RESUME•••••••••• H. •••••
Captain, US Navy (Retired)•••••May ••••• - Present
General Manager - Ship Repair Facility, Jubail, Kingdom of Saudi Arabia•••••Overall responsibility for the performance of a •••••+ employee (military and civilian) repair facility whose mission is to maintain the ••••• major ships of the Royal Saudi Navy Eastern Fleet as well as various yard and service craft. Annual operating costs exceed $••••• Million per year.
Established a credible Workload Forecasting and scheduling system which is now used by Commander, Eastern Fleet to schedule major maintenance periods to better level load the SRF
Developed projected attrition rate of SRF skilled personnel, based on anticipated retirement. Credibility of the projection has been verified by subsequent data. This data has caused a re-invigoration of the Apprentice Training Program as well as more aggressive recruiting efforts to replace departing personnel.
Re-established a Production Shop Quality Audit schedule. Instituted a more rigorous feedback and corrective action program.
Developed evaluation of certified journeyman (graduates of recently developed Apprentice Training Program), identifying training weaknesses and documenting proper utilization of these personnel.
Developed SRF performance metrics tracking system. Through this system, performance on projects as well as functional areas are tracked, problem areas are identified and the effect of corrective actions is documented. SRF performance of scheduled availabilities as well as reliability of operating has significantly improved since the imp0lementattion of this system.
July ••••• - April •••••
Wired Rite Systems - VP, Engineering and Manufacturing•••••Directed new product design and development, including introducing two microprocessor controlled emergency vehicle equipment monitoring and activation systems. Lead a •••••employee production team, developing schedules based upon current and planned product sales, including out-sourcing and supplier requirements. Annual sales exceeded $•••••Million.
Assumed management of the development of two after-market digital alarm and lighting control systems for Law Enforcement and Emergency Medical Vehicles. Final systems hardware and software design were completed in less than the scheduled time and within budget.
Developed a workload scheduling system for daily work assignments, based on customer delivery requirements and parts availability.
Developed preventive maintenance schedules for production equipment and monitored accomplishment, improving equipment reliability.
February ••••• - June •••••
RETECH - Director of Programs, Treatment System•••••Responsible for project management of major capital equipment construction. Projects included design, construction, shop assembly, testing, on-site erection and commissioning. Projects totaled over $••••• Million in value and included equipment for two major nuclear waste treatment facilities and two large titanium-processing plants. Lead a small team of project managers in scheduling work for a •••••employee work force.
Project Accomplishments Include:
Completion if a large Plasma Arc Centrifugal Treatment (PACT) Unit to vitrify nuclear waste as part of the Lockhheed-Martin Pit••••• Project. Although the overall project was unsuccessful, the PACT Unit was completed, factory tested, packed and shipped to the processing site in advance of the site construction need date and within project cost estimates.
Completion of a large PACT Unit as part of a project to vitrify chemical weapons waste at a storage site in Munster, Germany. The equipment was competed and factory tested on time and within budget. The unit was shipped to the site on time to support facility commissioning and start-up. RETECH personnel participated in the system assembly and initial equipment start up.
Completion of a large PACT Unit as part of a project to vitrify nuclear waste at a storage site in Zwilag, Switzerland. The equipment was competed and factory tested on time and within budget. The unit was shipped to the site in time to support facility commissioning and start-up. RETECH personnel participated in the system assembly and initial equipment start up and commissioning•••••
Completion of the worlds largest Titanium re-melt vacuum metallurgical furnace, for Oregon Metals Corporation (OREMET). The equipment was competed and factory tested on time and within budget RETECH personnel participated in the system assembly and initial equipment start up, including the first production run.
Completion of a large PACT Unit as part of a project to vitrify hazardous waste at a storage site at Norfolk Naval Base, Virginia. The equipment was competed and factory tested on time and within budget. The unit was shipped to the Naval Base to support facility construction and permitting.
Completion of conceptual and preliminary detailed design of the PACT Unit as part of a proposed project to vitrify legacy nuclear waste at a storage site in Mol, Belgium. The design included a capability to feed whole drums containing waste into the processing unit, thus eliminating the need to repackage the waste prior to treatment. •••••June ••••• - June •••••
UNITEK Environmental Services - Director of Operations•••••Responsible for operation of the only licensed hazardous waste Treatment Storage and Disposal Facility (TSDF) in Hawaii. Managed execution of $•••••Million annual business volume and a workforce exceeding ••••• personnel.
Served as the UNITEK project manager for a federally funded demonstration program to install and test a vitrification system to treat hazardous waste at the UNITEK TSDF. The Terra-Vit System, developed at the Idaho National Engineering Laboratory (INEL) by Battelle, was the equipment selected for the project. Applied for license changes using an innovative EPA program intended to streamline the licensing process. Unfortunately, we were unable to obtain approval fro fast track status and Battelle opted to withdraw from the project.••••• •••••April ••••• - June •••••
Pearl Harbor Naval Shipyard, Pearl Harbor Hawaii - Shipyard Commander (Chief Executive Officer/General Manager)
Overall responsibility for a 3,••••• employee shipyard in Pearl Harbor Hawaii, with and annual business volume in excess of $••••• Million annually.
Completed five major overhauls and seven shorter availabilities, all within established schedules and budgets.
Completed final planning and execution of the first surface ship and submarine overhauls employing the NAVSEA Advanced Information Management (AIM) system.
Implemented the most significant Naval Shipyard re-organization in over ••••• years, shifting to a project management oriented organization with project managers having direct control of personnel, equipment and facility resources.
Completed construction of a ••••• Class Submarine Re-Fueling facility within the NAVSEA budget and time constraints. Completed initial dry-run operations of the facility, with exception of heavy lift crane assembly and certification.
Completed two de-fueling operations in support of pre-SSN ••••• class submarine inactivations. Fuel removal was completed with no critiques or discrepancies.
Completed 2 NAVSEA ••••• Nuclear Work Practices inspections with no major findings.•••••June ••••• - March •••••
US Navy Submarine Force, US Pacific Fleet - Force Material Officer (Corporate VP, Logistics)•••••Responsible for all maintenance programs, plans, and policies for the US Navy Pacific Submarine Force.
Managed a $•••••Million annual shipyard maintenance budget and a $•••••Million annual intermediate maintenance activity budget.
Participated in conceptual design and detailed design studies for new classes of submarines and deep submersible support craft.
Drafted and presented the proposed submarine depot availability schedule, for FY- ••••• through FY••••• and 5 future years, taking into account NAVSEA and CNO operating cycles, major alteration and modernization schedules, shipyard workload and Pacific Fleet maintenance budgets.
Developed Shipyard Overhaul and Restricted Availability work packages, based on required planned maintenance to maintain certification for submerged operation, Type Commander and NAVSEA modernization programs and budgets, deferred maintenance actions identified and requested by the Ships Force.
Chaired a study group to investigate consolidation of Intermediate and Depot maintenance activities in the Pearl Harbor Naval Base. Provided specific recommendations to Commander-in-Chief, Pacific Fleet and Commander, Naval Sea Systems Command regarding, organization, personnel resources, facilities requirements, and operations. This study became the basis for the current Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility in operation in Pearl Harbor.
Provided Type Commander oversight for the commissioning and initial operation of a new Controlled Industrial Facility (CIF) and Submarine Base, Pearl Harbor. Despite facility construction contractor delays and deficiencies, the facility was commissioned within a minimum time and initial commissioning operations were completed with no major deficiencies.
•••••June ••••• - May •••••
Portsmouth Naval Shipyard, Portsmouth New Hampshire - Production Officer (Director of Operations)•••••Responsible for the completion of all authorized work within schedule and cost. Managed a department of over 3,••••• employees and an annual budget of over $•••••Million.
Completed 4 major refueling overhauls on SSN••••• class submarines and 3 Depot Maintenance Periods (DMP) for SSN••••• class ships. All schedule delinquencies on programmed work were eliminated, while holding new availabilities within their initial schedule. All availabilities were completed within budget.
Planned and coordinated the first major Reduction in Force (RIF) at the shipyard in over ••••• years. Necessary and basic shipyard capabilities were maintained and no loss of efficiency or schedule adherence was noted subsequent to the RIF.
June ••••• - May •••••
Pearl Harbor Naval Shipyard, Pearl Harbor Hawaii- Repair Officer (Director of Program Management)•••••Responsible for timely completion of all shipyard work within established budgets. Managed over ••••• major integrated projects for submarine and surface ship repair and modernization totaling in excess of $•••••Million.
Completed all scheduled repair periods on or ahead of schedule and on or under budget, including 5 availabilities at a remote site.
Modified existing workload forecasting processes to more accurately identify shops overload and adjust work schedules to minimize delays.
Identified chronic shortfalls in manning in specific shops, resulting in •••••June ••••• - May •••••
US Navy Submarine Force US Pacific Fleet - Force Maintenance Officer (Corporate Engineering & Maintenance Manager)•••••Responsible for conduct of all intermediate maintenance for Pacific Fleet Submarines. In addition, managed and promulgated Preventive Maintenance schedules for Submarine Force Pacific Fleet ships. Managed Submarine Force Modernization status, planning, scheduling and budgeting
Conducted annual maintenance management inspections and quality assurance audits of 5 Intermediate maintenance activities. Areas of inspection included nuclear, propulsion plant and subsafe work.
Editor-in-Chief of the first major revision of the submarine forces maintenance and quality assurance manuals.
Developed and promulgated a standard IMA organization manual and required work center functions and capabilities manual.
Responsible for scheduling of all submarine shipyard availabilities, taking into account NAVSEA and CNO operating cycles, major alteration and modernization schedules, shipyard workload and Pacific Fleet maintenance budgets.
Hosted annual IMA Repair Officer and Squadron Engineering Officer Conferences. •••••August ••••• - May •••••
US Navy Engineering Duty Officer•••••Assignments at various ships and maintenance activities, including: IMA Repair Officer, Resident Supervisor of Shipbuilding, Quonset Point, Rhode Island, and Ship Superintendent (Project Manager) for submarine overhauls and restricted availabilities.