Robyn Salter Email and Phone Number

• Proficiently develop and deliver key visual analytics using Power BI, offering senior leadership valuable insights into aviation, financial, and logistics data. These visuals play a pivotal role in informing future planning and budgeting decisions, enhancing strategic decision-making capabilities within the organization. •Spearheaded a comprehensive overhaul of the Force Generation Center’s Orders tracking process, creating a keystone database that serves as the cornerstone for managing and tracking orders and benefits for all members, significantly improving data accuracy and accessibility.•Pioneered the development of the FGC’s (Force Generation Center) orders tracking process guide, meticulously outlining a comprehensive, 60+ step procedural framework that guaranteed uniformity and precision in data management, thus establishing a robust foundation for consistent and accurate financial record-keeping.• Actively engaged in daily collaboration with the Deployment Orders Cell, fostering a seamless exchange of information and addressing all orders tracking issues with precision and efficiency. Proficiently managed the tracking of over 300 airmen's orders with exceptional reliability, leveraging SAS (Statistical Analysis System) to ensure accurate and up-to-date records.•Played a pivotal role in automating the orders tracking system, significantly contributing to the streamlining of the Force Generation Center’s (FGC) process. As a result of these efforts, production increased by an impressive 60%, showcasing the substantial impact of automation on operational efficiency and effectiveness.• Responsively address ad-hoc requests for information (RFI) by tailoring detailed responses to diverse audiences.

•Led and served as the Program Manager for the Maintenance Workforce Development Program (MWDP) at the Warner Robins Air Logistics Complex (WR-ALC), overseeing the successful planning, execution, and evaluation of workforce development initiatives, resulting in enhanced maintenance capabilities, and increased operational efficiency.•Offered proficient program management support to a diverse group of over 120 work leaders within the Maintenance Workforce Development Program (MWDP), ensuring streamlined coordination, communication, and performance tracking, ultimately contributing to the program's overall success and participant development.• Managed and led a team of trainers to design, develop, and deliver comprehensive training programs, resulting in a well-trained and high-performing workforce that consistently met or exceeded performance goals.• Effectively represented WR-ALC/OBHA as a dedicated delegate at MWDP Face to Face working group conferences, fostering collaboration and information exchange among key stakeholders to drive program enhancements and achieve collective goals.

Acted as the primary interface between the customer and the 78th ABW/SCO (Support and Contracting Operations) Operations Division, facilitating the precise estimation of hosting costs and methodically identifying all essential requirements for the fiscal year, ensuring comprehensive financial planning and budgeting.

Demonstrate horizontal and vertical integration and collaboration by acting as a liaison between the Systems Program Office (SPO) and C-5 planners/schedulers; gather and analyze C-5 workload offer information for Programmed Depot Maintenance (PDM) and Unprogrammed Depot Level Maintenance (UDLM) aircraft, coordinate negotiated workload packages through the Group for approval and notify squadron when funds are released. Utilize Job Order Production Master System (G004L) to activate C-5 funds for approved work, open and close temporary work requests. Communicate with Financial Management to determine cost estimates using current Fiscal Year sales rates for C-5 labor and/or material for incoming PDM and UDLM aircraft as well as obtaining additional funding for other unscheduled maintenance requirements. Conducts studies and analysis of program and un-programmed workload. Continuously reviews changes to programming data, which have an impact on program and incorporates into maintenance programming documents. Recommends necessary changes in manpower to functional areas of support projected workloads. Analyze data from ROCIT utilizing Microsoft Project to determine loaded hours, remaining hours, and production counted hours for monthly carry-in hours for future workload. Assess problems affecting maintenance management programs and requirements, and proposes changes required to improve efficiency. Participates in long range and short term planning for maintenance and repair workload. Participates in assignments and projects, which include a myriad of functions skills such as workloading, planning, financial management, scheduling and quality control in support of repair, production and manufacturing. Utilize Budget Target Model (BTM) to capture point account targets and compare to the actual hours for the annual budget build. Assist in yearly budget preparations by utilizing 5 years of historical data.

Administered the overall training program for the C-17 squadron to include the Training Scheduling System (TSS), the Education Training Management System (ETMS), and the Production Acceptance Certification System (PACS). Administered instructional programs by serving as the principal training advisor for the sustainment of all training in the squadron. Managed over 600 personnel in the training program. Managed the Special Skills Qualification (SSQ) program to include bi-annual review of qualification training packages using the Instructional System Design (ISD) process. Assisted in the development or revision of training for the squadron when new equipment arrived or workload changed. Identified training requirements in accordance with (IAW) AFOSH, OSHA and Air Force Instructions. Acted as a Subject Matter Expert (SME) for training.

Conducted studies and prepared reports involving organization operating programs. Provided direct support to supervisory and management analysis staff by collecting, reviewing, and presenting a variety of information. Quality Information Management Standard System (QIMSS) administrator for the Electronic Maintenance Group. Monitored and maintained Depot Maintenance Accounting and Production System (DMAPS) records. Originating point for Quality Deficiency Reports (QDR's).

Researched and monitored accounts receivable charts. Evaluated daily reports ensuring the appropriate research was conducted.