Served on the Marketing and Standards committees. Elected to the Board of Directors initially as Secretary and later President and Chairman of this largest association of packaged ice producers and distributors throughout Europe. Currently Managing Director

Packaged Ice production and distribution in Rimini, Napoli and soon to be in Roma

For this 260-person IT Services company, charged with direct customer and P&L responsibility for contracts valued at $187 million serving many U.S. government departments and agencies including: National Security Agency (NSA); Army Research Lab. (ARL); National Institutes of Health (NIH); Department of Homeland Security (Citizenship and Immigration Services (DHS/CIS), Immigration and Customs Enforcement (DHS/ICE), and Federal Emergency Management Agency (DHS/FEMA); Department of Commerce's Economic Development Agency (DOC/EDA); Department of Labor's Office of Assistant Secretary for Management and Administration (DOL/OASAM); Federal Aviation Administration (FAA); and National Mediation Board. He also provided P&L overview responsibility for U.S. Army Research Lab, Department of State's Diplomatic Security Service, Export-Import Bank, National Security Agency, Army Corps of Engineers, Small Business Agency, and emerging internet portal technology efforts for private industry. Mr. Williams successfully met all management goals and in summary grew revenues by 27% during first full fiscal year while growing net margin (EBITDA) by over 40%.He provided direct performance responsibility for 23 contracts supporting 17 government customers departments and agencies. He led corporate initiatives for the development and implementation of program management (PM) processes and developed tools for tracking project, program, and contract activity. He served as the corporate Department of Defense Security Service's (DSS) facility security officer (FSO). In his capacity as a corporate officer he participated in all other corporate initiatives such as the Software Engineering Process Group (SEPG) to bring the company to SEI CMMI level 2.

. Williams was recruited and joined Andrulis Corporation as Director of Special Projects and within two months promoted to Vice President of Information Technology Solutions and Services. In this capacity, he had complete P&L responsibility for over $25 million in revenue and supported DoD and non-DoD customers. During his two years at Andrulis he increased his division's customer base by 32%. He accomplished this by nurturing new clients and successfully resolving customer issues; . Williams was active is forming alliances with teaming; In this capacity he:* Actively pursued contract tasking under several major existing indefinite delivery-indefinite quantity (IDIQ) and basic purchasing agreement (BPA) contract vehicles and pursued new contract opportunities including DISA GEMS, DISA NEXGEN, DISA IIMS, and USA SIMSS II procurements. * Was instrumental in leading the Andrulis' effort to win the National Science Foundation's IT Support Services, U.S. Air Force Information Technology Support Services II (USAF ITSP II), and Federal Aviation Administration's (FAA) RESULTS as the prime contractor. * Served as a major subcontractor and was instrumental in capturing the contract awards for the $300; , and the $120M U.S. Air Force Information Technology Services (USAF ITS), contracts. In this role he:* Generated new and follow-on business with the US Air Force, both in the Pentagon; with the JSTARS program. * Conducted collaborative workshops for the requirements design of the Army Knowledge Online (AKO) portal prototype. * Expanded the Andrulis role as a DoD service provider as a subcontractor to Lockheed-Martin under the USAF Defense Messaging System (DMS) and ITS contracts. Established and maintained partnerships with the Marketing, Finance, Contracts, and Human Resources departments in support of enterprise goals, during a time of rapid corporate growth from approximately 100 people to more than 300.

Now part of Northrup Grumman Information Technology--NGIT) Served as DoD's Program Manager and as the U.S. Navy and Marine Corps Intranet (NMCI) Program Manager/Capture Manager in support of CSC's $6 billion bid for the NMCI award. As a tier one subcontractor to CSC, Mr. Williams assembled a team of more than 600 FDC technical, management personnel, and multiple subcontractors to provide services for desktop and server support, LAN/BAN support, information assurance, collaborative computing, and information technology (IT) help desk support. He previously served in the Systems Integration Group of FDC as the Manager of Navy Programs with complete P&L responsibility for over $19 million in revenue from US Navy programs. Mr. Williams was instrumental in leading the FDC corporation's transition from hardware reseller and related services provider to being a provider of software integration, web technology, knowledge management, data mining, and other FDC technical services for Navy and other DoD customers. Major customers included NAVMED, NAVSEA and NAVSUP

. Williams joined the Telecommunications Technology Group of the Technology Applications Sector of SAIC to participate in the $300M Information Technology Support Services (ITSS) proposal to U.S. Navy SPAWARSYSCOM and played a leading role in developing the successful ITSS bid. Prepared the management concepts and business models used for the seven Teaming Partners, 20 other subcontractors, and participating SAIC groups. Program management responsibilities included:* Direct support of the Department of the Navy (DoN) Information Technology (IT) Umbrella Contracts Program Management Office (PMO) initiatives* Design, development, and implementation of the www.navy-itss.com web site used extensively to manage and disseminate information among all subcontractors and government users of the contract-still used today* Coordination of ITSS business development and joint marketing activities of subcontractors on the SAIC ITSS team; and* Coordination of internal SAIC groups, subcontractor-teaming partners, and up to 30 subcontractors on the ITSS BPA team. * Participated in the Electronic Commerce (EC) initiatives under the Navy's ITSS BPA. * Supported the ITEC Direct cataloging capability for the Department of the Navy (DoN) IT Umbrella Program and a proposed transaction-based automated online ordering system via the Internet for the U.S; FISC-SD). * Participated in major business development efforts under the $3B Lucent Voice, Video, and Data (ViViD) IDIQ contract. * Continually directed and participated in numerous large and small team responses to requests for proposal (RFPs) and the development of unsolicited proposals.

Identified the opportunity, planned, and executed SAIC's Marine Corps Global Command and Control Systems (GCCS) implementation efforts. As Program Manager:* Identified, interviewed, hired, and managed 33 new employees with top secret security clearances within two months ramp up schedule and deployed them at U.S. Marine Corps facilities worldwide;* Initiated efforts to design enhancements to existing network configurations that conformed to the communications and computer infrastructure elements at the enterprise, base, and deployed locations of the Defense Information Infrastructure (DII);* Installed the network infrastructure to support GCCS throughout the Marine Corps with Defense Information Infrastructure (DII) common applications, technologies, standards, services, and tools that comprise the foundation for the DII Common Operating Environment (COE); and* Provided ongoing support for the GCCS at 30 USMC sites worldwide.These actions placed the USMC as the sole service prepared for the evaluation of GCCS during Joint Warfare Interoperability Demonstration for 1995 (JWID 95) and positioned the Marine Corps as the lead service for the evaluation of GCCS as the replacement for Worldwide Military Command and Control System (WWMCCS). Transferred the GCCS support efforts to other line managers, assumed the role of Business Development Manager, and continued expanding the support efforts to SPAWAR, DISA, USMC Training, and MSC.

. Williams acted as the technical writer for business processes on the DISA Defense Enterprise Information Systems (DEIS) proposal. After contract award to Computer Sciences Corporation (CSC), he directed much of the efforts of SAIC serving as a major subcontractor and the lead contractor for GCCS integration. At that time he assumed responsibilities as Program Control Manager for all GCCS efforts beginning with developing the prototype GCCS at U.S. Atlantic Command (ACOM). The prototype was a robust version of the Joint Maritime Command Information System (JMCIS), for which he had been a major support contractor while at Planning Research Corporation (PRC) for several years while supporting the Navy's Space and Naval Warfare Systems Command (SPAWAR). His responsibilities included coordinating the efforts of several SAIC Sectors and Groups, 30 SAIC Divisions and 2 subcontractors. He developed the concept of operations (CONOPS) for the core division of SAIC and was the focal point for all GCCS related efforts throughout SAIC.

U.S. government contractor providing overall contract guidance, coordination, and reporting for a four-year, $71 million Omnibus Navy Command and Control Software (NCCS) Enhancement, Lifecycle Support, Procurement and Integration IDIQ Task Order Contract. His responsibilities included* Coordination of three PRC depart. and fifteen subcontractors working on more than 100 active task orders with SPAWAR, Military Sealift Command (MSC), and Foreign Military Sales (FMS)* Management of the development and implementation of a unique contract-tailored Management Information System (MIS) using an integrated relational database management system (RDBMS) to collect detailed time records from the corporate MIS for employees. Incorporated consultant and subcontractor costs to provide total cost and commitment records for labor, materials, subcontracts, and other direct costs (ODC)* Development of an Earned Value suite of procedures and provided comprehensive cost performance reporting in line with (cost/schedule control system) C/SCS guidelines (DoD Instruction 7000.10)* Planning and implementation for a wide area network (WAN) for SPAWAR, which included special development of software to access MILNET (predecessor to email over the internet) through the UUNET Gateway to provide unlimited, inexpensive, non-classified access to DoD personnel throughout the world before the World Wide Web was readily available for emailDeveloped business process guidelines and established Program Control Office procedures for the $3 billion National Oceanic and Atmospheric Administration's (NOAA) Air Weather Information System (AWIS) and the $50M Department of Veterans Affairs Integrated Hospital System (VA IHS) contracts. Participated in VA IHS proposal preparation and, after award, was responsible for the control of the nine major subcontractors. Monitored contract funding and contract modifications to ensure the funding supported estimated completion costs and to mitigate risks.

SPAWAR) Operational Support System (OSS) and the manager responsible for OCONUS OSS support personnel; He directed the seven person program control team with responsibilities for statement of work (SOW) development and modification, subcontractor management, task budget preparation, division financial management, contract deliverable monitoring, worldwide onsite support, government furnished equipment (GFE) and SAIC asset management, procurement initiation and coordination, and overall division management support. He conducted marketing activities including new work identification and capture, customer interface, proposal preparation, new business development, and participated in overall division strategic planning. Some of his major efforts included Business Process Re-engineering (BPR) and involved developing and implementing a program planning and tracking control system for the division.

he served as a consulting employee and worked closely with over 35 Boards of Realtors Association's management and their independent auditors to customize and install the PRC automated accounting and MIS package. Designed and developed custom accounts receivables systems and reports for management information and control, and installed and supported these tailored systems. Played a pivotal role in the prototype planning effort for the turnkey alternative that became a successful commercial product for PRC. Other Relevant CourseworkPerformance Based Contracting Cost/Schedule Control Systems, Decision Planning Corporation Completed the Certified Public Accountant Examination Computer Science Courses, American University Government Funds Accounting, U.S. Navy Finance School Many PRC and SAIC Sponsored Seminars such as: Proposal Writing and Preparation; Program Management best practices; Managing Contract changes; Department Budgeting; Financial Administration; Quality Assurance; Equal Employment Opportunity; Performance Evaluation, andS/W Development best practices.

Mr. Williams participated in the development of a turnkey multi-user, multi-tasking computer-based accounting and MIS for resale as a commercial product:* Co-authored the business plan and developed detailed network schedules and GANTT charts;* Used program management software packages for planning and implementing control measures for the development;* Ensured that software, hardware, and documentation were accurately configured and performed as advertised;* Managed the integration of software applications, implemented software quality assurance controls, and developed testing and evaluation procedures;* Developed and implemented purchase commitments and tracking procedures;* Designed and developed user documentation, developed and planned system configuration and site installations; and* Provided ongoing enhancements and maintenance support to the project.