Robert Olear Email & Phone Number

Advise higher authority on strategies, program status, product, and public impact on issues, actions, and decisions affecting the mission. Foster cohesiveness with the legislative, marketing, and public affairs efforts through extensive marketing/strategic plans. Conduct program reviews and elevate key issues to the Director. Establish internal policies and standing operating procedures to ensure that adequate internal management controls are developed and operative.

2210-15; BTA-DBSAE/Acquisition Center of Excellence; supervisor: Tracy Tynan. Serve as the Information Assurance expert for a geographically-dispersed portfolio of 24 large scale business acquisition programs. Develop and maintain a portfolio-level IA program that identifies IA architecture, standards, objectives and policies, and processes and procedures. Work with the Designated Accrediting Authority and Certification and Accreditation team to ensure proper evaluation of portfolio programs with respect to DoD's current DIACAP scorecard. Provide recommendations to the Director with respect to compliance with existing federal law and DoD, policies, regulations, and instructions.Achievements:- Implemented first-ever standard processes and policies for acquisition program portfolio- Achieved a portfolio FISMA report grade of "A" for most recent eight consecutive quarters- Mentored and trained six newly assigned Information Assurance Officers

Joint PMO; Supervisor: Anthony Davis. Served as Assistant Program Manager for the SPS-Contingency product portfolio; and SPS Information Assurance Manager. Managed the "cradle to grave" incremental acquisition process for Contingency products, including needs, requirements, systems interfaces, contract award, technical/milestone reviews, product testing and acceptance, fielding and maintenance. Led the accreditation of the JPMO's internal network and Increment 3 of the SPS application. Achievements:- Led the acquisition of BRCCS Phase 1 and expanded definition of BRCCS Phase 2 requirements, resulting in significantly enhanced contingency contracting capabilities- Developed, tested and deployed first-ever capability for the SPS stand-alone version without JPMO involvement, resulting in substantial savings in manpower, time and shipping- Led the Technical Division for three months in the absence of the Director

Jacob Haynes. Managed the SPS products' integrated installation and training, and post-deployment support. Chaired an Integrated Planning and Execution Team of matrixed Deployment Team members and the contractor's General Managers for installation and training. Served as the PM's senior liaison with DISA on all product issues. Directly managed a complex matrix team of ten people (GS-13 and GS-14 and military equivalent) representing the Components' Senior Procurement Officials (Flag/General Officer and SES); and one support contractor.Achievements:- Fielded three SPS incremental versions to 364 'post-camp-station' contracting sites DoD-wide- Trained 8,560 'post-camp-station' contracting personnel on each version- Managed annual $20 million deployment budget

; DLA/DCMC; Supervisor: Maj Gen Timothy Malishenko. Served as the Command's senior Information Technology (IT) manager. Provided advice and assistance to the Commander and senior personnel to ensure that IT was acquired and managed per public law and federal, DoD and DLA regulations. Provided a command bridge to federal and DoD CIOs, IT vendors, and managers of interfacing systems. Developed and maintained a sound and integrated IT architecture. Budgeted for and acquired all IT hardware/software. Monitored/evaluated the performance of IT programs, and advised the Commander whether to continue, modify or terminate each. Reported annually to the Commander on the progress made to improve IT capability. Managed a staff of 46 GS-13, -14 and -15 technical, financial and program management specialists and contractor employees; indirectly managed the world-wide, integrated effort of another 360 technical specialists serving the IT needs of more than 1000 locations.Achievements:- Transformed Defense contract administration from paper-intensive to paperless- Implemented first-ever comprehensive acquisition processes, and first-ever integrated cost- schedule to deploy technology world-wide- Saved $4.5 million in annual telecommunications costs, with another $5.5 million planned

Raymond Brylski. Established policy for investment management and control of IT acquisitions per public law and the FAR. Managed the IT performance measurement program. Was the primary interface with the OMB, ASD/C3I, and federal agencies. Evaluated Major Commands' processes to acquire IT and to measure its performance and mission impacts. Determined procurement authority delegated to Major Command Vice Commanders and established guidance to redelegate to lower levels. Established guidelines and processes for reporting proposed investments. Established and validated data to define the ROI of current and prior IT investments. Coordinated selection of pilot projects to test innovations in IT acquisition procedures. Managed Air Force investment management and control policy to implement the Clinger-Cohen Act. Responded to Congressional, GAO, OMB and other agency requests for policy clarification. Reviewed proposed federal legislation to determine Air Force position, and authored Air Force replies for the Assistant Secretary. Ensured intended acquisitions were conducted under proper authority and redirected acquisition agencies and commands when needed. Briefed the Assistant Secretary and other staff members on mission operational support projects. Provided assessment, policy and guidance to senior OSD and Air Force executives.