Stephen Dlugos Email & Phone Number

Attending networking events Researching Industry LeadersTracking Industry TrendsParticipating in Industry Discussions

Provides strategic and operational leadership, direction, and mentoring in overseeing Hampton Roads Area portfolio (9 projects) at Federal, State, Local Government levels. Responsible for internal growth, providing business development, capture management, and support for new opportunities in the Hampton Roads Area (Norfolk, Virginia Beach, Suffolk, Newport News, Chesepeake, Portsmouth, Hampton) and DC area. • Professional Project Manager who continuously and successfully delivers projects within project constraints throughout the project life cycle. • Successfully brought two projects through a Capability Maturity Model Integration (CMMI) Maturity Level 2 Process Improvement Certification.• Exceeded annual project internal revenue growth plan by 120 percent while doubling profit margin rate.• Continues to receive highest performance ratings by exceeding Customer and senior management expectations.• Delivered comprehensive, detailed inputs, overarching direction, and recommendations for establishment of the DMG Program Management Office (PMO) to include: integrated portal project structure, standardized project management processes, practices, templates to be institutionalized across all DMG programs/projects leading to CMMI Maturity Level 2 Certification.• Driving force behind DMG’s program and process improvement initiatives across all functional business areas, project life-cycle phases, and project knowledge areas.• Currently pursuing the Project Management Professional (PMP) Certification through the Project Management Institute.• Completed 50 percent of curriculum requirements with a 4.0 GPA for a Master of Science degree in Information Systems with an Enterprise Resource Planning (ERP) concentration. Degree conferment date June 2013.

Support Lead for the United States Joint Forces Command (USJFCOM) Joint Futures Laboratory (J9) Directorate’s Joint Distributive Operations (JDO) Joint Capabilities Development & Experimentation (JCD&E) project.• Directly responsible for the development and coordination of the JDO two-year project management plan (PMP) to include: development of JCD&E project integrated management methodology (PMP), project goals & objectives (scope), requirements & work breakdown structure (WBS), establishment of milestones and schedule, cost estimates & budget (resource management), stakeholder identification and reporting (communications), risk management, procurement and final products/deliverables (product/process quality assurance).• Developed the Joint Combatant Commander (COCOM), Service and Government Agency Engagement Strategy. Scheduled, coordinated and conducted all initial Service/Agency joint engagement conferences, as well as the initial USJFCOM Stakeholders Conference. • Identified COCOM/Service JDO-like exercises and organizations to leverage associated operational training/testing environments to validate and verify JDO concept of operations, objectives, requirements, products/deliverables.

Primary liaison for United States Fleet Forces (USFF) and Office of the Chief of Naval Operations (OPNAV N43) to United States Joint Forces Command (USJFCOM) for the Joint National Training Capability (JNTC) Program under the Department of Defense (DOD/P&R) Training Transformation. Program Manager for the USFF Joint Training Team. • Tenaciously adjudicated all programmatic, operational, and technical issues for USFF regarding the JNTC Program from concept of operations (CONOPS) development and requirements identification to capability development and implementation. • Astutely identified key programmatic shortfalls and provided viable, executable solutions to the JNTC Joint Management Office (JMO) regarding: organizational structure, investment strategy guidance, joint training strategy, and CONOPS development supporting: JNTC Program Certification & Accreditation, Mitigation of Joint Training construct shortfalls, Support Element Personnel Employment and Program Centric Paradigm.• Specifically sought out for optimizing all JNTC JMO business processes, spearheading programmatic improvements through implementing key elements of Integrated Product/Process Development System (IPDS).• Key Navy participant in all USJFCOM CONOPS development in support of OSD Training Transformation impacting the JNTC Program and Navy Joint Training to include the following key working groups: USJFCOM Joint Training Plan, Unified Command Plan Training, Integrated Training, Joint Training Requirements Assessment Group, Force Synchronization and Joint Training Roadmap & Investment Strategy.• In depth, comprehensive analysis and assessment regarding JNTC Program Budget Request, budget allocation and execution processes, identified and preceded major reorganizational changes and resource allocation, monitoring & controlling, and reporting processes across the JNTC Program.

Multi-functional Senior Manager/Program Manager in the RTSC Integrated Logistic Systems business unit. Responsible for supporting business development and marketing, capture management, project planning, execution, monitoring & controlling, and close-out processes across all Automated Maintenance Environment (AME) projects. Coordinated and managed all AME programmatic issues from requirements gathering/decomposition, statement of work development, and cost estimate preparation, through system development, integration, testing and implementation.• Took control and transformed a troubled-program and successfully delivered the F/A-18 Hornet Data Acquisition System and Life Usage Indices AME software modules integration with the Naval Aviation system-of-record software within a 50 percent compressed development and integration schedule. • Successfully delivered the F-14 Tomcat Ground Station Conversion development and integration effort with the Naval Aviation system-of-record software. • Recognized for positioning RTSC as the AME system “developer-of-choice” for five major AME initiatives while simultaneously managing two major AME development and integration projects. • Presented NAVAIR Strike Platform Advanced Technologies Review Board (SPATRB) with a generalized AME concept that could be applied across the entire spectrum of warfare platforms and weapons systems.

System Test & Interoperability (ST&I) Cross Product Team Lead for the USS George W. Bush (CVN 77) Warfare System Integration (WSI) Proposal ($750M). Responsible for the development and standardization of System Test & Interoperability plans, processes, and procedures, cost estimation/basis-of-estimate for both shorebased and shipboard testing environments. • Coordinated with 13 Cross Product Teams (CPT)/Integrated Product Teams (IPT) and Program Management Team in the formulation of a comprehensive, fully integrated Test & Evaluation Program, and Verification & Validation Plan.• Directed and managed all ST&I CPT administrative, operational and support requirements while submitting all proposal deliverables and reports ahead of schedule, below budget, and in full compliance.• Prepared the CVN 77 WSI Surface and Air Surveillance IPT Proposal/Basis-of-Estimate ($137M) for Test & Evaluation, Modeling & Simulation, and Land-Based Test Site facilities requirements. • Reviewed, assessed, and allocated over 2,500 requirements from the “Smart Gator” Request for Proposal (RFP) to respective, cognizant CPTs/IPTs for requirements analysis and decomposition in development of work breakdown structure/schedule (WBS/S), cost estimations for firm bid and proposal.

Provided strategic and operational leadership, management, and mentoring while directing 20 Operational Test Coordinators in support of 60 plus Operational Test Directors with a $7.5M OT&E budget.• Reorganized the Air Warfare Directorate for the 21st Century to assume planning, coordinating, and reporting responsibilities for operational test & evaluation (OT&E) of 140 Naval and Joint Service Aviation programs.• Employed Integrated Product/Process Development System (IPDS) initiatives that significantly strengthened relationships with service and joint testing agencies, program managers, and service staffs. • Eliminated all OT&E funding discrepancies and streamlined OT&E product review processes by 30 percent.• Developed a standardized, integrated program health monitoring & control/reporting system that was adopted command-wide

Responsible for coordinating/deconflicting all post-shipyard at-sea trials, long and short term operational/underway plans, and inport schedules. Coordinated and managed the Carrier Strike Group's Air Tasking Order (ATO) process, deconflicting operational and training requirements of the Carrier Strike Group, Carrier Air Wing, and 18 carrier shipboard departments. Coordinated carrier onboard delivery schedule, and arrival/departure logistics for all distringuished visitors (Foreign, DOD, Department of State, Industry). Assistant Operations Officers for a 400-member aircraft carrier operations department. • Regenerated USS ENTERPRISE’s Concept for Operational Planning, coordinating operational planning and respective requirements for the 18 carrier departments, 75 aircraft Carrier Air Wing, and nine-ship Carrier Strike Group. • Principle architect of the Enterprise Strike Group’s Concept of War Fighting Planning & Execution Structure.• Ensured operational effectiveness and suitability of key combat capabilities and data distribution systems by identfying and addressing planned design deficiencies with technical installations and associated training shortfalls.• Driving force for ensuring USS ENTERPRISE Carrier Strike Group was operationally, functionally and technically ready to assume the Afloat Joint Forces Air Component Commander (JFACC) mission.

Ms, Information Systems Erp

Ma, National Security & Strategic Studies

Ma, Business Administration & Management

Bs, Mathematics

Education record