Robert Stake Email & Phone Number

Cape Canaveral

Cape Canaveral Lock overall cost was $5.6 million and is the largest navigation lock in Florida, fourth busiest in the country and was constructed in 1965 to secure safe passage of vessels from the Banana River to Port Canaveral and the Atlantic Ocean. The lock reduces tidal-current velocities in the Canaveral Harbor, prevents entry of hurricane tides into the Banana River, and prevents salt water intrusion. This lock was built larger than originally planned (600' X 90' X 14') to allow passage of the Saturn rocket's first stage, used to put Apollo rockets into space. Provide operations of Lock for both commercial and recreational boats to transgress between the Banana River and the Atlantic Ocean and visa versa. Maintain smooth control and compliance with OSHA, Florida Wildlife Control, Naval and Army regulations on the safe and orderly operations of the Locks at Port Canaveral. Monitor sensors which alert via dashboard responses the safe Lock operation and the Manatees which are present both visibly and underwater to ensure that they are not injured during the process of opening and closing of the locks. Regulate the pool levels to ensure that vessels and the locks themselves inside and out of the facility are not damaged either by the tide surges or the vessels. Perform regular preventative maintenance of equipment to include lubrication of the four engines which provide the power necessary to open and close the gates. Monitor and record/update transiting vessels in the various databases. Record performance of the 2.6 Million dollar Manatee Protection System and activity of all manatees entering/exiting the locks. Monitor hydrology sensor to determine rate of degradation to the metal frame work of the lock gates.

Responsible for securing,contacting and preparing for transport all materials for distrubution to associated units in support of the 920 Rescue Squadron and their HH-60 and C-130 aircraft and many other base agencies from a 17 million dollar inventory. Routes critical parts to crew chiefs on a minute by minute schedule to ensure parts are properly verified and installed on aircraft awaiting inspection and certification. Responsible for loading and unloading warehouse materials in and out of the four warehouses located on Patrick AFB and Cape Canaveral AFS. Performs inventories on equipment and materials and documents results. Coordinates priority deliveries and pick ups with customers to ensure mission priorities are met. Monitors numerous bench stock locations on the base and initiates reorder of high use parts and tracks orders to end user. The constant review of the consumables helps the units to maintain outstanding ready to fly status for all available aircraft.

Owner Operator of a route which extended from Melbourne Beach to Cocoa Beach. Responsible for the loading and delivery/pickup of ground packages within the area of responsibilty. Coordinating the everyday operations of the pickup and delivery. The initial company was Roadway Package System (RPS) a small business started by a few member's of the larger company Roadway. They assembled a group of experienced drivers, got their input and designed the plan for the company. Within the first five years they were competing with UPS and FedEx to such extent they won several national awards that had been traded back and forth between the two largest companies but never the same year.

Patrick Afb,Fl

This position was the normally filled by a Commissioned Officer and due to my proven managerial skills, I was requested to manage this cross functional group of 21 individuals and the offices which provided the active duty and retired population with first hand information. The sections consisted of the Unit Personnel Records Section, which maintained and updated the personnel records and provided individual face-to-face reviews annually for all of the active duty personnel assigned. The Personnel Affairs Section, which had three primary areas appointed to it (1) Air Force Casualty Assistance Section, which was responsible for the appointment of casualty assistance teams which notified immediate family members of active duty deaths and counseled on entitlements, (2) Servicemen's Group Life Insurance, which was tasked with aggressively obtaining documents specifying insurance amounts and next of kin designations, and (3) The Awards & Decorations Section, which quality controlled all requests for awards of honors to military personnel and the submissions for official decorations on active duty personnel. The Customer Service Section, which prepared preliminary documents for active duty and dependent ID cards and counseled on the myriad of programs that were under the personnel flight.

Patrick Afb Fl

Ran computer programs to select from all unit eligible personnel for Weighted Airman Promotion System. Developed and updated criteria and prepared matrix for ordering appropriate testing materials for the selected groups. Contacted all personnel and verified data used for selection and setup testing sites and unit supervisor/commanders recommendations approving promotion of identified personnel. Conducted testing sessions and proctored the testing. Reviewed and prepared FOUO mail pouches for forwarding to the Air Force Military Personnel Center. After tests were graded and selections made, conducted data recertification to ensure that no changes in selection data had occurred. Prepared unit notification messages to allow commanders to hold appropriate promotion ceremonies for personnel selected for promotion under their command. Also, administered test for a myriad of other testing methods such as AFOQT, SAT, Classification and OJT tests. Maintain a near perfect error ratio for a period of eleven years consecutively.

Ramstein Ab Germany

Due to incidents which were widely publicized, the Base Commander insisted that the Administrative Discharge Authority position be revamped and that new standards be established and stricter timelines be adhered to. I was offered this position and quickly created a step by step process documenting and presented to the Base Commander during the weekly Commanders Staff Meeting. Each facet of the legal process was individually noted and OPR's were appointed to each and timeframes accorded. This method held each person in the staging process accountable for any delays in the processing of Administrative Discharge Packages. The ultimate overall effectiveness of this procedure reduced the processing of the packages to 10 days or less and became the model for the entire European Theater. I was awarded the Air Force Meritorious Service Medal for the innovative approach to reorganizing the Administrative Discharge Program for the largest base in the theater.

Business Administration And Management, General

Not Competed, Business Administration And Management, General, 3.2

Ged, General Studies