Highlights of Specialized Experience

Working with projects that require specialized knowledge of engineering drawings and designs

• During my time with ManTech, I was tasked with building a man camp that supported the C4IRS (regional support center) for western Iraq. This included a 40 unit CHU (containerized housing units) LSA (life support area) with a full complement of utilities to each CHU that included water, electricity, wastewater, Wi-Fi, and heating & air-conditioning to each unit in the LSA. I also developed the service area, which included two laboratories (clean facilities), two bench test repair facilities, and three administrative CHUs. This singular effort required RFI (request for information), RFP (request for proposal), RFQ (request for quotation), and summarized in an SOW (statement of work). In addition addendum's to the contracts were required along with justifications that were built around the CLIN (contract line item number).

• I had the opportunity to participate in initializing the F15SA program in Saudi Arabia. This exposed me to a very complex set of TOs (technical orders), which is Air Force language regarding Aircraft engineering drawing, electrical schematics, major end items & sub-component drawings. The majority of my time was spent interfacing with the SME (subject matter experts) on FRU (field replaceable units), component & sub-component failures, then consolidating this information into program budgetary opportunities that the general staff could utilize at an organizational level. This position required my participation in submissions to the CCB (change control board) based in Warner Robins. I was required to help the customer RSAF with RFI’s, RFP’s, and understand the entreaty of the RFQ for the repair, reclamation, and or cannibalization that would bring on-line their current Non-MICAP aircraft. Understanding the services provided by CLINE provided the justifications for the approval by the general staff.

Working with projects that require specialized knowledge of safety functions and applicable building codes

• In Saudi Arabia, with Cubic Global, I managed the construction of a TTC (tactical training center) that included three 50 meter communications towers, a 50,000 sq. ft. warehouse with HAZMAT enclosure, two electronic offices, and an additional three administrative offices. All of this required coordination with the subcontracting construction company, approval of the Saudi government civil authority of applicable building codes, and my final work packet authorization IAW (in accordance with) the CLIN (contract line item number).

• While as a manager with Lowes Company, I had the privilege of building a high-performance commercial sales team that developed "take-offs" from the low rise and residential blueprints in the Tennessee region. We consistently outperformed our peers and budget by more than 20% every quarter. This required an excellent understanding of all the local utility, structural, local ordinances, and building codes. The keys to our success were the relationships we built within the local government and the developers. We were acting as a bridge providing alternative solutions with new products that solved design and regulatory challenges between these organizations.

Managing and administering preventative and non-preventative maintenance programs

• While developing a TTC (tactical training center) in Southern Saudi Arabia, I was also required to maintain the LSA apartment building that supported a multicultural staff, both western & third-country nationals. This required reinforcing and grounding the electrical system, purging and repairing the potable water supply, relocating the data storage system of the facility’s security surveillance system, and implementing vector control for the compound. This singular effort required RFI (request for information), RFP (request for proposal), RFQ (request for quotation), and summarized in an SOW (statement of work). In addition addendums to the contracts were required along with justifications that were built around the CLIN (contract line item number).

• During the same project, I developed an equipment deployment protocol. These sets of policies were integrated with the facility's consolidated training program and illustrated the PMCs (preventative maintenance checks) checklist. It not only covered the equipment to be utilized by the customer on a regular basis, but this training program also included the facility’s PMCs & HAZMAT program. Each single training module contained the following five components:

  • A text-based industry manual

  • A summary of the operations and checks built into a PowerPoint presentation

  • A video presentation of the PowerPoint

  • A 20 question quiz of the material covered

  • A practical exercise conducted and approved by the first-line supervisor

Each of these modules was available in English & Arabic and made available in a central location that authorized TCNs could access from their individual work stations. This allowed for independent as well as group departmental certification and cross-training. It provided each TCN the ability to train in his native language and learn the protocols in multiple formats.

Managing the financial aspects of a variety of contracts and supervising staff

• I have held a number of positions of responsibility throughout my career, each of which required fiduciary tasks of financial and human resource management. I have been directly responsible for more than 120 employees and managing budgets in upwards of 40 million dollars annually.

• I have also been given the opportunity to solve a half-billion-dollar demerge liability for the DOD (department of defense). This involved completing the development of an asset management program called CMST (container management system tool), creating the policies and procedures that will govern its deployment across four theaters, create a 40-hour training module in operation and utilization of the program and select and train the first one hundred container managers that will roll out the project. The customer awarded my team a period of performance of 12 months to develop a solution, and an additional 12 months upon approval to rollout said solution. We ended up solving the half-billion-dollar liability in less than six months. This accomplishment was achieved by simultaneously developing the software program in conjunction with the operational policies and the educational module.

EVM Earned Value Management Tools

EV (earned value) = % Complete –X- BAC (Budget at completion)

Tells you how much budget you have left to complete the project (apply CV-cost variance)

PV (planned value) = % Planned to be completed -X- BAC (budget at completion)

Can tell you how much more it will take to complete the project (apply SV-schedule variance)

EV (earned value) vs AC (actual cost) = EV – AC = CV (cost variance)

EV (earned value) vs PV (planned value) = EV – PV = SV (schedule variance)

SP (scheduled performance) = EV (earned value) / PV (planned value)

The closer to 1.00 the better as a percent completed thus far in comparison to where you should be

CPI (Cost Performance Index) = EV (earned value) / AC (actual cost)

The closer to 1 the better you perform on cost, every point below 1.00 you are losing on the investment, and this need to be turned around

EAC (estimate at completion) = BAC (budget at completion) / CPI (Cost Performance Index)

This forecasts cost of the project with the current trajectory

ETC (estimate to complete) = EAC (estimate at completion) – AC (actual cost)

This tells you how much more will be needed to complete the project