John Mckone Email & Phone Number

Norfolk, Va

Support USMC in the execution of current year funds. Oversee management and control of operational dollars ensuring prompt, accurate and traceability for all funds provided. Develop course of actions to address DOD, HQMC and DON toughest and most complex budget issues. Communicate up, down and across the COC ensuring quick resolution to financial issues at the lowest possible level.

NAVAIR Logistics is a 2400+ person competency performing Acquisition and Life Cycle Logistics in support of the Naval Aviation Enterprise's (NAE) 3700 aircraft and 90+ Acquisition Programs, whose volume and value would rank 40th on the Fortune 500. Oversight of over $3.5B in O&M,N Aviation Procurement Navy, APN-6 (Naval Aviation Spares) and Naval Aviation Depots. Coordinated all efforts which supported POM 12 presentation to N-4 regarding air system support account budget issues. Oversaw the Baseline Assessment Memorandum (BAM) for all Naval aviation spares requirements for POM12 & 13. Raised concerns of shortfalls that has resulted in a $423 million increase to both the House and Senate FY11 bills. Management of 50 military and oversight of 1,000 civilian employees across the Naval Aviation Enterprise in CONUS and OCONUS. Oversight of two GS-15s and 30 other civilians. Directly reports to RDML and SES. Coordinated with OPNAV, CNAF FMB, NAVSUP/ICP/FISC as appropriate to work ERP 1.1 rollout, warehousing, spares and fleet support issues. Spearheaded and lead aviation systems support optimization model initiative. Registered and trained 200 aviation systems support personnel on data input and reporting processes and procedures. Oversight of $3.7B NAE Sponsor and Government Owned Material. (SOM/GOM) Leader, monitor and supervisor of key Joint Strike Fighter variant B and C integration issues. NAVAIR lead for Supply Chain Management, fleet integration, data management and Fleet Integration JSF efforts including the development and promulgation of sustainment operating instructions. Executive Secretary for Joint Aeronautical Commanders Group (JACG) while serving as key working board member for the Navy. Elected Supply Corps Association President. Provided mentorship and counseling to 60 Supply Corps Officers. Provided career guidance and support to all Supply Corps Officers.

Oversight and direction of 50 joint military, 7 civilians and 9 Foreign Service Nationals. Executed $8.1B in Foreign Military Sales comprising 114 cases. FMS cases supported all branches of the Kuwait Armed Forces. Principal advisor to Kuwait Ministry of Defense and Joint Logistics (J4) Headquarters Staffs). Directly supported Iraqi Freedom by building a stronger Kuwait defense. The key liaison officer to develop the framework and delivery of a $2B case to provide KC-130Js to Kuwait. Hand selected and concurrently served as Vice Commander providing superb military representation to the United States Ambassador and the Government of Kuwait. Acted as Chief during his absence for multiple highly-visible and high ranking US Embassy visits. Lead and directed daily operations of the 66 member OMC-K staff and their families. Superbly represented the United States at country team meetings, anti terrorism/force protection (ATFP) , counter intelligence (CI) and regional security office (RSO) meetings. Provided superb military representation the US Ambassador and the Government of Kuwait. Directly reported to USMC Brigadier General. True acquisition professional, quickly established strong rapport with states side senior DOD FMS Advisors including USASAC, NAVIPO, SAF/IA and DSCA. Additionally within each of the Services Systems Commands he worked directly with the Security Assistance Management Directors and Program Managers in the program offices to ensure the best possible program management support. Established weekly telecoms for all the significant programs including the F/A 18 C/D; the M1A2; the Patriot missile and the Apache Kuwait programs. Established FMS weekly review meetings with senior Kuwait Officials discussing progress for all FMS cases and elevating concerns. Developed and supported Kuwait’s FY09 FMS budget requirements, a 15% increase from previous years. Developed and refined Kuwait’s unfunded requirements list of over $4B for future potential efforts.

COMFRC is a $4B/year organization which provides oversight for all Naval Aviation Intermediate (I) and Depot (D) level maintenance. Established the foundation necessary to integrate and align over $4 Billion annually from three different command echelons. Originated total force management (TFM) direction and oversight of 16,000 employees. Developed and executed an aggressive plan to build headquarters staff from a nucleus to over 200 employees. Lead hiring official for senior grade personnel, hiring 3 GS-15s and a GS-14. Direct oversight and management of six GS -15 including Human Resources director, deputy Business Operations Director, Comptroller, Financial Manager, Quality Assurance Officer, Future Operations Officer. Developed and executed a successful plan which brought aboard twenty other key COMFRC team members in eight months. Drove to standardization and restructuring the monthly production and financial reviews of six area commands; integrated and tracked the most critical cost and schedule metrics for both Intermediate and Depot level industrial activities. Established and standardized a processes accross all field commands. Directly reported to Rear Admiral and Senior Executive Service. Personally briefed and successfully supported and defended Navy Working Capital Budgets to the resource sponsor; OPNAV 43 and Finance Management and Budget Office, FMB-1. Orchestrated and supervised countless responses to budget requirement drills from OSD and FMB. He expertly guided, supported and defended nearly $19 Million of Program Objectives Memorandum (POM) to ONR’s for FY09 to injection technology upgrades to the FRCs. Oversaw and tracked the execution of $160 M Global War on Terror (GWOT) supplemental funding which provided an additional 130 airframe overhauls over baseline requirements. Gained approval to expand the definition of GWOT to obtain over $200M in FY07 and more in the out years.

Top Acquisition Professional. Oversaw efforts leading up to the award of 400 contracting actions valued over $3B and drove down unliquidated obligations 98.4% or over $60M. Provided stabile leadership during this period of fluctuation when the Department Head Position was vacant and three of four senior supervisor positions were unfilled. Hand selected to lead the administrative support of the Naval Aviation Enterprise’s One-on-One industry engagement effort with NAVAIR’s top eleven industry partners. He expertly orchestrated tracking of over 250 acquisition initiatives between NAVAIR, NAVICP, DCMA DLA and industry. Was the Director’s (VADM Walter Massenburg’s) Industrial engagement focal point coordinating all aspects of this effort. Scores perfect scores on Physical Readiness Assessments.

Combined Joint Task Force (CJTF) Horn of Africa (HOA) comprises 1500 Joint Military and Coalition Civilian personnel operating in an Area Of Responsibility (AOR) comprised of seven East African nations. The CJTG mission is to detect, disrupt, deter and deny transnational terrorist operations. This is in support of Operation Enduring Freedom. John Mckone was the lead contracting officer and orchestrated all aspects of the Contracting Department during this time. He oversaw a staff of 7 joint and civilian members. He spearheaded over $7M dollars and 450 various contracting actions which were screened verified and processed to meeting all CJTF-HOA mission requirements. All of this was done at ~50% manning. He reviewed, revitalized the ordering officer training program He utilized his acquisition knowledge and DOD on line assets to revamp this instruction. He then trained all ordering officer with this new program and established a process to review all ordering officer purchases prior to payment. His expertise was highly sought after as his team provided services and support to minor construction efforts to Camp Lemonier and Base Operations at Forward Operating Bases (FOBs) in Hurso Ethiopia, Manda Bay and Archer’s Post, Kenya. He oversaw or directly supported nearly 100 community service projects that improved roads, water, schools, bridges, clinics, market places, airfields and provided medical supplies to civilians and animals to thousands throughout Djibouti, Kenya, Ethiopia and Yemen.

Manager of a supply department which supports the world largest public shipyard. Oversaw three hundred NAVSEA and NAVSUP military and civilian personnel. His team processes over 200,000 line items annually and consistently meet performance goals. A supply chain management professional who directed all shipyard efforts from cradle to grave. Leader of the NAVSEA/NASUP Corporate Material Process Action Team, his efforts saved $4M with an estimated $6M annually across the FYDP. His internal insulation and fitting business process reengineering programs saved Norfolk Naval Shipyard $120K per year. A six sigma and Lean Management innovator. His continuous process improvement efforts have reduced frustrated material inventories from 300 items to less than 20. He spearheaded efforts to put new electronic tools to use including DOD EMALL and Real-time Reutilization Asset Management RRAM to drive down procurement paperwork and lead times. Implementing RRAM resulted in $250K a year savings to NNSY. Superbly processes over $100M in requirements annually., Reduced Depot Level Repairable carcass chages by 284%, from $600K to $211K; Maintained .03 Gross Monetary Adjustment for nuclear and non nuclear shop stores inventories of 7,000 line items valued at $16M. Selected to chair Mid-Atlantic A-76 Technical Evaluation Board (TEB) efforts which span five locations and potentially impacted 451 civil service and support contractors. Formed partnership with DSCC and DSCP in establishment of Corporate Contracts, saving all Naval industrial activities thousands of dollars while improving parts support. Spearheaded an additional 12 Indefinite Delivery Type Contracts (IDTCs) to simplify or reduce purchase workload by another 225 contracting actions per year. One of these IDTCs; a $137M effort saved over 240 days of procurement administrative lead time and 86 procurement actions annually.

Directed three budget analysts and four contractors in the management of all Program Operation Memorandums, Budgets and execution of Ship’s Conversion and Repair, Navy (SCN), Other Procurement, Navy (OPN), Research, Testing, Development and Evaluation (RTD&E) in excess of $160M annually and in support of the Aircraft Launch and Recovery Equipment (ALRE) program. He executed over $100M in FY00 Total Obligation Authority (TOA) exceeding all NAVCOMPT and OSD goals. Developed and impressive monthly obligation and expenditure reporting process tracking of all funds from commitment to expenditure. His process helped ensure all OSD benchmarks were met during midyear and end of the year drills. Additionally, his aggressive reconciliation of prior year funds provided over $500K for unfunded requirements. Shipyard installation estimates for five carrier availabilities were received at $11M over budget. Leading negotiations with each yard and teaming with NAVSEA, TYCOMs and installation teams, CDR Mckone ensured all ALRE service changes and shipalt efforts were completed on time and within budget. His expertise and understanding of the Program-Planning-Budgeting System (PPBS) system enabled him to move over $3M within the program’s R&D effort, allowing efforts to remain on track and on schedule. His direct involvement ensured 24 major ship alterations and over 100 service changes were installed on time and within budget. His efforts yielded and additional $1.5 M for war efforts, $390L plus-up for direct fleet requirements and $1.7M for Aviation Data Management and Control System (ADMACS) upgrades. Other efforts installed during his timeframe included the Improved Fresnel Lens Optical Landing System (IFLOLS) and the Long Range Lineup System (LRLS). Led all PR03 and POM 04 efforts. He directed team members in the development of 67 issues, totaling over $1B in requirements.

Coordinated efforts of 13 Supply Divisions consisting of 14 Officers, 25 CPOs and 221 enlisted personnel. Departmental Training Officer, Senior Watch Officer for all Assistant Command Officers (Lieutenant Commanders). He was key to the unprecedented success of Fleet Week 1998 in NYC. He was intimately involved in all aspects of planning and executing berthing, special meals and receptions for the multitude of visiting dignitaries. He was equally involved in the phenomenal success of the Supply Department’s TYCOM assist visit that reduced total findings from 196 down to an impressive fifty. In the absence of the Department Head, John McKone can always be counted on to promptly resolve any issues. Hand selected and superbly managed Assistant Command Duty Officer duties for the entire command. He was also selected also to directly report to the executive officer and work the hardest significant issues including standardization of duty section routine, qualification of additional watch standards and achieving eight section duty for the entire crew. Additionally he revamped the Supply Department’s notices/instructions, evaluations, FITREPS, disciplinary actions, leave, liberty, and temporary additional duty, watch bills, extensions, and reenlistments. Anticipates and quickly resolves potential issues. He oversaw countless Supply and JFK instruction revisions which streamlined automated and standardized business practices. He developed a comprehensive departmental training program that assured all required training and officer professional development training occurred, was document, and lesson objectives were attained. Due to current and previous efforts he was promoted early or below zone to Commander, 0-5.

Performed Procurement Management Reviews in field offices ensuring standardization and adherence to FAR, DFAR and DLA policies. Significantly improved and standardized these reviews by providing standardized review checklists and follow-up requirements to all field commands. We commenced a monthly reporting process from the field activities to oversee and gauge production and issues. Some of the information collected included Work in Process (WIP), Procurement Action Lead Time (PALT), number and type of Old Dogs (contracting actions). Developed and demonstrated the latest DLA Electronic Commerce/Electric Data Interchange (EC/EDI) including the DLA EMALL.

Requisition, recieve, transfer, store, warehouse, issue, bill Navy Stock Fund materials including provisions, repair parts, consumables. Managed US Mail.

Supply Chain Management activities in support of USS Chicago including repair parts, allowance list updates, configuration management control, stood diving officer, contact coordinator.

Executive Masters Of Business Administration, I'M Making The Grade

The Executive Master of Business Administration (EMBA) is a defense-focused general management program for senior Department of Navy.

Joint Professional Military Education

Activities and Societies: Joint Professional Military Education, Phase II. Norfolk, VA Command and Staff Course. Fully Joint Staff Officer.

The Executive Program

Short Course, Business, Accounting And Finance

Activities and Societies: N/aThe Advanced Management Program provided at the Naval Supply School in Athens Georgia, taught by University.

Mbs, Acquisition And Contract Management, 3.65 On A 4.0 Scale

Activities and Societies: national Contract management AssociationThe Master of Science in Contract Management (MSCM) degree is designed.

Education record

Bs International Trade, Finance And Economics