CHIEF, COMMUNICATIONS SYSTEMS DIVISION
Led Communications Systems Division in the acquisition and support of tactical and mobile IT networks and switches for U.S. DoD. Provide d direction and guidance for programs including Mobile Subscriber Equipment (MSE), tactical switched networks, telephones, multiplexers and tropospheric scatter transmission systems. Managed human resources, budget authorizations (OMA, OPA, SSTS, SSIRDAP, AWCF, travel and supply) and workload in commodity-based weapon systems division while providing technical, creative, financial, schedule and resource management direction for the division, the directorate and to Army and contractor facilities. Led cross-functional organization of branch chiefs, team leaders and supervisors, IT/software professionals, engineers, logisticians, technicians, technical writers and editors, provisioners, inventory managers and customer service representatives.
Served as Emergency Operations Center (EOC) Shift Chief and LOG Shift Chief (2001-present). Coordinated functional support agreements (FSA) and requirements with customers and administered overarching partnering agreements with private industry contractors. Provided counseling, coaching and mentoring for branch chiefs, personally administering adverse job actions, disciplines and awards. Guided weapon systems team performance in accomplishing Stock Availability (SA), lead time (ALT/PLT) and Readiness objectives.
• Developed marketing strategy and co-author of the strategic business plan for the Communications Directorate. The adopted plan reduced the division by two branches and improved productivity by 10-15 percent.
•Created and lead command level Continuation of Operations Plan (COOP) for critical communications and business processes for CECOM following 9/11/2001 that became the basis for the Army Materiel Command community communications COOP planning. Organized and facilitated AMC command-wide team including DCSOPS, DCI, PEO, PM, Garrison, G6, SEC, RDEC, Tobyhanna Army Depot, Fort Belvior and private energy company members. Briefed Deputy Commanding General on plan and recommendations.
•Developed two new business lanes, generating over three new manyears of effort and reimbursable support.
• Key member of the CECOM Knowledge Management Center implementation team.
• Performed analysis of business processes and logistics methods for PM TRCS radio program, with implementation recommendations saving the program in excess of $350,000 immediately and over $1,000,000 overall. Lead team efforts for CECOM Enterprise System Management initiative.