Michael Latimer Email & Phone Number

Cumming, Georgia, United States

Project Manager for Green.Money business initiativesHas served in a multiple of Support and Operational roles for Green.Money including; Compliance, Sales, Executive Assistant and Project ManagementGreen.Money serves as a worldwide payment processing gateway, assisting banks, processors, entrepreneurs, individuals, and ISOs of varying sizes with payment.

San Antonio, Texas Area

• Responsible for assisting with remediation and transfer of Air Force (AF) property affected by Base Realignment and Closure (BRAC) legislation
• Assists in managing man-power budgets and disposal of AF property in accordance with BRAC law/Master Plan to achieve early environmental resolution/early property disposal to return value to the AF and local communities
• Executes the mission and promotes environmental awareness/economic opportunities via the BRAC Master Plan, division partners with public/private stakeholders
• Assists with the timely collection/validation of required electronic products to support clients
• Provides strategic support; assists in weekly meetings to establish/enforce milestones
• Restored system integrity in database accuracy; aided in the validation of 3,000+ electronic records previously missing critical data

• Talented Senior-Level Executive professional with 24 years of progressive accomplishments offering broad-based experience providing excellence in global supply chain leadership. Considerable expertise creating.
• Developing & Executing Strategic Logistics Goals
• Implementing Supply Chain System Upgrades
• Providing Advice/Counsel to Senior Staff
• Spearheading Key Projects, Initiatives & Rollouts
• Chief Spokesperson In Financial Management

Holloman Air Force Base, New Mexico

• Led 86 employees supporting military operations. Oversaw and maintained 11 facilities with more than 452,000 items with sales at 270 million dollars. Coached and mentored team members, offering career development.
• Saved four million dollars by redistributing 7,000 excess items and redesigned facility layout to increase storage capacity by 6,000 square feet; directed shelving project to add 30,000 square feet of vertical storage.
• Streamlined operations, improving efficiency and reducing excess stock levels, which enabled reassignment of 5 staffing positions.
• Passionate leader improved unit morale and promoted collaboration, building consensus on approaches and involving staff in decision-making to promote buy-in.

Ramstein AB, Germany

• Directed 171 employees supporting military operations worldwide. Led by example and provided support to team, working with individuals to develop strengths and advance careers. Monitored equipment and aircraft parts to.
• Directed largest European supply account valued at 687 million dollars and managed units across multiple locations, improving capability and ensuring on-time delivery of critical supplies to support operations.
• Initiated deployment of item marking program to achieve 100% inventory accuracy as well as 100% compliance with fleet health standards through repair enhancement strategy.

Usafe A4/7 Ramstein AB, Germany

• Created schedules and directed deployment to support repair and equipment installation operations. Coordinated multiple priorities to ensure adequate resources and on-time delivery. Tracked inoperative equipment.
• Successfully managed 1,700 command equipment financial accounts worth 1.3 billion dollars to support 5 European maintenance bases.
• Saved 32 million dollars in procurement costs by redistributing 255 excess equipment items
• Project officer, advocated funding of 1.3 million dollar contract to mark all European equipment items, saving more than 900 man-hours
• Piloted Department of Defense marking initiative to synchronize 1,700 organizational visits with contractor equipment marking both scheduling and aligning software at 5 European Air Force bases.

RAF Lakenheath, UK

• Led a team of 25 employees, oversaw provision of aircraft and ground support part systems. Created schedules, allocated resources and managed inventory and logistics. Coordinated staff training and supply procurement..
• Reduced F-15E parts delay 15% by skillfully managing 17,000 turn-ins worth 869 million dollars within 72 hours and through superior management of 63 items valued at 30 million dollars in maintenance turn-around.
• Slashed part constraints from 312 to 45 by proactively reaching out to supply chain management and maintenance groups via teleconference and building consensus for new approach.

Certification, Professional Manager

Lean Six Sigma Black Belt, Certificate, B+

Lean Six Sigma Black Belt

Master Of Business Administration (M.B.A.), Business Administration, Management And Operations, 3.05

Bachelor’S Degree, Workforce Education And Development, 4.0

Activities and Societies: Magna cum LaudeEducation/Training/Development

Associate'S Degree, Logistics, Materials, And Supply Chain Management

Activities and Societies: Air Force Sergeants Association Membership TrusteeLogistics

Master Of Business Administration - Mba, Business Administration And Management, General

Bachelor'S Degree, Workforce Education And Training, 4.0