Plan and execute a full range of contracting for the NAVSEA that encompasses multiple contract types executed competitvely and via sole source means in accordance with the Federal Acquisition Regulations (FAR) as well as Defense and Navy supplements to the FAR. Additionally have executed detailed contracting actions assocaited with a large Partial Terminination for Convenience (T for C) action resulting in the removal of more than $750M from a 1.3B contract.

Background: The Virginia Class Program is the largest Surface/Sub-surface program in the U S Navy. Each platform acquisition cost is between $2 and 2.5 Billion each, with an inventory objective of more than 40 Fast Attack submarines. It is one of the newest nuclear submarines in the fleet and required substantial interface with the Naval Nuclear Community (NAVSEA Code 08).As Assistant Program Manager for Virginia Class Fleet Readiness and Support, my specific duties and… Show more Background: The Virginia Class Program is the largest Surface/Sub-surface program in the U S Navy. Each platform acquisition cost is between $2 and 2.5 Billion each, with an inventory objective of more than 40 Fast Attack submarines. It is one of the newest nuclear submarines in the fleet and required substantial interface with the Naval Nuclear Community (NAVSEA Code 08).As Assistant Program Manager for Virginia Class Fleet Readiness and Support, my specific duties and accomplishments were as follows: * Lead, directed, managed and supervised the activities of 7 Product/Process Integration Team Leaders. These teams consisted of: (1) In Service Support Integration Team (2) New Construction (NEWCON) Integration Team (3) Human Systems Integration (HSI) Product Team (4) Maintenance and Repair Product Team (5) Supply Support Product Team (6) Logistics Technical Documentation Product Team (7) Financial Management/Execution Process Team . Show less

The LCS is a multi-billion dollar program which has an inventory objective exceeding 55 ships (~$.5B each) It was acquired via a highly streamlined acquisition process per CNO direction which moved the ship from concept design through preliminary, critical and detail design and construction in a span of 4 years which included time allotted for 3 separate government source selection competitive down selects. During my tenure in the program, the LCS completed Preliminary Design phase and down… Show more The LCS is a multi-billion dollar program which has an inventory objective exceeding 55 ships (~$.5B each) It was acquired via a highly streamlined acquisition process per CNO direction which moved the ship from concept design through preliminary, critical and detail design and construction in a span of 4 years which included time allotted for 3 separate government source selection competitive down selects. During my tenure in the program, the LCS completed Preliminary Design phase and down select to 2 final Industry teams for the Final and Detail Design and Construction of 4 LCS ships for Flight 0. The initial ship for Lockheed Martin had entered into production after completing a successful Production Readiness Review (PRR). As Operational Readiness Director, established team of Logistics professionals covering a wide range of disciplines that included configuration management, provisioning, technical manuals/data, Class Maintenance Planning, Infrastructure planning and execution, outfitting/post delivery, operations and support, manning/personnel/training, PARM I/F, and reach back/distant support. Show less

Performed Acquisition oversight for the PEO of seven (7) ACAT 1C/D programs, one ACAT II program and several ACAT III/IV programs that were managed across eight (8) different Major Program Offices within the Naval Sea Systems Command under PEO (SHIPS) cognizance and direction.Developed Acquisition Reform recommendations on behalf of the PEO in coordination with each Program Manager under the PEO and provided to ASN (RDA), OSD and CNO. Assisted PEO Business Director in… Show more Performed Acquisition oversight for the PEO of seven (7) ACAT 1C/D programs, one ACAT II program and several ACAT III/IV programs that were managed across eight (8) different Major Program Offices within the Naval Sea Systems Command under PEO (SHIPS) cognizance and direction.Developed Acquisition Reform recommendations on behalf of the PEO in coordination with each Program Manager under the PEO and provided to ASN (RDA), OSD and CNO. Assisted PEO Business Director in Managing the Business Planning and Execution across the PEO that include for 8 unique Program Offices covering a wide range of ship acquisitions (including AEGIS Class Cruisers/Destroyers, LPD, LHD, DD (X), LCS, LHA-R). Assisted in the development of strategic planning goals and objectives for the PEO that spanned across the disciplines and processes associated with acquisition and logistics and the business planning/execution that is central to the efficient execution of acquisition and logistics goals/objectives.Coordinated financial reviews for the PEO that addressed how well each of the programs are executing current year obligation authority and the status of their funding in the out years based from the latest budget controls locked. Assessed each program's solvency in view of how well the program has executed to its Program Management Baseline and the degree of risk remaining in the program. Show less

As Integrated Product Team Leader/Program Manager (IPTL/PM) for the Joint Tactical Combat Training System (JTCTS), planned, organized and led the acquisition of the JTCTS, an ACAT II program with a RDT&E and Production budget of greater than $500 Million through conceptual design development and Engineering and Manufacturing Development (E&MD). It was a Navy-Led U.S. Navy/U.S. Air Force Joint Service and a U.S. Navy dual SYSCOM (NAVAIR/NAVSEA) program with formal OSD Oversight and "Special… Show more As Integrated Product Team Leader/Program Manager (IPTL/PM) for the Joint Tactical Combat Training System (JTCTS), planned, organized and led the acquisition of the JTCTS, an ACAT II program with a RDT&E and Production budget of greater than $500 Million through conceptual design development and Engineering and Manufacturing Development (E&MD). It was a Navy-Led U.S. Navy/U.S. Air Force Joint Service and a U.S. Navy dual SYSCOM (NAVAIR/NAVSEA) program with formal OSD Oversight and "Special Interest" (due to its extensive use of Modeling and Simulation). Show less