I facilitate the progress of projects through leadership, intellectual capital, experience and understanding the needs and desires of all the stakeholders—this means listening. The intent is to move forward.
Jan 2011 – Mar 2011
Ms. Sydney Savion was working on her doctoral dissertation. She asked if I would like to participate in her new research on career military professionals transitioning from the military to the civilian sector.
It was an interesting project and assisted me in articulating my business analysis that I used during different portions of the transition. I was one of many participating in her research.
We had several phone calls and she came to Houston to interview me in Houston.
- I found her technique and questions extremely relevant and thought provoking.
- She provided me some insight on her discoveries on her completed research.
- I believe she used much of her results in her book, " Camouflage to Pinstripes".
Sep 2008 – Dec 2008
The Office of Secure Transportation (OST) is managed by the National Nuclear Security Administration (NNSA) within the U. S. Department of Energy (DOE).
OST is responsible for the healthy, safe and secure transport in the contiguous United States of government-owned special nuclear materials.
The project team was a coalition of logistical support companies working together to solve a training and logistical need of the OST.
This project was a proposal to support the specified needs of OST. It was an in-depth layout on the times, types, locations and training support so this activity could be as lean as possible and focus on its core mission. I was brought on as a SME in logistics to look at the layout of the various classes of supply and services that would be rendered by the logistics team offered in the proposal.
The proposal was worked on in various stages in ~4 month period in 2008.
We jointly worked together to meet the various deadlines.
I built the Glossary for proposal since many unique acronyms and terms were used for this very unique overall logistical requirement.
2002 – 2004
We did a capital project analysis to build or lease a call center so we could consolidate four different call centers in one place.
We presented seven options to the CEO and COO that they gave further guidance on in three month stages.
My team laid out the lease versus build option from a capital perspective. It was more economical to build when viewed from a 20 year perspective, but less risk to lease given the unknowns with potential consolidation with other exchange activities where call center operations may have to be located in another state.
2003 – 2004
Our team negotiated and gained approval for a Reserve Table of Distribution and Allowances (TDA). In the private sector this is like gaining the authority to hire and fill full time equivalent (FTE) personnel within a company.
This allowed for National Guard and Reserve service members of the Army and Air Force to be assigned to AAFES wartime locations in support of the AAFES mission. This is the first time in the 108 year history of the organization this has occurred.
The challenge was not insignificant since these leaders were deployed individually to their respective theaters of operations (AO). This meant they had to draw wartime basic issue, train and qualify in Nuclear, Biological and Chemical (NBC) and with their weapon. We coordinated for this to occur at Fort Bliss, Texas. Training on AAFES operations occurred at the HQ in Dallas, Texas.
This allowed us to put knowledgeable, proven mid-level military leaders in areas where a great deal of coordination was essential to interact and support our military forces with AAFES goods and services.
Mar 2002 – Nov 2003
Competed and renegotiated an electrical contract for our bundled DFW properties--saved $880,000 in the first year.
Formed my internal project team of proven, results-oriented engineers and contracting officers to do initial investigation to discover the scope and suggest a way forward to guarantee our best results.
Leveraged the use of the Defense Energy Support Center (DESC) to allow for the bundling of our 18 MW demand between Waco Distribution Center, North Dallas properties, and the Printing plant to be aligned with Shepherd AFB, Fort Hood, TX demand for a better negotiated price via DESC. DESC contracting experts offered outstanding assistance.
This was a multi-month project looking at how AAFES acquires ... maintains ... disposes of vehicles.
The Board of Directors approved a plan in the 1990s on the recurring purchase of administrative vehicles in order budget the recurring need for vehicles. In the administrative area this was $12-13 Million annually. They did so to eliminate maintenance facilities and personnel and only use period repairs by vendors. The idea was the vehicles would be under warranty for much of their use prior to sale/disposal.
The Army Audit Agency (AAA) did the audit with various points and positions rebutted by the AAFES Project Team along the way. The current method of acquiring vs. leasing was the most cost effective given the timelines of use for various automobiles, forklifts, and light trucks--in accordance with administrative requirements and personnel involved, etc. So, with this time and expense we confirmed what we already knew to Army Audit Agency (AAA).
Mar 2003 – Aug 2003
The project was in response to an internal AAFES Audit of performing review and analysis on telephony use in AAFES HQ.
Telephony analysis could be done via an intense manual effort of sorting through billing and use data which consumed key telephony technicians and supervisors and was man-hour intensive.
The project was designed to find a reasonable automated effort that would allow for data extraction to meet the needs of the desired analysis. Several "software systems/services" were viewed and compared which could guarantee the granularity required.
The outcome would be able to attribute long distance and telephony usage by individual, section, and or directorate.
Oct 2001 – Nov 2002
During the 9-11 crisis we did not have access to key intelligence and classified information that would affect our future business planning as well as security of our personnel locally. Post 9-11 the Board of Directors supported the CEO's effort to obtain SECRET level information via DoD level SECRET internet capability.
SECRET Internet Protocol Router Network (SIPRNet) at AAFES Headquarters required significant integrated changes in infrastructure, communications, and personnel clearances. It was a complex project with many simultaneous efforts to insure completion in the shortest period of time.
Extensive coordination was required with Fort Hood agencies who supported our needs to have a stand-alone system.
This was the first Value Based Contract executed by AAFES.
This was a holistic view to overall personnel and physical security based on threats and vulnerabilities.
The USAF Vulnerability Assessment Team (VAT) and the Joint Service integrated Vulnerability Assessment (JSIVA) Team Assessments, past and current were used to review the current and future needs to comply with post 9-11 DoD requirement and guidelines.
The project team took into account several issues and competing guidance during this time frame immediately after 9-11. The requirements and specifications were honed after a number of meetings throughout 2001 and midyear 2002.
Designated by the CEO to be the Source Selection Authority (SSA) for a CIO project to insure key software/data stored and maintained off-site to insure continuity of business operations.
Reviewed potential sites and vendors based on several briefings and selected a location and vendor in accordance with the parameters of the guidance.
At this time AAFES daily Accounts Receivables was $1.5 Billion.
This project was to start with 15 Administrative forms and move them into a web-based application with a goal of going to a web-based form system in support of world-wide requirements.
The initial project was in concert with the CIO, AAFES with Chief of Staff, Administration in the lead.
The CIO made $225,000 available for the coding and contractor effort to proceed on the pilot project.
Project was successful and led to the continuance of making more forms web-based.
Oct 2000 – Feb 2001
U.S. Joint Forces Command was selected to coordinate certain joint requirements for the Joint Strike Fighter. The Logistics Operations Division, J4 coordinated the Maintenance Operations Requirement(s) Document for Joint Staff.
An initial inquiry of the maintenance metrics of the USAF F-16 Falcon as a baseline for comparison for future requirements.
Our applicable service components, USAF, USMC and USN; were coordinated and we received their input and feedback.
The Joint Maintenance ORD was signed off and became a subordinate requirement of the JFS ORD.
Feb 2000 – Sep 2000
The Unified Combatant Commander for US Joint Forces Command asked if we could "properly" assist in the movement of CCB-18 from the San Francisco Area to the San Diego Area. The CCB-18, is a Vietnam era heavy riverine craft that was part of the brown water navy. It was being moved from San Francisco area to part of a museum on Coronado.
Naturally, since these were historical foundations with little access funding. A series of training events were coordinated over the year that could accommodate the heavy logistics of moving a 60 ton armored craft. This involved working with US Navy Reseve (USNR) to coordinate and schedule training events that could facilitate the move the CCB-18. USNR crane lift in San Francisco to place the CCB-18 on the back deck of the the seagoing tug, USNS Sioux, to transport the CCB-18 to San Diego. A crane lift was coordinated in San Diego where the museum association took charge of the craft.
It was a great mission and accomplished multiple missions for all stakeholders involved.
Feb 1999 – Jan 2000
Our certification team coordinated with multiple agencies, commands, and contractors progressing through the Y2K process.
The overarching project was to insure 27 major joint logistical computer software programs met the Department of Defense Y2K compliant. This includes multiple meetings, updates, and brief backs.
On 31 December 1999 stood watch with the project teams as all 27 systems were finally tested and reported on same to the Department of Defense Joint Staff.
Dec 1996 – Dec 1998
My organization, the 507th Corps Support Group, was responsible for the logistic and administration of the Fort Bragg Youth Baseball. Numerous leaders and soldiers supported the effort. It included facilitating schedules, field preparation, supporting personnel and solving challenges on one of the largest military installations in the United States.
May 1997 – Aug 1997
My organization had the lead for providing tailored logistics from Fort Bragg, NC to support the National Boy Scout Jamboree.
The 1997 National Scout Jamboree was held at Fort A.P. Hill, Virginia, from July 28 to August 6 with the theme “Character Counts . . . Be prepared for the 21st Century”. 36,015 Scouts participated in the Jamboree.
The mission centered around the pre-position of logistics for the various venues occurring at the Jamboree and the maintenance of such. Different skillsets and tasks were supported by leaders and soldiers of the 507th Corps Support Group. All missions and tasking were on time and target.
Soldiers serving were awarded the Boy Scouts of America National Jamboree Coin for their support.
Jan 1996 – May 1996
The project entailed a look at Dr. Gerald Bull and his contributions leading to the planning and creation of the Iraqi Super Gun--gun launching satellites in earth orbit.
Dr. Bull was working with Saddam Hussein and his inner circle to plan to build the Iraqi Super Gun that had a 36" bore. A scale model was built and tested on a mountain side. The larger pieces for the Super Gun were pieced out to various large fabrication facilities worldwide. Dr. Bull was making trips in out of Iraq to Belgium were his company HQ was located. He regularly briefed western intelligence agencies in Belgium. He was murdered in his apartment complex on 22 March 1990--about 4 months prior to the Invasion of Kuwait by Iraq.
Dr. Bull was a genius with ballistics and physics. He solved many challenges with large projects he was associated with during his lifetime:
- He is the youngest PhD to graduate from McGill University.
- The youngest, highest paid civil servant in Canadian history.
- As part of DARPA High Altitude Research Project (HARP) gathered high altitude weather data, perfected rocket assisted projectiles and launched research projectiles 100+ miles into space.
- Wrote the definitive book on the Paris Guns (WWI) (Wilhelmgeschütze) and Project HARP.
- Developed discarding sabot and base-bleed gun and artillery rounds.
- Developed the most accurate 155mm Artillery cannon on fast, stable platform for South Africa, "Kilahari Ferrari".
- To this day, over 1/2 the atmospheric data at higher altitudes are from the HARP program.
- Bull created an inverted wind tunnel and extensive ballistic test lab by firing models from guns and measuring data.
Mar 1994 – Oct 1994
Chief Warrant Officer VICTORIA WELLS if the FIRST Woman Army Aviator ever Selected for this HONOR>
BACKGROUND – Sponsored by the Sikorsky Aircraft Corporation, this award is presented annually through the Army Association of America (AAAA) “to the Army aviator who has made an outstanding individual contribution to Army aviation during the Awards period encompassing the previous calendar year.” Membership in AAAA is not a requirement for consideration. A candidate for this award must be a rated Army aviator in the active U.S. Army or reserve components, and must have made an outstanding individual achievement.
Recommended Chief Warrant Officer VICTORIA WELLS for the U.S. Army Aviator of the Year for 1994. She is the first woman in the history of the award to be selected for this honor. CW3 Wells was one of finest, dedicated CH-47 Maintenance Test Pilots I have ever been associated with in my unit and career. Her technical knowledge, leadership, and selfless service to her colleagues, soldiers, and customer units was noteworthy and deserved that she be considered for this prestigious award. Her efforts and leadership engendered trust and confidence in the customer aviation units she supported. This had a direct result on the operational readiness rates of the CH-47 fleet in South Korea. Her synergy in working with all the aviation shop functions in her unit further developed our aviation mechanics and technicians.
She was a CH-47 Maintenance Test Pilot assigned to A Company, 3rd Battalion, 501st Aviation (AVIM), 194th Maintenance Battalion (DS) stationed at Camp Humphreys, South Korea during the period of this award consideration.
Jul 1992 – Aug 1992
His subject matter expertise and experience combined with his genuine enthusiasm enhanced the academic environment and facilitated the learning process for fellow students.
In addition, Lieutenant Colonel Frankie developed and presented an evening elective class on Combat Service Support during Desert Storm for the Sustaining Base Management Course.
The Commandant request that LTC Frankie provide relevant field examples of supporting forces in an extremely fluid environment. He provided a number of anecdotal stories that the class could relate to within their experience sets:
- General array for logistics and logistics forces flowing into the Area of Operations.
- Repositioning of Logistics Forces to prepare to support offensive operations.
- The transportation and basing of logistics forces in Iraq to support combat operations.
- The unique challenges of supporting Field Hospitals and Tactical Petroleum Storage Facilities.
- The challenge and decision made to support civilians in the middle of combat sector.
- The extraction and movement of logistics forces out of the combat sectors.
- The reposition, cleaning, accountability and inspection of equipment/containers readied for the transportation back to the United States.
Jan 1974 – Apr 1974
Mission: Start a Hand Calculator Forum at the United States Military Academy to advocate the use of complex hand calculators to replace the use of the Slide Rules in Academics at the Academy--Take the Academy from mechanical analog to the digital age.
The story begins when I placed an order for a Hewlett Packard HP-45 Calculator in February 1973 for $395.00-- a significant amount of money. The HP-35 and HP-45 are the first hand calculators that could perform all of the functions of Log Log Slide Rule ~ 23 functional scales. It took six months back log to await shipment of my HP-45.
When it arrived in the summer of 1973, I studied and practiced its use. It was a paradigm shift to working complex math problems associated with engineering calculations. It allowed me to be immediately more productive in my Mechanics and Engineering course homework. I could not use it for any tested event--one had to use the slide rule.
I sought to seek the eventual change from slide rule use and training with issuing future cadet classes with calculators. The Forum was started to compare the use of various calculators and uses that could help other cadets with their interests and academic pursuits.
LTC John Peckham was the Faculty Advisor and helped immensely in the communication process to cadets and the administration. He provided the Forum with sagely counsel.
Two years later in 1976, the U.S. Military Academy adopted hand calculators for issue to incoming cadets of the Class of 1980.
Hand Calculator Forum > MISSION ACCOMPLISHED.
The Cadet Public Relations Council (CPRC) mission was to select role model cadets and use them in their home geographic areas. The cadet(s) would make presentations, answer questions and interact with high school students on life, academics and extracurricular activities at the U.S. Military Academy (USMA) at West Point, NY.
At the invitation of Colonel (Ret.) Rusteberg, Professor of Military Science, Brownsville High School; I met with a group of Brownsville High School students just before their Christmas break. I spoke mission of the Academy, its history, life as a cadet, the quality of the academics and the extracurricular activities available. I answered a plethora of questions and shared my story on the nomination and appointment process as I experience it in Congressional District 15 with the Honorable Kika de la Garza.
The meeting was very fruitful and appreciated. Col (Ret.) Rusteberg send a letter to the Major General Knowlton, Superintendent, USMA. A Letter of Commendation from MG Knowlton was presented to me in Feb 1971 for the quality of my efforts in representing the Academy in this mission.