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Yyyyyy x. yyyyyy

0000 xxxxxx xxxx , xxxx , xxxxx 00000


SSN: xxx-xx-xxxx

Country of Citizenship: United States

Veterans Preference: 30% Compensable


Core Competencies


Acquisition Program Management, Full-Life-Cycle Operational Logistics Support, Supply/Maintenance/Procurement/Quality Assurance Integration, Analysis Development, Plan Design/Evaluation, Budgetary Oversight, Multi-Functional Team Leadership, Funding Attainment for Research/Development/Testing/Evaluation/Procurement/Sustainment, Program Execution, Weapons System Combat Readiness, Presentation/Brief Development for Air Combat Command (ACC), Air Force Special Operations Command (AFSOC), United States Special Operations Command (USSOCOM), Air National Guard (ANG), Air Force Reserve Command (AFRC), System Program Manager (SPM), Program Executive Officer (PEO), Customer Support, Solution Development, Written/Oral Communication, Management Advisement, Contracting Officer Technical Representative (COTR)


Professional Experience


May 2010 - Present



Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Acquisition Program Manager GS-1101-12

Effectively manage ALQ-213 Electronic Warfare Suite ACAT III program on SOF/PR C-130 platform, which is designed to consolidate EW systems into one control panel, is first time on C-130, and is currently flown on F-16 and A-10 equipment. Responsibilities include monitoring/expending $12M in Air Force funds.


Also serve as Senior Program Manager for acquisition phase of HC/MC-130J aircraft as well as other Special Operations Forces (SOF)-assigned systems/programs/major equipment; total-life-cycle budget is $65B with sustainment costs through 2050 for fleet of 130 aircraft. Diligently oversee multiple budgets including Centralized Asset Management (CAM) funds for Power by the Hour; funding provides contract engine support for current fleet of HC/MC-130J fleet. Interface collaboratively with Air Force Supply Command (AFSC) to reduce program processing time for sustainment solutions; ensure that Air Force is recognized as user prior to first aircraft delivery.




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Successfully plan/manage/coordinate full-life-cycle logistical support for supply, maintenance, procurement and quality assurance actions; author analyses and develop/evaluate plans and objectives for long-range implementation including securing funding for Research, Development, Testing/Evaluation, Procurement and Sustainment. Steer activities of multi-functional team of contracting, engineering, equipment specialists and item/production/financial managers, supporting promotion of interactive management/technical activities assuring program execution as well as weapons systems combat readiness.


Conduct quarterly presentations/briefings to ACC, AFSOC, USSOCOM, ANG and AFRC and interact successfully with management personnel during meetings/conferences; also brief SPM quarterly and two PEOs semi-annually. Skillfully develop/maintain strong business relationships with customers logistics decision-makers and utilize written proposals and oral presentations to explain proposed solutions to all involved parties. Expertly monitor acquisition phases from development through production, provide quarterly briefs on program status to division chief and advise on significant actions/problems/resolution strategies.


January 2007 May 2010

Air Force Supply Command (AFSC)


Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Supervisor Flight Chief, 411 SCMS YC-1101-02

In this concurrent assignment, skillfully led team actions, scheduled/tracked/prioritized assignments and assured availability of needed resources; approved training and technical manuals as well as engineering change proposals, and developed business relationships with logistics customer base. Worked closely with customers/contractors in reviewing programs to assure viability of contingency support/obsolescence plans, and management contracts covering repair, modification, software, engineering services, acquisition, sustainment and organic depot workload requirements. Successfully diversified workload among flight to support program execution of $95M+. Also developed package for award on High Velocity Maintenance Plan, which established LEAN standard within AF/LCMC for developing/implementing procedures that increased availability of Low Density/High Demand AFSOC C-130 Mission Design Series (MDS) aircraft with minimal field unit impact.


Expertly steered implementation of purchase request process checklist, increased efficiencies by standardizing request process (utilized by AFSC and AF/LCMC), led Aircraft Repair Enhancement and Depot Repair Enhancement Program activities, planned/executed/monitored overall QA program, and directed materials/supplies/finished products allocation. Also redesigned movement of goods to maximize value/minimize expenses. Assured adherence on daily basis to safety and security regulations/processes/procedures; regularly employed supervisory continuity, security and safety binders as examples for other directorate flight chiefs. Performed safety walkthroughs and developed reports concerning any discrepancies. Also, when called upon, filled in as squadron Director during installation, program and squadron meetings.



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Successfully collaborated with other AFSC leadership to support squadron consistency; ensured depot maintenance complied with regulatory requirements and met customer requirements. Improved production for lead Mission Capability (MICAP) squadron driver from production rate of 50% to 200%+ following renegotiating of Depot Maintenance Inter-Service Agreement (DMISA) with Navy depot officials. Held comprehensive responsibilities in planning/organizing/executing logistics support actions, i.e. maintenance planning, repair analysis and test equipment validation. Coordinated activities of functional specialist in contracting, engineering, manufacturing, program control, configuration/data management, test and logistics; adroitly utilized problem-solving strengths in assessing methodologies to assure effective/efficient program operations and applied evaluative techniques in developing requirements. Additionally, utilized market research/contracting options knowledgeability in optimizing scheduling, performed in-depth analyses of complex work processes and identified, studied and implemented various corrective actions to reverse negative trending.


January 2007 January 2009

Air Force Supply Command (AFSC)


Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Logistics Program Manager, 411 SCMS GS-0346-12

Expertly planned/coordinated AC/EC/HC/MC-130P, N, (H)NC-130 system repair/modification, leading integrated team of personnel from item management, financial/budget, contracting, engineering, manufacturing, program control, configuration/data management, test and evaluation, business management and logistics areas in supporting multiple PEOs. Skillfully identified critical needs, interface requirements, policy issues, performance criteria and decision points within scope of program. Diligently ensured continual contractual coverage for all platforms, and developed management controls including milestones, expenditure rates, management indicators and management reviews to maintain focus on program status and identify any emerging issues/problems. Reviewed program/budget documents, assessing effect of external activities on development/production/logistics support needed and to ensure programs met baseline/budgetary parameters; assured that all members of Integrated Product Team were apprised of changing environments/potential emphasis shifts or other program changes. Also developed acquisition/logistics evaluative criteria to ascertain progress in meeting AC/EC/HC/MC-130P, N, (H)N fleet requirements.


Continually worked with customers/other commands/contractors to resolve various issues, and directed progress of contractors/organic facilities toward meeting program objectives. As COTR was tasked with ensuring proper funds utilization and meeting of contractual work agreements while executing acquisition/logistics plans; was responsible for administering CPAR, CAR and PARS for contractor performance.

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Served as squadron spokesperson at various conferences, with responsibilities for communicating acquisition/logistics program issues as well as advising on status of current/future program(s). Additionally, was spokesperson at special conferences that focused on initiating program changes and committing command to actions within established deadlines. Designed/presented briefings to System Program Manager/other officials, conducted briefings/presentations/demonstrations covering program status, costs and adherence to baselines and schedules, and ensured documentation of program costs, schedule adherence, positive contractual negotiations and other relevant informational/supporting factors.


Skillfully utilized leadership excellence in directing diverse professional members of IPT; motivated team members toward achieving common goals and was consistent advocate/developer of cohesive teams capable of exceptional function and performance. Regularly demonstrated outstanding knowledge of/experience in varied contract awards; developed documentation and directed IPT activities toward achievement/approval of following contracting documents for repair: BCI, MR, J&A, ACQ plan, risk management plan, SSP, LCMP, SOW, CDRLs, PRs (using APRS and CCARS and working with 3010, 3600, 583, and 0350 funds), consolidation memo, facility approval letter, special packaging instructions, AFMC form 807, DD1653 (transportation), DD254, appendix C (safety), and GPP compliance.


June 2006 January 2007



Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

PMS Supervisor, Talon/Tanker, Commando Solo GS-1101-12

Directed all team activities and prioritized/scheduled/tracked work for Tanker, Talon, Avionics and Rotary Flights; held comprehensive responsibilities for identifying resource/manpower requirements to assure logistics readiness and led diversification of sustainment support/aircraft modification/new start platforms by identifying/selecting/converting employees from 0346 Program Managers to 1101L Acquisition Program Managers and ensuring legal/regulatory requirement compliance.


Was successful in decreasing administrative discrepancies to under 2%, down from 38%, for 460+ Purchase Requests, Military Inter-Service Purchase Requests, AF Form 616 and other relevant funding documents. Additionally served as (primary acting) Supervisory Flight Chief (GS-13) during a 12-month position vacancy, and was a second-line supervisor for 62 Program Managers, Item Managers, Production Managers, Equipment Specialists, Engineers, Administrative Personnel, Supervisors and Support Contractors.


Performed personnel actions, participated in staff meetings and conference calls, and administered quarterly work performance appraisals to Production Managers, Program Managers, Item Managers and administrative personnel; also authored out-of-cycle appraisals and award justifications. Employed dynamic training capabilities in delivering On-the-Job Training for Trainees and received an outstanding rating from the Production Management Specialist evaluation board, as well as kudos on training style/commitment/mock board preparations for Production Managers in their 1st and 2nd years of the program.

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Was continually acknowledged and praised by trainee evaluation board members for exceptionally high levels of proficiency/knowledge demonstrated by trainees, which far exceeded those of peers with many more years of experience.


June 2000 June 2006

WR-ALC/Special Operations Forces, Support Equipment


Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Production Manager GS-1101-11

In this assignment handled un-liquidated obligations (ULOs) and un-liquidated delivery orders (UDOs); was successful in reducing un-liquidated expenditures $20M/70% by recovering/returning funds not used by fiscal year-end and lowered UDOs by $12M/85% by identifying open orders with no government assets available for repair within contractual timeframes. Diligently monitored contracts and employed interpersonal relationship development skills in achieving/maintaining excellent interaction with contractors. Also successfully maintained files to assure data accuracy in meeting customer annual budget request and, as primary Quality Assurance Specialist, was responsible for approving Contractor Performance and Assessment Reports (CPARS), vendor payments and DD250 acceptance.


November 1996 January 2000

World Saving and Loan, World Saving Bank

Wichita, KS

Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Assistant Manager/Customer Service Sales Supervisor II

Demonstrated exceptional knowledgeability regarding all aspects of savings operations, including IRAs, Savings Loans, Savings Bonds, New Accounts and various legal processes/procedures. Was tasked to develop/distribute daily work assignments to employees and followed-through with verifying accuracy of completed assignments. Assured unit achieved internal sales goals by utilizing account cross-selling and diversifying funds; also reviewed monthly reports to ensure maintaining budgetary parameters concerning expenditures and staffing requirements, processed payroll, provided employee counseling when necessary, and monitored training progression for all employees.


November 1994 November 1996

United States Air Force

McConnell AFB, KS

Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Inventory Management Journeyman, E3/E4 Airman 1st Class/Senior Airman

Was tasked with responsibilities for managing multiple stockrooms; oversaw unserviceable assets area and designed centralized monitoring area for more effective accounting/processing preceding asset disposition. Conducted warehouse location validation, processed warehouse location loads/changes/deletions and performed property accountability/management.


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Also assisted customers/storage depots/other organizations and facilitated training program for Hazardous Material Pharmacy personnel that ensured smooth transition of hazardous gas management and continual customer support. Oversaw compressed gas storage area to assure ready availability of aviator oxygen/nitrogen/acetylene to meet crucial mission requirements, and continually assured that organizational stock levels adhered to inventory requirements.


February 1992 November 1994

United States Air Force

Moody AFB, GA

Hours Worked per Week: 40

Salary: N/A

Supervisor: N/A Phone: N/A May Contact: N/A

Shipping and Receiving Clerk, E1/E2 Airman Basic/Airman

Successfully managed inspection/identification functions and was responsible for all safety/security activities at facility. Verified item quantities against Bills of Lading, purchase requests and shipping documents, organized monthly/quarterly inventory activities and skillfully operated a wide array of automated equipment.

Education/Specialized Training/Certifications


Embry Riddle Aeronautical University

Master of Aeronautical Science (MAS), Aviation/Aerospace Education, Aviation/Aerospace Management, 2011

GPA: 3.8

Semester/Credit Hours: N/A


Embry Riddle Aeronautical University

Bachelor of Science in Professional Aeronautics, Aviation Logistics, Aviation Management, 2007

GPA: 3.7

Semester/Credit Hours: N/A

Certificate in Supply Chain Management


Georgia Military College

Associate in Science of Logistics Management, 2005

GPA: 3.7

Semester/Credit Hours: N/A



Level II Program Management Certification

Level I Program Management Certification


Completed all classes towards Level I Life Cycle Logistics Certification

Completed several classes towards Level II Life Cycle Logistics Certification

Contracting Officer s Representative (COR)

Market Research

The Leadership Challenge

Yyyyyy x. yyyyyy Page 7 of 7


Mindset of Leadership

Servant Leadership

Leadership Development Program

USAF Supervisor s Course

Frontline Supervisors Training

USAF Civilian Personnel Management Course

Supply Chain Management

USAF Leadership Challenge Program Level II

Habits of Effective Teams and Bosses



David Packard Award, 2013

(Mobility) Quarterly Team Award, 2013

Time Off Award, 2011

NSPS Performance Bonus, 2010

NSPS Performance Increase, 2010

NSPS Performance Bonus, 2009

NSPS Performance Increase, 2009

NSPS Performance Bonus, 2008

NSPS Performance Increase, 2008

Time Off Award, 2007

Notable Achievement Award, 2007

Time Off Award (x2), 2006

Performance Award, 2006

Time Off Award, 2005

Notable Achievement Award, 2005

Performance Award, 2005

Time Off Award, 2005

Performance Award, 2003





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