Joseph Wimmer Email & Phone Number

Frisco, TX, US

Reporting directly to the COO, leveraging 25-years of program management experience and knowledge to drive, integrate, and prioritize cross functional requirements for Draper business tool and process transformation efforts to align them with corporate strategy.

Fort Worth, Texas, United States

• Led 235-person team overseeing $396 billion portfolio spanning 2,398 contracts to produce and modernize over 200 F-16, F-22, and F-35 aircraft per year for the United States, nine partner nations, and 30 Foreign.
• Drove efficiencies by cutting reporting requirements by 40%, removed 18% of support work, and returned 88.5 full time equivalents to do other work within DCMA without adding risk to F-35 surveillance.
• Took decisive action by utilizing contract strategies to increase Lockheed Martin process compliance by 83%
• Drove production line efficiencies. Reduced traveled work by 43% and created joint government and industry reduction target of 20% of scrap and rework numbers that are expected to drive down aircraft unit costs.

Washington, District Of Columbia, United States

• Led fifteen (15) person team for developing and defending Air Force budgetary positions for Air Force's $45 billion and 77-program Command and Control, Airborne Reconnaissance, Cyber, Information Technology (IT).
• Restructured 30-nation Command and Control requirements and program to achieve NATO interoperability.
• Led critical review of classified network plan; forged consensus on tough issues--shaped future classified IT.
• Revamped training program to ensure all 75-person organization was equipped to defend $45 billion portfolio.

Pentagon

• Led seven (7) person team to provide senior executive support and strategy development for Air Force Deputy CIO (DCIO) initiatives and workforce. Directs Headquarters Air Force-level professional staff activities and.
• Led response to COVID-19. Ensured 150+ person organization was telework-ready in days & guaranteed CIO support to provide 685 thousand Airmen telework capabilities for world-wide missions.
• Led development of 2020 strategy – format and content served as a benchmark for other service CIOs.
• Established strategic communications process integrating acquisition, Legislative Affairs, and Public Affairs. Processed 120 Congressional RFIs; orchestrated nine (9) DCIO engagements with Congressional Staffers; led.

Pentagon

• Led eight (8) person team responsible for Air Force IT portfolio management and Governance policies for $8 billion IT investments.
• Reduced Office of the Secretary of Defense bill of $2.6 billion to Air Force investments down to $528 million during Budget deliberations by negotiating away seven (7) of twelve (12) proposed bills. Recognized as the.
• Developed strategy, gained Secretary of the Air Force approval, and classified IT oversight under CIO. Collapsed thousands of networks to a few to address Deputy Secretary of Defense issue.

Pentagon, Washington DC

• Joint Staff (J-8) lead for Space and Cyber Weapon Systems which included high-priority IC Space and Cyber portfolios worth more than $64 billion.
• Lead for five (5) high-priority shared DoD and Intelligence Community capabilities for programs totaling $12 billion through four-star-led Joint Staff requirements process and acquisition boards.
• Negotiated the foundation of a tough cost share between the Department of Defense and the Intelligence Community on classified space capability breaking a 60-day impasse and tripled the support of $20 billion in assets.
• Member of Vice Chairman’s Joint Staff Innovation Group evaluating emerging cyber and space technologies and integrating them to game-changing warfighting concepts to shorten the “sensor-to-shooter” loops.

Robins AFB, GA

• Led 150+ person program office with seven (7) direct reports as the Program Manager responsible for modification and sustainment of seven (7) different aircraft and aircraft configurations totaling $996 million across.
• Resolved US Special Operation Command’s top two (2) problem programs through disciplined program management, risk tolerance, and test discipline.
• Righted failing four-year old, $55 million radar program that was $9 million overbudget in eight-months without additional costs. Revamped test program to ensure all performance parameters were met with confidence.
• Resolved contractor performance issues for $25.6 million mission computer program at zero additional costs.
• Re-directed $43 million wing replacement program and eliminated 60% re-work and saved over $1 million.
• Led best small acquisition team in the Air Force by winning the 2014 Air Force Welch Award.

Robins AFB, GA

• Led 393-person program office with six (6) direct reports as the Program Manager for a very large and diverse portfolio. Responsible for modification and sustainment of 320 aircraft across ten (10) different aircraft.
• Accelerated timelines for Air Force Special Operations aircraft through depot maintenance by 150%, slashed 577 depot flow days thus returning 4.2 thousand combat flight hours back to Air Force Special Operations.
• Led 3-Star directed team of 50 identify issues with corrosion and drive Air Force-wide changes to practices.
• Recognized as the Directorate Field-Grade Officer of the Year out of 72 officers.

Pentagon, Washington, DC

• Led fourteen (14) person team with oversight of twenty-seven (27) aircraft and fifty-two (52) modification programs totaling more than $24 billion.
• Led training and developed efficiencies that reduced workload by 33 percent while increasing communication skills necessary for interactions with Office of the Secretary of Defense and Congress
• Recognized communicator and process improver. Led Directorate Team of the Year in 2012 that realized $600 plus million in Air Force savings through perusing a Multi-Year worth $6.5 billion deal for C-130J production.

Pentagon

• Deputy for seven (7) person division performing studies and analysis for $53 billion Global Reach portfolio.
• Led training and developed efficiencies that reduced workload by 33 percent while increasing communication skills necessary for interactions with Office of the Secretary of Defense and Congress
• Reduced Congressional documentation errors by 75% that allowed $980 million I reprograming to maximize portfolio priorities and ensure efficiencies.
• Recognized as Directorate’s Acquisition Process Improvement award winner.

Pentagon, Washington, DC

• Implemented Defense Acquisition Workforce Improvement Act programs, policy, and management oversight for 4.5 thousand program management workforce to include Air Force’s Education With Industry program and Statutory.
• Increased Air Force quotas for senior leader acquisition training by 26 percent by proactive approach to using fall-out quotas from other services eliminating Air Force training backlog and increasing future requests.
• As a first for the Air Force, ensured all statutory training for acquisition senior leaders were trained before assuming position eliminated a four-week hiatus from precious first 90-days for the new leader.

Wright-Patterson AFB, OH

• Led eight (8) person program management team for Air Force’s number two, $15 billion program to replace 141 Air Force Combat Search and Rescue helicopter fleet through source selection and Defense Acquisition Board.
• Led Past Performance Factor and excelled under pressure cooker OSD executive-level murder-boards. No element of the 3,000-page, faultless evaluation was protested by offerors during four GAO protests.
• Created an exhaustive 2.500+ task plan that detailed the first year of program execution. Served as a benchmark for other ACAT 1D programs.
• Authored complex strategic communications plan that reached 30 million people through more than 260 news items valued at more than $1.6 million in equivalent advertising.
• Led two (2) hour quick-turn tasker to develop paper for the President of the United States to meet with the Italian Prime Minister. The product received kudos from the US Ambassador to Italy.

Kirtland AFB, NM

• Managed cost, schedule, and performance for $243 million target requirements, design, development, and test program consisting of nine (9) target and diagnostic tools.
• Led fundamental revamp of targets program for Airborne Laser to ensure target availability and performance during tests. Changes endured and were key to the success of the Airborne Laser lethal demo in 2011.
• Identified schedule risk with primary target aircraft, built alternative plan in 30-days that resulted in a more flexible option that cost half of the primary option and prevent a 6-month, $50 million delay to the test.
• Directed change from balloon-born program to use sounding rockets, increased reliability by 30% and saved $20 million in Airborne Laser test delays.

Kirtland AFB, NM

DOD, MD

Dod, MD

Dod, MD

Kabul, Afghanistan

• Led fifty (50) person review board to review and approve $3.1 billion in requirements for all US operations in Afghanistan.
• Drove $495 million cost avoidance in only six (6) months that included a 90% reduction in Aviation Field Service representatives, saving $22 million while still meeting mission needs.
• Reduced processing timelines from thirty-five (35) to twelve and a half (12.5) days, fastest timeline in 24 months and met customer need dates over 99% of the time.
• Crafted requirement validation process for Afghan guard force, ensured that 5,200 Afghan Protection Force worth $122 million across twenty-three (23) sites to enable US exit strategy.
• Transition 341 vehicles from independent contractor maintenance to General Services Administration, saved $678 thousand annually and reduced contractor footprint in Afghanistan.
• Significant contribution led to me being invited as a subject matter expert to a Joint Staff sponsored operational contracting exercise to share lessons learned. Garnered “Star Performer” (top 10%) award for.

Bachelor Of Science (Bs), Aviation Human Factors

Activities and Societies: AFROTC Det 645

Education record

Excellent Graduate

Pmt 401 Program Manager'S Course

This course is designed to improve DoD acquisition outcomes by strengthening the analytical, critical thinking and decision-making skills.

Education record

Mas, 4.0

Education record

Top Third Graduate

Introduction To Fixed Wing Flight Test Course

This course is designed to satisfy the demand for engineers, pilots and flight test support personnel who require practical experience in.

Test Management Course, "Top Stick" For Excellence As Test Director

2-week short course sponsored by the Aeronautical Systems Center for acquisition professionals managing programs heavy in DOT&E.