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Summary

PROGRAM MANAGER

Strategic Program Manager with over 15+ years of experience and expertise in overseeing government acquisition, test and evaluation, maintenance, record keeping, and systems integration programs valued up to $45 million. Proven record of managing program life cycle from system design through integration, test planning, and verification via requirements-based execution, quantitative risk management, and formal change management techniques. Exceptional ability to lead cross-functional teams in order to identify program capabilities, assess resources, and collaborate with personnel ensuring projects delivered on time and within scope of budget.

I see the bigger picture without losing sight of the details, and implement sound business principles with intentional structure in every enterprise I work with, resulting in wildly successful initiatives and fantastic organizational turnarounds. As a dynamic team leader with a passion for managing all aspects of Programs/Operations, I identify smart resources and people and allow them to grow deeper in what they do best.

Feel free to contact me either by email at garyckuczynski@gmail.com or phone at (760) 887-9680.

Work History

May 1994Dec 2014

Program Manager

Department of the Army (DA) | Department of Defense (DoD)

Achieved operational objectives by contributing information and recommendations to strategic plans and reviews; prepared and completed action plans; implemented production, productivity, quality, and customer-service standards; resolved problems; completed audits; identified trends; determined system improvements; implemented change.

Key Accomplishments:

  • Proven competency in U. S. government project management including history of highly effective project planning and successful execution.
  • Spearheaded and directed 100% implementation of U.S. government organizational Intranet/SharePoint Dashboard, resulting in greater speed and access to information for both internal staff and selected outside agencies.
  • Assured 100% programmatic and budgetary compliance of programs according to funding objectives.
  • Bolstered productivity and saved government approximately $500K through playing key role in restructuring organizational maintenance procedures; re-engineered all financial and data management processes and related systems; redesigned all related jobs, resulting in enriched staff development.
  • Addressed deeply rooted, beneath-the-surface systemic causes of organizational problems/conflicts instead of merely tackling known symptoms.
  • Handpicked to serve multiple leadership roles for U.S. government business areas of up to 50 direct reports and up to 2400 indirect reports.
  • Managed staffing, recruitment, appraising, analysis and firing employees for organizations ranging in size from 30 and up to 2400+.
  • Served as the Senior Records Manager (RM) responsible for leading, planning and managing the organizational records management program for both core governmental mission and administrative records, regardless of medium or format.
  • Formulated and oversaw the implementation of organizational policy and guidance for record-keeping in accordance with the organizational strategic plan.
  • Responsible for observing a records management staff of over 30 FTEs and making sure files and records were entered correctly.
  • For government organizations ranging in size from 300 to 2400+, planned, developed, and administered records management policies designed to facilitate effective and efficient handling of business records and other information.
  • Planned and executed development and implementation of records management policies intended to standardize filing, protecting, and retrieving records, reports, and other information contained on paper, microfilm, computer program, or other media.
  • Coordinated and directed, through subordinate managers, activities of departments involved with records management analysis, reports analysis, and supporting technical, clerical micrographics, and printing services.
  • Evaluated staff reports, utilizing knowledge of principles of records and information management, administrative processes and systems, cost control, governmental record keeping requirements, and organizational objectives.
  • Conferred with other administrators to assure 100% compliance with policies, procedures, and practices of records management program.
  • Ensured 100% accountability and preservation of key government organizational documents via implementation of aggressive Knowledge Management (KM) activities.
  • Experience surging performance of multibillion-dollar enterprise in a variety of capacities, including Operations, HR, Quality, Business Continuity, Marketing/PR/Social Media, Training, Strategic Planning, Project Management and exit strategies.
  • Via an enterprise-wide SharePoint and Knowledge Management (KM) system, improved the operational systems, processes and policies in support of the organization’s mission - specifically, supported better management reporting, information flow and management, business process and organizational planning.
  • Planned, organized, directed, reviewed, coordinated, and established controls for all organizational records activities.
  • Over 15 years in managing and directing entire organizational maintenance activities for over 300+ vehicles and over $45 million worth of organizational equipment.
  • Maintained maintenance records and tracked work orders, spare parts and maintenance history of equipment and more through computerized systems; results were 100% administrative audit compliance and an 99% operational readiness rate for all equipment.
  • Resolved in 3 months over 182 outstanding vehicular maintenance modified work orders (MWOs) totaling over $1 million; investigation concluded only 10 MWOS needed at a cost to government of only $1000.
May 1994Dec 2014

Former U.S. Army Officer | 20+ Years of Service

Nationally and Internationally, United States Army, Department of Defense

Top qualifications:

• Solution & Outcome-oriented with strong bias for action, excellent follow-up/closure, excellent analytical and organization skills, a high degree of proactive analytical thinking and process improvement focus, and an extreme attention to detail and quality.
• Strong organizational, leadership and follow through skills. Ability to operate effectively in a multitude of environments; composed in dynamic, fast-paced settings.
• Strong process development and improvement skills; a change agent with excellent interpersonal and leadership skills, able to energize, motivate indirectly through leadership, energy, commitment and force.
• Ability to identify root causes and facilitate data or process issues to resolution.
• Demonstrated ability to translate business needs into functional requirements.
• Ability to professionally interact with stakeholders at all levels; strong customer orientation.
• Proven competency in project management including history of highly effective project planning and successful execution.
• Excellent verbal, written and presentation communication skills.
• Demonstrated proficiency and practical applied experience using Microsoft Office Suite, specifically Word, Excel & PowerPoint.

Keys to swift successes:

• Molds Operations from Reactive to Proactive
• Change Management Expert
• Cost Containment with Impressive Results

Key Skills:

• Strong executive presence with solid business ethics
• Dynamic leader, mentor, and collaborator at all levels
• Intuitive decision maker
• Leads with an empowering & team-centric style
• Unwavering commitment to excellence
• Persuasively honest
• Quickly gains trust and respect
• Easily works with & influences foreign cultures
• Impeccable record of success

Oct 2012Oct 2014

Chief Innovation Officer (CINO) (Chief, Experimentation and Science & Technology Branches)

Mission Command Battle Lab/Capability Development Integration Directorate, Fort Leavenworth, KS, Department of Defense

Responsible for stimulating innovation for a major organization ranging in size of 10,000+ personnel. Led research and experimentation on new strategies related to business opportunities and new technologies. Led the development of new capabilities and architectures with partners (community of practice), and tested in dynamic Live, Virtual and Constructive (LVC) environments new business models and new industry structures to serve those opportunities.

Oversaw a team of ~25 which grew to over 700+ personnel for testing/evaluating actions in support of concept development and capabilities-based assessments.

Essential Responsibilities:

• Perceive promising ideas and look for avenues to integrate them into the organization's future plans.

• Perceive ideas that are ineffective, costly, or beyond the scope of the organizations mission.

• Worked with creative teams so as to propose new ideas and strategies to resolve problems or to innovate.

• Converted with the product development team general ideas into practical solutions.

• Encouraged the creative thought of the community of practice/experiment team and found manners to raise the innovative thought through all the areas of the company.

• Appraised the progress of innovation and adapted the pace or direction of new projects in accordance.

Key Accomplishments:

- Most recently, handled an exponential 300% increase in operations within the last year; introduced cross-functional training to maximize staff impact. Identified trends in operational, technology, and competitive global markets.

- Fostered invention, innovation, maturation, and demonstration of technologies to enable future force capabilities while exploiting opportunities to transition technology enabled capabilities to the current force.

Apr 2011Oct 2012

Chief of Operations | Operations Officer

Mission Command Center of Excellence, Fort Leavenworth, KS, Department of Defense

Responsible for managing all hands-on operational aspects of the organization, more specifically, directed, administered, and coordinated the internal operational activities of the organization in accordance with policies, goals, and objectives established by the Director. Assisted the Director in the aggressive and successful growth of the organization.

Primary Responsibilities:

• Provide day-to-day leadership and management of organizational operations supporting the mission and core values of the organization.

• Responsible for driving the organization to achieve and surpass business goals and objectives.

• Responsible for the measurement and effectiveness of all processes internal and external.
Provided timely, accurate and complete reports on the operating condition of the organization.

• Spearheaded the development, communication and implementation of effective growth strategies and processes.

• Collaborated with the management team to develop and implement plans for the operational infrastructure of systems, processes, and personnel designed to accommodate the rapid growth objectives of the organization.

• Motivated and led a high performance operations/management team; attracted, recruited and retained required members of the executive team not currently in place; provided mentoring as a cornerstone to the management career development program.

• Fostered a success-oriented, accountable environment within the organization.

• Represented the organization with clients, stakeholders, and business partners. Maintained liaison with War Fighting Function Centers of Excellence, Training and Doctrine Command, and Headquarters, Department of the Army.

• Represented the MC CoE’s interests through participation in and contributed to a variety of working groups related to Mission Command.

Jan 2010Feb 2011

Deputy Communications Director | Deputy Director for Operations

North Atlantic Treaty Organization (NATO) Training Mission - Afghanistan/Combined Security Transition Command - Afghanistan

Supervised a Communications | Public Relations | Joint Visitor Bureau | Protocol Section staff of 6 direct reports and 35+ FTEs.

Key Responsibilities:

**Public Affairs Office Oversight**:

Supported the Commander in his responsibility to provide the public with timely, complete and accurate information regarding the organization. The aim was to increase public knowledge and understanding of the organization’s critical mission, roles, capabilities and its resolve to contribute to the stability of Afghanistan. The Public Affairs Office answered queries on behalf of the Commander.

**Joint Visitors Bureau/Protocol Section Oversight**:

Responsible for planning, preparing and implementing arrangements for all dignitary visits, and participated in the preparation and execution of conferences chaired by the Commander or other senior organizational leaders. Additionally, the Joint Visitors Bureau/Protocol Section prepared, coordinated and implemented all staff actions pertaining to organizational headquarters social functions.

Conducted Media Outreach with the Following:

• The BBC, NPR, CNN, Fox News, NBC, Al Jazeera | Al Jazeera America, the New York Times, the Washington Post, and Time Magazine.

Planned, Prepared and Executed Dignitary Visits for:

• The U.S.Secretary of Defense, U.S. Senate and Congressional delegations, the U.S. Ambassador to Afghanistan, North Atlantic Treaty Organization (NATO) leaders and officials, the Supreme Allied Commander Europe, Prime Minister of Canada, Chief of Land Forces - Great Britain, the Commandant of the U.S.Marine Corps, the Mongolian Minister of Defense, numerous international Defense Attaché’s, the Director-General of the BBC, the Commander, U.S. Central Command, and the U.S. Army Chief of Staff.

May 2009Jan 2010

Chief Operating Officer (COO) (Squadron Executive Officer - XO)

2nd Squadron, 11th Armored Cavalry Regiment, Fort Irwin, CA, Department of Defense

Responsible for managing the day-to-day activities of an dynamic organization ranging in size of 780+ personnel and a fleet of 300+ vehicles utilized in daily operational activities.

Responsibilities | Key Contributions:

• Improved the operational systems, processes and policies in support of the organization’s mission - specifically, supported better management reporting, information flow and management, business process and organizational planning.

• Managed and increased the effectiveness and efficiency of Support Services (HR, Security, IT, Maintenance, Resource Management/Logistics and Operations), through improvements to each function as well as coordination and communication between support and business functions.

• Played a significant role in long-term planning, including initiatives geared toward operational excellence.

• Oversaw overall financial management, planning, systems and controls.

• Managed the organizational budget in coordination with the CEO.

• Oversaw the development of individual program budgets.

• Oversaw and audited organization of fiscal documents.

• Supervised and coached Functional Area Managers on a daily and weekly basis.

• Supervised assigned staff (8+ Support Managers).

Major Accomplishments:

• Handled overall budgets of $45M+, stewarding 24/7 operations for 7 units in a 1,000 square miles of campus facilities.

• Created proactive maintenance protocols with clear communications that allowed for real-time knowledge at all levels – and increased operational readiness (of vehicles and equipment) 65% to 99% - the standards were 95%. This was accomplished within 6 months.

• Orchestrated a glide path of peak operations in each business area; repeatedly brought dynamic chaos to order.

• Resolved $1M+ in inventory issues in 5 months and went from 45% inventory control to 100%.

Jun 2008Apr 2009

Chief of Operations | Director of Training and Development (Squadron S3)

2nd Squadron, 11th Armored Cavalry Regiment, Fort Irwin, CA, Department of Defense

Chief Operating Officer of a organization consisting of 780+ employees. Responsible for managing all hands-on operational aspects of the company. Assisted the CEO in the aggressive and successful growth of the organization. Directed and supervised the strategic, operational and tactical programs.

Key Responsibilities | Actions:

• Oversaw day-to-day operations in a fast-paced, diverse and dynamic location.

• Maintained overall situational awareness of all business activities of the organization. Provided timely and accurate reports to the CEO. Kept the CEO apprised of significant events.

• Created operations strategy and policies for the organization, ensuring daily up to yearly operational objectives were effectively met.

• Developed and implemented training programs to expand the capacity of all staff and the organization.

• Communicated strategy and policy to employees/the organization.

• Fostered employee alignment with corporate goals.

• Provide programmatic leadership and input for all strategic plan implementation processes within the organization and staff. Coached program directors as they implemented the strategic plan and transitioned program operations.

• Developed and implemented a system for tracking and reporting on the progress of the strategic plan implementation.

Jul 2006Jul 2007

Business Operations & Management Consultant: Security | Intelligence | Operations (Detachment Leader)

Joint IED Defeat Organization (JIEDDO) (Office of the Secretary of Defense), Multinational Corps - Iraq

Primary Responsibilities:

Led, planned, coordinated and executed all strategic actions supporting the integration of multiple Joint Improvised Explosive Device Defeat solutions throughout the Department of Defense. Led the observance, collection, and dissemination of information, tactics, and resource technology to organizational leaders.

Key Activities Supporting Organizations:

• Provided business consultation to well over 100+ organizations ranging in size from 30+ to over 20,000+ personnel, primarily in the Northern-half of the country of Iraq.

• Endured hazardous and dynamic situations to quickly assess organizations while they were conducting their assigned business activities.

• Rapidly identified organizational problem(s), identified solutions, developed, recommended and implemented new procedures, operating processes, or the use of new equipment to ensure the continued success of the organizations.

• Reviewed documents, operating procedures, significant acts, serious events, and daily logs.

• Observed day-to-day business operations to understand what problems exist and why.

• Formed solutions to problems and presented the analyses to the organizational leader.

• Worked closely with the organizational leader and employees to gather information used to assess what changes need to be made to solve problems to improve the organization and reach goals.

• Developed reports for the organizational leader detailing solutions, such as developing training programs, creating or improving an employee standard operating procedures handbook, creating new reporting systems, purchasing new equipment, modifying operational procedures and activities, and changing workplace layout.

Dec 2004Jul 2005

Chief Operating Officer | Deputy Director of Operations (Regimental S3)

11th Armored Cavalry Regiment, Fort Irwin, CA, Department of Defense

Responsible for managing the day-to-day activities of an dynamic organization ranging in size of 2400+ personnel and a fleet of 1400+ vehicles utilized in daily operational activities.

Responsibilities | Key Contributions:

• Improved the operational systems, processes and policies in support of the organization’s mission - specifically, supported better management reporting, information flow and management, business process and organizational planning.

• Managed and increased the effectiveness and efficiency of Support Services (HR, Security, IT, Maintenance, Resource Management/Logistics and Operations), through improvements to each function as well as coordination and communication between support and business functions.

• Played a significant role in long-term planning, including initiatives geared toward operational excellence.

• Oversaw overall financial management, planning, systems and controls.

• Managed the organizational budget in coordination with the CEO.

• Oversaw the development of individual program budgets.

• Oversaw and audited organization of fiscal documents.

• Supervised and coached Functional Area Managers on a daily and weekly basis.

Served as Deputy Director for Operations for the National Training Center (NTC) Operations Group. Responsible for exercise control of rotational units and the opposing forces for ten rotations annually.

• Supervised and directed the Operations Center during force on force and live fire training to include cells from operations, intelligence, engineers, fire support, and army aviation.

• Coordinated and monitored the execution of all scenario events both live and simulated. Assisted with the synchronization of activities and support of 450 Observer/Controllers (OC's) to maximize the training of rotational units and opposing forces in excess of 7,000 soldiers.

• Primary action officer for the production of numerous briefs for the Commander, Operations Group and the Chief of Operations.

May 2003Nov 2004

Director of Safety and Security | Director of Operations, Training, and Development (Company Commander)

HHC, United Nations Command Security Battalion-Joint Security Area (UNCSB-JSA), Panmunjom, South Korea, Department of Defense

Commanded Headquarters and Headquarters Company, United Nations Command Security Battalion-Joint Security Area (UNCSB-JSA), a combined Republic of Korea/United States (ROK/US) company of 350 soldiers. Provided security and controls access into the United Nations (UN) sector of the Military Armistice Commission Headquarters Area (MACHA) in the Demilitarized Zone (DMZ) of Korea. Provided security and support to the UN delegates to the Neutral Nations Supervisory Commission (NNSC). Provided training and guidance for a Scout Platoon, Republic of Korea Army Platoon, and Military Police Platoon that conduct operations to counter Korean People's Army (KPA)(north Korean) aggression inside the MACHA. Responsible for the administration and logistical support for all personnel assigned to the battalion. Accounted for and maintained a property hand receipt valued at over $12 million dollar

Mar 2002Apr 2003

Director | Operations, Training, Development, and Security (Company Commander)

2nd Battalion, 9th Infantry Regiment, 2nd Infantry Division, South Korea, Department of Defense

Commanded a forward deployed, Bradley Fighting Vehicle equipped, mechanized infantry company in the Republic of Korea (ROK), composed of three rifle platoon and a company headquarters; directly responsible for the training, readiness, and welfare of approximately 120 plus soldiers including Korean Augmentees to the US Army (KATUSA), and 18 tactical vehicles and other organizational equipment valued at over $40 million; responsible for planning and executing mounted, dismounted, and combined arms high intensity operations in support of United States/United Nations policies and objectives in the ROK on short or no notice; responsible for maintaining the morale and discipline of assigned soldiers and the welfare of their families; directly supervised four officers and one first sergeant.

Mar 2001Dec 2001

Chief of Operations | Director of Training and Development (Battalion S3)

1st Battalion, 48th Infantry Regiment, 3rd Basic Combat Training Brigade, Fort Leonard Wood, MO, Department of Defense

Served as the Operations Officer for an Basic Combat Training Battalion comprised of four companies, with the annual mission of training over 5,000 soldiers in a gender-integrated environment. Responsible for formulating, coordinating, and executing training plans and programs for both initial entry soldiers and permanent party cadre. Reviewed training schedules to ensure compliance with policies, directives and commander's guidance. Advised commanders on training issues and reports, quarterly training briefs, and graduation ceremonies. Performed additional duties as Safety Officer, Operational Security Officer, Alternate Print Control Coordinator, Alternate Unit Fund Coordinator and Physical Security Officer. Assumed duties as the Battalion Executive Officer in his absence.

Mar 2000Feb 2001

Director | Operations, Training, and Development (Company Commander)

1st Battalion, 48th Infantry Regiment, Fort Leonard Wood, MO, Department of Defense

Directly responsible for the on-boarding process of new employees via information, training, mentoring and coaching, ensuring new employees acquired the necessary knowledge, skills, and behaviors to become effective organizational member and insiders.

Significant Actions:

• Commanded a Basic Combat Training Company which annually received, integrated and trained approximately 1,200+ Initial Entry Training (IET) soldiers.
• Provided professional development for one officer and 16 Non-commissioned officers (NCOs).
• Responsible and accountable for equipment valued at over $250,000.

Primary responsibilities:

• Develop, implement, and monitor training programs within the organization.
• Supervise technical training for staff.
• Conduct orientation sessions.
• Create training materials.
• Develop multimedia visual aids and presentations.
• Create testing and evaluation processes.
• Manage and oversee a training budget.
• Evaluate needs of the organization and plan training programs accordingly.
• Conduct performance evaluations.
• Provide classroom training, demonstrations, on-the-job training, meetings, conferences, and workshops.
• Manage staff of classroom facilitators.
• Provide performance feedback.
• Conduct continuing education training.
• Provide leadership development education.
• Build solid cross-functional relationships.
• Provide logistical support, course development, delivery, evaluation, process measurements, and cost management.
• Plan the implementation and facilitation of activities and events, budget spending, material production and distribution, and other resources to ensure that operations are managed within authorized budgets.
• Assist with the development of strategic plans.

Mar 1998Sep 1998

Deputy Director of Operations (Assistant S3)

1st Battalion, 8th Infantry, Fort Carson, CO, Department of Defense

Assisted the Battalion S-3 in the development, production and execution of all tactical and administrative orders and missions in a 724-man Battalion capable of world-wide deployment at short notice and be combat ready upon arrival. In charge of the battalion Operations Center during tactical operations. Coordinates all combat multipliers during the planning and execution phases of tactical operations. Assisted the battalion S-3 in the timely production of guidance and directives to facilitate the planning process of commanders. Served as the liaison between our Operations Office highers, and the Directorate of Plans, Training, and Mobilization (DPTM). Duties included managing the battalion training calendars, supervising training resource actions, and supervising special projects. Oversaw the Operations shop in the S-3's absence. Additional duties included Arrival/Departure Railhead Control Officer and Air Movement Officer.

Oct 1997Mar 1998

Chief Operating Officer (COO) (Company Executive Officer-XO)

HHC, 1st Battalion, 8th Infantry, Fort Carson, CODepartment of Defense

Responsible for managing the day-to-day activities of an dynamic organization ranging in size of 300+ personnel and a fleet of 300+ vehicles utilized in daily operational activities. Planned, directed and coordinated the operations of organizations of various sizes in all types of functional areas. Responsible for formulating policies, managing daily operational activities, and planning use of materials and human resources toward maximum productivity.

Significant Actions and Responsibilities:

• Ensured the combat readiness and company's ability to deploy for a wartime mission and win.
• Responsible for managing a $44 million dollar property book with an annual budget of $500,000.
• Overall responsible for the management and administration of the commodity areas within the company.
• Supervise and monitor the training management program, supply and logistics support, communications operations, weapons maintenance and accountability of all property book items.
• Assumed command of the company in the commander's absence.
• Additional duties included Training Officer, Unit Budget Officer, Training Administration and Financial Management Information System (TAFMIS) Officer, Maintenance Supervisor, Physical Security Officer, Voting Assistance Officer, Maneuver Damage Control Officer, Arms Room Officer and Battalion Environmental Protection Officer.

Apr 1997Sep 1997

Deputy Director of Operations (Assistant S3)

1st Battalion, 8th Infantry, Fort Carson, CO, Department of Defense

Assisted the Battalion S-3 in the development, production, and execution of all tactical and administrative orders and missions. Serves as the officer in charge of the battalion Tactical Operations Center (TOC) during tactical operations. Coordinates all combat multipliers during the planning and execution phases of tactical operations. Assists the S-3 in the timely production of guidance and directives to facilitate the planning process of company commanders. Serves as a liaison between the Operations Office and all higher Operations offices. Significant duties included managing the battalion training calendars, supervising all training resource actions, and supervising special projects within the S-3 shop. Assumes duty as the Chief of Operations in the Chief's absence.

Nov 1996Mar 1997

Corporate Liaison (Liaison Officer-LNO)

1st Battalion, 8th Infantry, Fort Carson, CO, Department of Defense

Liaison Officer for a mechanized infantry battalion responsible for representing the battalion commander at the headquarters of adjacent units and higher headquarters within the division. Responsible for staying abreast of the battalion's situation, mission, all operational plans, and status of all major weapon systems. Communicates this information with parent or host units and insures all coordination is understood. Responsible for gathering all pertinent information about the unit and reports back to the commander or staff. Also assists the S-3 in planning training and coordinating resources for unit training.

May 1995Oct 1996

Senior Manager | Operations, Training, and Development (Platoon Leader

1st Battalion, 8th Infantry, Fort Carson, CO, Department of Defense

Responsible for leading and training a 32 man platoon for future combat. Also responsible for establishing standards of conduct, physical fitness, discipline, morale, safety, and maintenance of the platoon. Accountable for four M2A2 Bradley Fighting Vehicles and all of the platoon's tactical equipment worth over $10 million. Responsible for the care and professional development of all soldiers in the platoon.

Mar 1988May 1994

Manager | Senior Manager | Operations, Training, and Development (Platoon Leader, Squad Leader, Team Leader)

B Co, 3rd Battalion, 126th Infantry, Holland, MI, Michigan Army National Guard

Responsible for leading and training teams that ranged in size from 4 to 32 employees for work in fast-paced, high-pressure and austere locations. Accountable for vehicles and all of the team's tactical equipment worth over $10 million. Responsible for the care and professional development of all employees.

Education

Oct 2013Oct 2015

Master of Arts (MA) Human Resources Development

Webster University

In progress. Expected completion July 2015.

Key Courses:

• Human Resources Development
• Organizational Behavior
• Training and Development
• Group Development and Change
• Organization Development and Change
• Career Management
• Staffing Organizations

Activities and Societies: Delta Mu Delta, International Honor Society in Business

Aug 2007May 2008

Master of Arts (MA) Business and Organizational Security Management

Webster University

Key Courses:

• Security Management
• Legal and Ethical Issues in Security Management
• Security Administration and Management
• Business Assets Protection
• Emergency Planning
• Information Systems Security
• Behavioral Issues

Additional Transfer Coursework:

• Intelligence
• Counterinsurgency: Current Doctrine and Practice
• Understanding Terrorism
• Operational Aspects of Combating Terrorism
• The Art of War in the Middle East
• Asymmetric Warfare

Activities and Societies: Graduation Honors for Outstanding Achievement

Jan 1988Jan 1991

Associate of Arts (AA) Liberal Arts & Sciences

West Shore Community College

Key Courses:

• Introduction to Business
• Principles of Accounting
• Personnel Management
• Principles of Marketing
• Principles of Salesmanship
• History, Government, Sociology, Philosophy and Humanities Courses

Activities and Societies: Student Government President

Skills

Project Planning / Cross-Functional Coordination
Known for being creative/innovative in accomplishing tasks, collaborating, building teams (multi-functional/cross-functional), disciplined project management, budget management capabilities and superb training design.
Business Innovation / Creative Solutions
Known for organizing, preparing detailed plans, developing/implementing strategies, creative/innovative systems and processes, being a change agent, training/workforce development - developing organizations.
Operating Budgets / Budget Monitoring / Cost Containment
Responsible for overall budgets of $45M+. Oversaw a capital equipment budget of $44M. Was responsible for a supply chain budget of over $1M. Created proactive maintenance protocols with clear communications that allowed for real-time knowledge at all levels – and increased operational readiness (of vehicles and equipment) 65% to 99% - the standards were 95%. This was accomplished within 6 months. Was nominated for a prestigious award because of this. resolved all outstanding inventory issues (missing equipment) totaling over $1M within 5 months. Straightened up inventory – tightened up inventory control – he was able to get to 100% accountability with inventory control. Before he took it over, the organization was at about 40-50% visibility of equipment.
Strategic Partnerships
Introduced ideas to enable disparate business operations to work together using the same methods and same technology. Good at initiating dialogue and communication with multiple business areas to get them all on the same page.
Project Management
Maintains a disciplined approach to implementation and project management practices to drive business initiatives. Demonstrates the ability to execute/oversee complex and dynamic operations within budgetary constraints to achieve organizational goals.
Unwavering Commitment to Excellence
Considered by senior leaders as highly intelligent, tough, superbly organized, and tenacious; a workhorse that cannot be stopped. Seen as tough, smart, relentless, and totally dedicated to organizational accomplishments - but respectful and unwavering on taking care of the Team. -absolutely unlimited potential
Dynamic Leader / Strong Executive Presence
Recognized as being a tough, pragmatic leader that embraces challenges and achieves superior results -considered to be focused, dynamic, and decisive. Recognized for performing brilliantly in dynamic and diverse settings. Considered an engaging team builder, working tirelessly to synchronize efforts of many organizations to ensure the success of the organizational strategic objectives and operational strategy.
Tolerance for Complexity and Risk
Seen as a winner who thrives on conquering uncertainty and friction. Recognized as a dedicated leader that excels in planning, coordinating, and executing intricate operations in a highly dynamic and complex environments. Displayed strong problem solving, negotiating, and decision making skills with the proven ability to manage complex situations.
Improves Efficiency, Workflow and Profitability
In multiple organizations, quickly gained efficiencies in organizational and operational battle rhythm to maximize staff processes and procedures – keeping the organization from wasting time, resources and people's talents. Established a rhythm of meetings about different operational processes. Provided information, decisions were made, and deliverables were documented and assigned, with a solid timeline assigned when the deliverables needed to be met (referred to as an Organizational Glide Path).
Ability to Cultivate Talent and Manage Time Wisely in the Midst of Many Projects
Agile, innovative. Brings out the best in people in dynamic, diverse and demanding settings. Adept at managing multiple competing priorities and tasks through the utilization of the right people and resources. Still holds personal accountability for many projects and oversees the talent management of those managing other projects.
Able to Execute Against the Vision, Mission and Goals of the Organization
Over 15+ years of operationalizing the strategic vision of top leadership, creating action plans for each strategy component, down to daily assignments, and correcting course as time progresses – what I saw as bringing "Choreography to the Chaos."
Crisis Management
Experienced at developing and executing security and safety strategies, policies and procedures. Deployed solutions for building access, personnel clearance, theft prevention, and employee training and safety. Familiarity with Business Continuity, Disaster Recovery and Crisis Management methodologies.
Emergency Management
Developed emergency management plans for recovery decision making and communications, continuity of critical departmental processes, or temporary shut-down of non-critical departments to ensure continuity of operation and governance.
Contingency Planning
Developed, maintained, and implemented business continuity and disaster recovery strategies and solutions, including risk assessments, business impact analyses, strategy selection, and documentation of business continuity and disaster recovery procedures.