JOC), with direct supervision of 4 Officers and 18 Non-commissioned Officers. Responsible for the overall organizational efforts for over 14,000 Soldiers. Coordinated the overall actions of the 4ID Mission Command Element (MCE) and tracked and de-conflicted Brigade level movements, which pertain to all deployment and re-deployment efforts. Reviewed and approved all routine reports to higher before submission and chaired operational synchronization meetings between Executive Staff and Garrison Support Teams. Additionally, corresponded frequently with the III Corps Operations and Division elements (forward and rear), to de-conflict issues that arisen and provide guidance when needed.• Tasked with developing the means to simultaneously coordinate all high-level division intensive efforts. Established common operating picture that tracks all deployment and redeployment efforts, division movements, current Fire Restrictions and division training efforts, resulting in the synchronization of over 14,000 Soldiers and a 50% reduction in unclaimed time for reserved training ranges.• Project Lead for the 75th D-Day Commemoration Ceremony; conducted complex coordination between US and European Forces and several French leaders, developed the 4ID order that directed 2nd Brigade to seamlessly execute the mission of representing 4th Infantry Division on the world stage. Attendees included The President of the United States, German Chancellor and the President of France.

Wiesbaden, Germany (Clay Kaserne)

Served as Operations Planner for a three-star level command. Devised and tracked future operations, strategic plans, actions and activities for Fiscal Year 16, 17 and 18 missions. Developed the future operations picture while consolidating subordinate situation reports. Prepared and conducted situation briefings, time-sensitive responses, and publications in response to the USAREUR mission.• Personally selected to develop the means for USAREUR to inspect Brigade level units (250-1500 personnel). Authored the Army Europe Regulation 1-201, which established the Organizational Inspection Program (OIP) for a three-star General level command. Developed and managed the operational budget of $650 thousand and served as Project Manager for all USAREUR inspections. Managed over 50 civilian inspectors, resulting in 9 Brigade level inspections; reporting root cause findings and outlines to improve processes directly to the Commanding General. • Tasked with increasing manpower by 20%. Tackled the issue by upgrading the Active Component Manning Category (ACMC) for USAREUR HQ from Essential Force Category (80-90% strength) to Urgent Force Category (100% strength). This was a complex effort that required coordination between USAREUR staff, Department of the Army, Human Resource Command and Office of the Secretary of Defense. All efforts had to be aligned, personnel analyst completed, and cost benefits weighed and measured before approval was given.

Kandahar, Afghanistan

Forward deployed in Afghanistan in support of OPERATION ENDURING FREEDOM. Served as a Consultant to an Afghan Colonel and his staff of 35 Officers on training operation management techniques, supply acquisitions, contract negotiations, and infrastructure requirements needed to operate the Regional Military Training Center (RMTC), a training facility with a capacity of 2,000 Solders. Served as the Task Force Lead for the Train-the-Trainer (T3) national literacy initiative. • Project Manager for the complex effort to resume the Afghan Training Center Permanent Site construction project. Negotiated with both US and international contractors, authored the change of request, developed comprehensive schedule, determined the budget, established the milestones and coordinated joint support, resulting in the construction of a campus facility to house over 2,000 personnel. Facilities included, 4 barracks, 5 administration buildings, an Exchange store, 10 classrooms, 2 dining facilities, groundwater well, fuel points and a WWTP, at an estimated cost of $40 million. These negotiations occurred during times of financial scrutiny and resulted in the full construction.• Thinking outside the box, created a Regional Corps Battle School (RCBS) manning document and coordinated with KMTC (Kabul Military Training Center) to provide the means to independently develop junior leaders, instructors and trainers, as well as meet the additional demands of the RCBS training concept.• Project Lead for the national literacy training initiative for Regional Command-South (RC-S). Defined the scope, allocated necessary resources and developed international relationship with an Afghan Literacy College to provide initial instructors. This complex effort resulted in the certification of over 140 literacy instructors for the Afghan National Army.

Macdill Afb, Fl

Directly supervised 15 personnel. Managed the day-to-day operations of the Theater Clearance Coordination Cell (TTCC), prioritizing the daily workload for the cell. Served as the expert user for the Aircraft and Personnel Automated Clearance System (APACS). Synchronized the TTCC section chiefs to achieve an effective and efficient operational environment. Advised the Director of managerial and operational issues that have a clear, decisive relevance to travel within U.S. Central Command (USCENTCOM) Area of Operation (AOR). Briefed CENTCOM Commander and Staff on distinguished visitors entering USCENTCOM AOR.• Faced with departmental downsizing, developed and implemented a new Standard Operating Procedure (SOP) for the TTCC that shifted focus from an Access based workload to an online APACS format, resulting in a work efficiency increase of 30%, doing more with less.• Streamlined the policies and procedures in granting Travel Clearance for official travel within the USCENTCOM AOR by revising and updating Travel Guidance and Regulation 55-2.

Camp Buehring, Kuwait

Forward deployed in Kuwait in support of OPERATION IRAQI FREEDOM. Directly supervised 8 personnel. Responsible for the sustainment requirements and logistical efforts of an organization with over 900 Soldiers. Managed the combat power for the organization by ensuring that the operational readiness reports were accurate, parts were efficiently ordered and that all maintenance and logistical energies between subordinate companies were synchronized. • Project Manager for the logistical effort in upgrading the armor battle kits for 118 vehicles. This process was extensive with coordination being conducted between five base camps in Iraq and Kuwait, with no breaks in mission.• Project Manager for the conversion of the Battalion’s fleet in a combat environment. Conducted feasibility analysis to determine most cost-effective locations and developed the through-put schedule that directly lead to an ahead of schedule conversion, while suffering no loss to operational tempo.• Negotiated purchase request through the SSA (Supply Support Area) to procure equipment that could not be obtained through the PR&C (Purchase, Request and Commitment) process. The PR&C process provided 1-124 IN with only 12 Whelen Lights (external vehicular lighting system) for a 185 vehicle Fleet. By thinking outside of the box and utilizing the SSA, was able to procure an additional 173 Whelen lights (external vehicular lighting system).• Managed the property accountability of equipment worth over $110 million, ensuring maintenance and services were projected, scheduled and completed on time in an austere environment.• Tasked with managing the Battalion movement of 900 Soldiers to and from Kuwait. Oversaw all equipment inventories, developed the complex movement plan for over 500 pieces of equipment, coordinated flights, gained country and Theater clearance and ensured entire Battalion movement was executed with zero defaults.

Macdill Afb, Fl

Coordinated all Coalition Distinguished Visitor Requests (DVR) to the USCENTCOM AOR with Coalition partners, subordinate and component commands. Prepares all Fragmentary Orders (FRAGO) directing components to provide airlift support for Coalition DVs. Utilized the Intra-Theater Airlift Request System (ITARS) to process military airlift requests and assists in the coordination of Coalition DV itineraries. Responsible for development and dissemination of policy as well as quality control of tracking and briefing products for Coalition DV travel in the AOR. Additionally, provided support to the U.S. Military/DOD Travel Section by processing Theater Clearance Requests (TCRs).• Planned and coordinated 45 Coalition Distinguished Visitor travel missions, meeting directly with 20 different international liaisons and taking into consideration cultural differences when developing foreign dignitaries’ maneuver plans, while simultaneously coordinating with forward theater units.• Received a coin for Excellence from General Petraeus (USCENTCOM Commander) for duties performed in the Theater Clearance Coordination Cell.• Simultaneously served as a Company Commander for B CO 1-124th IN, Florida National Guard. Trained an Infantry Company of 132 men for a combat tour.

Bachelor Of Arts, History And Psychology, 3.0

Activities and Societies: Member of Tau Sigma, Phi Alpha Theta (International Honor Society in History), Psi Chi (International Honor.

Command Operations, Leadership And Tactics

Infantry Tactics

Activities and Societies: Member of the Officer Club, Level 1 Combatives.Received Superior marks in written communication skills.

Commissioned Officer, Infantry, Superior

Activities and Societies: Served as the Vice President, Academic Officer and Safety Officer for Class51.

3.0

Activities and Societies: Member of the Ski Club, the Dublin Coffman High School Marching Band and Stage Band.