As a team lead for the AF Fleet Viability Board I oversee a cross functional team of engineers, logistician and financial analyst in the evaluation of an aircraft Mission Design Series (MDS) as directed by the SecAF. The team conducts 6-12 month in-depth analysis of the assessed aircraft to determine if the aircraft should be maintained in the AF inventory or retired. This determination included funded and unfunded modifications to keep the aircraft viable for an additional 25 years. Upon completion of the study, I edit each of the functional appendices, review the Team Lead Engineer’s Operational Heath and write the main body of the document and a detailed executive summary highlighting the significant findings. I then develop a presentation for AFMC, the owning MAJCOM and Air Staff leadership and then personally present the findings to the Chief of Staff and the SecAF for implementation.

I conducted highly analytical research and analysis to support the modernization efforts of the T-38C aircraft. I applied proven acquisition logistics and engineering principles to analyze engineering and usage data, conduct/participate in technical studies, acquisition planning, solicitations and source selections and conduct program assessments for the Avionics Upgrade Program (AUP), Escape System Upgrade Program (ESUP) and the Improved Brake System Program (IBSP). I was the lead logistician during the provisioning process for the ESUP program. I organized a team of experts from Defense Logistics Agency, Air Logistics Center Equipment Specialist and the Provisioning Office from Brooks Air Force Base and took necessary actions to ensure over 800 spare parts were assigned stock numbers, cataloged and demand forecasted to support initial fielding of the modification program. I was also the liaison with the US Navy Test Pilot School for the ESUP. I assisted them with the development of their logistics support concept and provided recommendations on special tools, support equipment and spare component levels. I also coordinated and led a site visit for them to Laughlin AFB where the Egress Shop Supervisor conducted a comprehensive review of the tools and test equipment specific to the ESUP. I was the Program Manager for the T-38C Avionic Post Production Support contract and led the cross-functional team in developing the Acquisition Strategy, Statement of Work, funding profile and technical requirements documents for the ACAT II Program. I developed the schedule needed to award the contract consistent with ASC oversight requirements. I then drafted the Request for Proposal framework and coordinated with the Squadron Director to assign squadron resources to the source selection team to ensure the source selection would run smoothly and expeditiously.

As the director I led and managed the planning and production efforts of 538 personnel assigned to 4 flights supporting United States Air Force, Department of Defense and contractor aircraft undergoing developmental test and evaluation at the Air Force Flight Test Center. I oversaw the modification and instrumentation integration on all assigned aircraft to ensure air worthiness and certification throughout the remaining lifecycle. I also directed our propulsion center in the test and integration for the T-38C Propulsion Modernization Program. Worked hand-in-hand with the logistics center propulsion engineers and conducted all the engine modernization testing on the propulsion test cell. Further I assisted the flight test engineers in determining proper measurement methods and locations of probes and other equipment to collect the test data. In addition to those normal duties, I developed the initial concept and championed the effort to get our organization selected as the Air Force's only High Performing Organization (HPO). This re-engineering effort transformed the maintenance group by converting the majority of the group's military authorizations to civilian positions while reducing the total workforce from 2100 to 1500 authorizations. As part of this effort, I travelled to United Airlines’ depot maintenance facility in San Francisco to study commercial logistics processes and concepts for potential Air Force implementation and then designed our organizational construct, to include the organizational/work center alignment, workforce composition and skill set consolidation. I oversaw the transition effort while managing the departure of the military personnel and hiring civil service employee replacements. I also attended the University of Tennessee Logistics Executive Development Program where we study various commercial logistics practices, and the application of Supply Chain Operational Requirements model in various logistics distribution processes.