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John Benjamin Herman

1237 East Saint Joseph Street


Layton, UT 84040
jh838e22@westpost.net
Citizenship: U.S. Citizen
QUALIFICATION HIGHLIGHTS
a Expert knowledge of missions, roles, functions, organizational structures, and
operation of the DoD and USAF formed during nearly 30 years experience as U.S.
Air Force manager, supervisor, and avionics technician supporting a variety of f
ighter, cargo, and rotary-wing aircraft
a Well versed in DoD and USAF security, safety, and environmental requirements
a Extensive knowledge of logistics management principles and concepts from tenur
e in civilian aerospace defense sector and multiple aircraft maintenance duty po
sitions and assignments
a Experience in civilian aerospace industry supporting DoD and USAF agencies has
offered a new perspective of another component of modernization and sustainment
functions of DoD and USAF
a Significant Project Management experience in military and civilian aerospace d
efense sector
a Excellent oral and written communication skills that are clear, concise, and a
ccurate
a Proficient with office automation tools, techniques, and workplace productivit
y software
a Able to work well under pressure
a Well educated in many domains that bring added value to a logistics organizati
on
a Possess strong work ethic, self-discipline, creativity, optimism, and a high l
evel of energy
PROFESSIONAL EXPERIENCE
Business Development Manager, Program Manager, and Site Director
Period: Aug 2008 - Present
Employer: Support Systems Associates Inc (SSAI), 709 S. Harbor City Blvd,. Ste 3
50, Melbourne, FL 32901
a Facilitated timely program planning consistent with contractual, customer, and
technical requirements and objectives
a Identified business prospects and touted company capabilities to likely custom
ers
a Developed creative technical approaches in response to Government requests for
proposal
a Created and fostered partnering relationships with customers and other compani
es
a Monitored competitive activity and kept abreast of market trends and customer
needs
a Managed multiple contractual engineering tasks performed at locations througho
ut the U.S.
a Represented company on $1.9 billion Indefinite Delivery-Indefinite Quantity (I
D-IQ) Contract
a Led, managed, and executed pre-award activities that secured award of contract
s
a Solicited increased team member participation during pursuit of business oppor
tunities
a Guided customers in acquisition process helping translate their needs into con
tract awards
a Conducted regular reviews of program performance, evaluating current/projected
status against plans
a Assured optimum use of program resources while meeting program objectives
a Provided effective management of subcontracts and execution of project plans
a Maintained accurate records of program data and contract deliverables
a Developed and maintained professional and proactive relationships with custome
rs as primary liaison
a Defined objectives and strategies of programs consistent with customer and con
tract requirements
a Facilitated timely planning of programs consistent with contractual and techni
cal requirements
a Coordinated program activities with due consideration given to program resourc
e constraints
a Contributed to proposal efforts to include pricing, technical approach, and sc
hedule development
a Performed customer and corporate briefings on status and health of programs an
d contracts
a Planned and adjusted work operations to meet changing and or emerging program
requirements
a Provided technical, admin, and operational management of projects and subcontr
actors
a Developed technical project plans, proposals, reports, and task order and admi
nistrative reporting
a Reviewed future project requirements and developed strategies for future work
a Conducted planning and provided recommendations to clients on task workload
a Attended customer meetings and served as primary client liaison
a Interacted with vendors, other agencies, and other client staff on behalf of t
he client
a Coordinated development and assured quality of contract deliverables and produ
cts
Senior Logistician/Engineering Assistant
Period: Nov 2006 - Jul 2007
Employer: Jacobs Engineering Technical and Engineering Support Group, Eglin AFB,
FL
a Provided logistics and technical support to multi-billion dollar Combat Search
and Rescue (CSAR) and CV-22 rotary-wing aircraft developmental and operational
test programs
a Crafted logistical support plans that assured on-time start of the CSAR aircra
ft program
a Led extensive C-130 aircraft avionics baseline study as principle logistics co
nsultant to support AFSOC justification of aircraft capability and sustainment u
pgrades
a Supported acquisition, testing, and maintenance of next generation CSAR aircra
ft
a Identified critical logistics needs for CSAR and CV-22 aircraft test planning
and evaluation
a Refined organizational personnel planning projections to right-size required m
aintenance skill sets
a Contributed to test/technical interchanges to address CSAR program funding/sch
edule challenges
Aircraft Maintenance Manager
Period: Nov 1998 - Nov 2006
Employer: USAF, 16th Maintenance Group, Hurlburt Field, FL
a Led, managed, organized, trained, and equipped over 2,900 personnel within 18
maintenance disciplines in 7 aircraft maintenance units
a Established priorities and planned and directed organizational, intermediate,
and depot-level maintenance for over 50 special operations aircraft worth $6 bil
lion to include 3 highly specialized versions of 37 C-130 aircraft, and 15 highl
y modified H-53 helicopters
a Created manpower documents, coordinated, submitted, and won headquarters appro
val for organization and personnel authorization changes
a Chaired monthly manning meetings and created and reviewed manning spreadsheets
a Won consensus and took action to allocate and reassign personnel to effectivel
y balance skill sets
a Interpreted and enforced maintenance, safety and security policy
a Managed aircraft periodic requirements, time change components, hourly and cal
endar inspections, time compliance technical orders (TCTOs), and major scheduled
and unscheduled maintenance
a Set up control procedures to meet goals
a Resolved issues between work groups and outside agencies
a Approved aircraft maintenance and flying schedules
a Managed and projected formal training and development of personnel
a Identified parts for spares readiness stocks
a Supervised on- and off-equipment repairs
a Analyzed key data, supply trends, and quality assurance reports
a Identified improvement opportunities and developed solutions
a Planned, directed, coordinated and controlled a wide range of aircraft work
a Guided organization through historic period of growth and change
a Set priorities, planned, and directed aircraft organizational, intermediate an
d depot maintenance
a Created manning documents and organization changes (e.g. CV-22 and MC-130W uni
t activations)
a Established unity of purpose and direction within each assigned organization
a Won consensus and acted to allocate, reassign and balance personnel skill sets
based on priorities
a Worked with program/item managers and gaining commands to reallocate -21 items
as part of inter-command aircraft transfers and to resolve shortages
a Provided basis for unit funding, manpower authorizations, and supplies via cor
rect/timely reporting
a Captured and entered data and provided historical management information on eq
uipment availability and use to all levels of command up through MAJCOM
a Monitored temporary modifications and coordinated and forwarded modification p
roposals on AF Form 1067 (Mod Proposal) to MAJCOM focal point IAW AFI 63-1101 (M
od Management)
a Developed performance-based requirements documents such as Statements of Work
for contractor support that focused on desired outcomes, performance standards,
and key efficiency and effectiveness metrics (e.g., Mission Capable Rate)
a Analyzed maintenance capability and provided maintenance inputs to higher head
quarters to formulate plans for fiscal year flying hours and sorties in accord w
ith AFI 10-402
a Properly used maintenance quality performance measures (i.e., Maintenance Sche
duling Effectiveness Rates, Abort Rates, Mission Capability Rates, Status of Per
sonnel Training, etc.) to assess how well mission requirements were being met, h
ow to improve performance, and to identify emerging support problems to project
future trends
a Drew upon data from Integrated Maintenance Data System (IMDS), Reliability and
Maintainability Information System (REMIS), Standard Base Supply System (SBSS),
and AF Knowledge Services (AFKS) to focus resources to improve maintenance proc
esses
a Monitored, assessed, conducted and scheduled maintenance training to include i
nitial, recurring and advanced proficiency, qualification, certification, and co
mbat and sortie generation training per AFI 36-2232 (Maintenance Training)
a Institutionalized Environmental, Safety and Occupational Health (ESOH) practic
es to ensure personnel considered the environmental aspects and impacts along wi
th the health and safety hazards and risks of maintenance operations
a Developed In-Process Inspection (IPI) listings and approved authorized inspect
ors
a Ensured equitable distribution of manpower and supervision for all duty period
s
a Advised Group Commander on personnel, morale, and welfare issues
a Provided liaison between the group staff and unit production supervisors
a Advised Group Commander on problems not identified through maintenance data sy
stems or QA inspection reports and served as group-level focal point for enliste
d manning
a Provided input and oversaw unit-level flying crew chief (FCC) programs
a Ensured Unit Manning Documents (UMDs) were consistent with the organizational
structure in AFI 38-1 and initiate changes as needed
a Qualified sufficient numbers of personnel to perform mission critical tasks li
sted on Special Certification Roster (SCR) and reviewed and approved individuals
for addition to the SCR
a Reviewed and evaluated management and production effectiveness, analyze person
nel and equipment performance history using QA reports, and initiate management
actions to meet new workloads or correct reported or perceived deficiencies
a Notified Group Commander of critical shortages of personnel, aircraft, equipme
nt, or components that might affect the unitas ability to generate aircraft sort
ies
a Developed, established, and exercised squadron processes to meet OPLAN 8044, E
mergency War Order (EWO), DOC statements, mobility, contingency, and exercise pl
ans
a Established group-level maintenance awards and recognition program to foster m
otivation and meet AF/MAJCOM requirements IAW AFI 36-2818 (USAF Maintenance Awar
ds Program).
a Identified equipment and selected, led, and deployed with Maintenance Recovery
Teams
a Chaired daily maintenance production and scheduling meetings to verify and or
establish aircraft and equipment utilization, scheduled maintenance requirements
for the next day, work priorities, schedule changes, and resolve scheduling pro
blems
a Exercised sound fleet management through disciplined and prioritized schedulin
g effort that enabled effective utilization of available resources and optimized
support of flying events, ground training events, scheduled maintenance inspect
ions, aircraft configuration control, aircraft modification schedules, and aircr
aft recovery maintenance
Aircraft Maintenance Manager, Maintenance Operations Center Supervisor
Period: Nov 1990- Nov 1998
Employer: USAF, 388th Fighter Wing, Hill AFB, Utah
a Provided direction of operational and maintenance activities in support of thr
ee F-16 maintenance units comprised of over 60 aircraft worth $1.5 billion
a Provided guidance to 900+ persons in a dozen disparate aircraft maintenance an
d support specialties
a Designated maintenance production supervisors, expeditors, and production insp
ectors
a Recommended personnel for special certifications
a Supervised support functions to include plans and scheduling, analysis, end-of
-runway inspection, mobility, maintenance operations, and phased inspection supp
ort
a Allocated personnel based on mission priorities
a Chaired maintenance scheduling meetings and made inputs to effectively schedul
e requirements
a Ensured timely submission of HHQ program and equipment status reports
a Coordinated and facilitated readiness exercise actions in concert with upper l
evel organizations
a Managed, supervised, and trained personnel
a Coordinated work schedules, designated section supervisors, and adjusted shift
manning as needed
a Took management action to meet new workloads or correct deficiencies identifie
d during review of management and production reports
a Managed aerospace equipment maintenance in accordance with (IAW) AFI 21-103
a Maintained, corrected, reported inventory, status, and use data for aerospace
vehicles and equipment
a Assessed/reported aircraft possession to include gaining, losing, and deployme
nt reporting
a Coordinated with Operations to ensure proper utilization data
a Worked with transferring units to choose transfer aircraft serial numbers to m
eet T.O. 00-20-1 Preventive Maintenance Program configuration requirements
a Used AF Equipment Management System (AFEMS) management and control methods
a Processed inventory, status, use data using Maintenance Management Info System
(MMIS)
a Determined airworthiness using technical data and judgment in coordination wit
h operators
a Established and enforced a climate that promoted maintenance discipline and he
ld accountable those who failed to maintain maintenance discipline standards; st
rictly enforced adherence to and compliance with TOs and supplements
a Reviewed Support Agreements to assess impact on unit mission or other existing
agreements
a Used automated Maintenance Information Systems (MIS) to document maintenance a
ctions, determine fleet health, and to evaluate organizational effectiveness
a Developed, controlled, and maintained functional checklists for use during act
ions such as aircraft crash, mass loads, severe weather warning or evacuation, s
elf-inspections, and activity inspections
a Effectively employed maintenance personnel, materiel, equipment, and informati
on to generate mission elements, and support and sustain mission systems, compon
ents, and equipment in both peacetime and wartime environments IAW AFI 21-101
a Established an effective aircraft and equipment scheduled maintenance program
a Drove improved performance by using, analyzing, and clearly communicating key
metrics.
a Established repair and supply response priorities IAW AFMAN 23-110 (AF Supply
Manual)
a Developed/directed preplanned maintenance flow for Operational Plans (OPLANs)
or operational exercises to properly sequence aircraft generation and jobs and t
o prioritize shared resource use
a Coordinated with base fire department, safety, and airfield operations in deve
loping adverse weather procedures for protecting personnel, aircraft, and equipm
ent
a Established and supported data integrity team (DIT) to ensure accuracy of main
tenance data
a Oversaw development and publication of maintenance-related Operating Instructi
ons
a Determined Agile Combat Support (ACS) requirements using the smallest Unit Typ
e Codes (UTCs) to meet capability and tailoring them as required in preparation
for deployments
a Ensured accurate and timely readiness reporting related to operations and main
tenance UTCs IAW AFI 10-201(Status of Resources and Training System, SORTS)
a Reviewed deferred maintenance weekly for accuracy to determine if appropriate
and timely actions were being taken and coordinated with production supervisors
for accomplishment
a Ensured HAZCOM and Hazardous Material (HAZMAT) management programs were follow
ed IAW AFI 90-821 (Hazard Communication)
a Ensured maintenance requirements (e.g., combat turn, alternate fuel cell, hot
refueling, end-of-runway check area, engine run spots, etc) were included in bas
e parking plans
a Monitored, reported, and initiated corrective actions for minimum levels of es
sential maintenance assets (e.g., aircraft, engines, pods, Aerospace Ground Equi
pment, and vehicles
a Directed Maintenance Operations, Maintenance Training, and Programs and Resour
ces functions in Maintenance Operations Squadron to provide group-level planning
, controlling, scheduling, and executing responsibilities
a Monitored and developed long-range strategies to sustain the health of the fle
et to include isochronal/phase management and aircraft deployment rotations
a Directed Maintenance Operations Center (MOC) in monitoring and coordinating so
rtie production, maintenance production, and execution of the flying and mainten
ance schedules while maintaining visibility of fleet health indicators
a Coordinated with maintenance units to establish priorities for limited resourc
es (e.g., fuel docks, wash racks, and dispatched specialists) based on daily fly
ing schedule and maintenance priorities
a Developed free-flowing exchange of information between squadrons and the MOC i
n sufficient detail to allow MOC to comply with reporting requirements and to id
entify potential problems
a Assumed increased responsibility for coordination during simulated/actual cont
ingency tasking
a Developed, implemented, and maintained functional checklists for use during ac
tions such as mass loads, Broken Arrow, Dull Swords, Bent Spear, aircraft crash,
flightline fire, severe weather warning or evacuation, runway closure, Quick Re
action Checklists (QRC), and any other unusual circumstances deemed necessary
Production Supervisor and Specialist Flight Chief
Period: 1987 -1990
Employer: USAF, 62d AMU, MacDill AFB, Florida, and 36th FS, Osan AB, Republic of
Korea
a Provided oversight, training, technical assistance and advice to 200 personnel
from 13 diverse specialties supporting avionics, electrical, environmental, hyd
raulic, engine, structural and other maintenance on 24 F-16 aircraft
a Directed resolution of complex aircraft maintenance problems
a Analyzed maintenance capability to plan weekly/monthly/annual maintenance and
flying program
a Planned, organized and reprioritized work to meet changing deadlines
a Analyzed reports and plans to determine maintenance support requirements
a Developed and controlled technician formal and on-the-job training programs
a Evaluated personnel and established individual training plans for qualificatio
n training
a Performed follow-up inspections and evaluated quality of maintenance
a Ensured accurate, timely maintenance documentation in manual and automated air
craft records
a Evaluated subordinates and assured compliance with operational policies, maint
enance and safety directives and technical publications
a Provided guidance, direction and counseling to subordinates
a Studied and supported complex and contingency plans derived from corporate pla
ns
a Used automated maintenance information systems as management tool
a Ensured proper configuration and availability of aircraft to meet pilot traini
ng requirements
a Determined and reported correct, up-to-date aircraft maintenance status and ca
pability based on unit Designed Operational Capability (DOC) statements
a Identified aircraft status pacing items, used aircraft maintenance status code
flow charts, and helped develop and use Minimum Essential Subsystems Lists (MES
L)
a Reviewed, evaluated, controlled, and managed alternate mission equipment (AME)
; maintenance, safety, and protective equipment (MSPE); Special Purpose Recovera
bles Authorized to Maintenance (SPRAM); and Dash-21 equipment to meet daily peac
e-time, war, and mobilization plan requirements IAW AFI 21-103
a Coordinated depot-level assistance for evaluation and or repairs beyond unit c
apability per AFI 21-103 and TO 00-25-107(Maintenance Assistance)
a Provided oversight and managed training of personnel to assure total complianc
e with all Environmental, Safety, and Occupational Health requirements IAW AFIs
32-7080/7086
a Developed, controlled, and maintained technical data checklists IAW AFI 21-303
a Ensured aircraft and equipment were safe, serviceable, and properly configured
for mission needs
a Emphasized and fostered safety, quality, and timeliness in the performance of
maintenance
a Closely managed phased inspection flow to avoid gaps or groupings, or to build
up average phase time in preparation for deployments overseas where phase capab
ility was limited
a Established personnel shift schedules that optimized manpower, skill, and spec
ial certification coverage and took great care to rotate personnel to prevent wo
rker mental fatigue and burnout
a Developed work center training requirements and evaluated personnel to determi
ne individual needs
a Tracked training requirements and ensured personnel attend required training a
nd that training documentation was accurate
a Provided units internal flexibility by training individuals to perform tasks o
utside their primary specialty to offset periods of austere or low skill-level m
anning and enhance combat capability by developing a pool of qualified personnel
to draw upon during sortie generation surges
a Monitored and scheduled initial and recurring weapons load training to assure
qualification and proficiency of the minimum required number of certified load c
rews based on Unit Committed Munitions Lists (UCML)
a Remained abreast of and enforced AF Occupational Safety and Health (AFOSH) sta
ndards and ensured personnel were educated on safety requirements applicable to
the job
a Incorporated Operational Risk Management (ORM) within the workplace by identif
ying, eliminating or controlling, and documenting hazards to minimize risk IAW A
FI 90-901 (Operational Risk Management Program) and AFPAM 90-902 (Operational Ri
sk Management Guidelines and Tools)
a Recognized sources of hazards and applied appropriate safety practices to avoi
d injuries to personnel and damage to equipment by following established procedu
res and directives, asking for help when needed, and enforcing use of personnel
protective equipment (PPE)
a Assured completion of initial and recurrent employee safety training and docum
ented same using AF Form 55 (Employee Safety and Health Record) IAW AFI 91-301
a Developed safety checklists, conducted safety inspections, and advocated use o
f AF Form 457 (USAF Hazard Report) as part of a proactive Mishap Prevention Prog
ram
a Established and provided resources for Identification Friend-or-Foe (IFF) Mode
-IV Program
a Managed additional duties, leaves, ancillary training, and assigned personnel
to balance workload and minimize negative impacts on the work force
a Authorized to sign aircraft Exceptional Releases (ER) IAW TO 00-20-1 and perfo
rmed production and supervisory inspections
a Reviewed transcribed AFTO 781-series forms and work center MIS data entries fo
r the previous day, and preceding non-duty days, to assure job accuracy and comp
leteness.
a Managed administrative details, including personnel performance reports, addit
ional duties, training, and appointments
a Ensured and or accomplished materiel deficiency reporting IAW TO 00-35D-54 (US
AF Deficiency Reporting and Investigating System)
a Reviewed D23 (Repair Cycle Asset Management Listing) and other pertinent suppl
y products to ensure proper asset management
a Established a squadron SERENE BYTE (exercise reprogramming) and PACER WARE (ac
tual reprogramming) response capability IAW AFI 10-703 (EW Integrated Reprogramm
ing)
a Maintained a qualified cadre of personnel to assure a robust Crashed, Damaged,
or Disabled Aircraft Recovery (CDDAR) capability that would protect personnel w
hile preventing further damage to aircraft, equipment, and other resources
a Established and monitored hot refuel and integrated combat turn training to as
sure combat critical skills were maintained by a sufficient number of personnel.
a Managed maintenance production effort by assigning priorities to meet the flyi
ng and maintenance schedules placing special emphasis on not-mission capable (NM
C) aircraft
a Managed aircraft generation sequence actions for various tasks using AF Forms
2408/2409 to document maintenance actions required to generate aircraft in the t
ime sequence to meet mission requirements for aircraft participating in ORI, In
itial Readiness Response Inspections (IRRI), OPLAN 8044, general war plans, and
other special mission requirements
Security Manager, Career Advisor, Avionics Technician
Period: 1984-1987
Employer: US Air Force, 4450th TG, Nellis AFB, Nevada,
a Directed Top Secret Special Access Program physical and information security p
rograms
a Managed squadron personnel security training
a Provided proper training on Communications Security, Operations Security, clas
sified document custodial responsibilities, and procedures for safeguarding clas
sified special access documents
a Managed unit Automated Security Clearance Approval System roster
a Assured personnel security clearances met requirements for Special Access Prog
ram entry
a Assured timely processing of personnel security clearance updates
a Provided individualized retention counseling as Unit Career Advisor
a Researched benefits and built briefs to persuade qualified personnel to remain
with USAF
a Managed unitas selective reenlistment and career job reservation programs
a Isolated malfunctions and assured operational integrity of F-117A aircraft avi
onics instruments and flight control systems
a Isolated malfunctions using highly specialized support equipment
a Conducted detailed system operational checks
a Performed repair and calibration of specialized support equipment
a Led 12-person maintenance work crew
Integrated Avionics Instruments and Automatic Flight Controls Technician
Period: 1977-1984
Employer: USAF, 7 AMU, Holloman AFB, NM; 44 AMU, Kadena, Japan, 60 AMU, Eglin A
FB, FL
a Performed fault isolation, inspections, repairs, calibrations, installs and pr
eventative maintenance on F-15, F-16, F-117, and C-130 aircraft avionics and fli
ght control systems
a Performed intricate alignments and calibrations
a Used and interpreted testing/measuring devices to include pneumatic test set,
multi-meters, time domain reflectometer, flight control test sets, bore-sight fi
xtures, and other test equipment
a Interpreted schematics, drawings, blueprints and wiring diagrams to maintain a
ttitude heading reference, attitude hold, altitude hold, compass, autopilot, fli
ght control augmentation, and flight director systems
a Maintained position indicating, flight instruments, air data, measurement, eng
ine indicating, hydraulic indicating, liquid quantity indicating, and fuel quant
ity indicating systems
a Replaced hydraulic, engine and electrical system components
a Isolated and replaced gyros, synchros, flight recorders, indicators, servomech
anisms, electromechanical, and hydraulic devices
a Reviewed technical manuals for currency, accuracy and validity
a Assured proper control and disposition of items using expendability, recoverab
ility, and reparability category (ERRC) codes (Equipment-NF/ND, Reparable items-
XD/XF, and Expendable-XB3 items) and Tables of Allowance (TA)
a Captured and analyzed data that helped determine future inspection and modific
ation requirements including the Aircraft Structural Integrity Program and Relia
bility and Maintainability Programs
a Recommended improvements/corrections to TOs IAW TO 00-5-1 using AFTO Forms 22
a Maintained systems and provided support for the Aircraft Structural Integrity
Program (ASIP) IAW AFI 63-1001
EDUCATION
CIVILIAN
a MBA Management & Strategy, Western Governors University, Salt Lake City, UT, O
ct 09 - Feb '10
a BS Business Management - Western Governors University, Salt Lake City, UT, Mar
08 - Aug '09
a AAS, Avionics Technology, Community College of the Air Force, Maxwell, AL, - S
ep '90
NOTE: Currently enrolled in BS in Information Technology through Western Govern
ors University
GOVERNMENT
Leadership
a USAF Senior NCO Academy (Distinguished Graduate), 8 weeks, Air University, (1
Dec '91)
a NCO Academy, Tactical Air Command, 5 weeks (1 May '85)
a Supervisory Development Course, 1 day (1 May '82)
Technical
a On-Job-Training Work Center Section Supervisor, 1 week (Feb '89)
a F-16 Integrated Avionics Instrument and Flight Control Specialist, 3 weeks (Ju
n '88)
a Core Automated Maintenance System User Familiarization, 2 days (Feb '88)
a Modular Micro-Miniature Soldering, 1 week (Jan '88)
a F-15 Organizational Maintenance, 2 days (Nov '81)
a Integrated Avionics System Technician, 2 weeks (Oct '80)
a Integrated Avionics System Technician F-15 Automatic Flight Control System, 1
week (Sep '80)
a Integrated Avionics System Technician F-15A Instrument, 2 weeks (Aug '77)
a Integrated Avionics System F-15 Auto Flight Controls Technician, 160 hours (Ju
l '77)
a Integrated Avionics Systems Specialist, 512 hours (Jul '77)
a Basic Military Training, 6 weeks (Mar '77)
Continuing
a Performance Based Logistics (CLB011 Section 888), Defense Acquisition Universi
ty (7 May '10)
a Contracting for the Rest of Us (CLC 011 Section 888), Defense Acquisition Univ
ersity (7 May '10)
a Level I Program Management core requirements, Defense Acquisition University (
2 Mar '10)
a Fundamentals of Systems Planning, Research, Development and Engineering, (SYS1
01 Section 304), Defense Acquisition University (2 Mar '10)
a Cost Analysis (CLB007 Section 888), Defense Acquisition University (18 Feb '10
)
a Earned Value Management (CLB016 Section 888), Defense Acquisition University (
18 Feb '10)
a Fundamentals of Systems Acquisition Management (ACQ101 Section 303), Defense A
cquisition University, (14 Sep '08)
a Special Ops Senior Enlisted Course, Joint Special Ops University (28 Mar '03)
a Aircraft Mishap Investigation Course, 80 hours, USAF Safety Center (30 Aug '02
)
a Reliability Centered Maintenance Analysis (LOG 032), 40 hours, AFIT (10 May '0
2)
a Contingency Wartime Planning Course, 120 hours, Air University (15 Mar '02)
a Applied Maintenance Management Concepts (LOG 262), 80 hours, AFIT (15 Dec '00)
a Strategic Logistics Management, AFIT, 120 hours (Dec '99)
a Production Supervisor Course, Air Combat Command, Hill AFB UT (16 Jan '98)
a Readiness Oriented Logistics Systems for Line Chiefs, 40 hours, SAC (Jan '98)
a Introduction to Special Ops Course (Jan '99)
Ancillary
a M-16 Weapons Qualification (qualified expert)
a Block Training (29 Aug '06)
a Foreign Object Damage Prevention
a Behavioral Health Awareness
a Self Aid & Buddy Care
a Sexual Assault Prevention and Response (9 Aug '06)
a USAF Records Management (30 Mar '06)
a Combating Trafficking in Persons, AETC (22 May '06)
a Work-center Operational Risk Management (10 Jul '06)
a Shop-level Pollution Prevention, Web University Brooks AFB TX (10 Jul '06)
a Corrosion Control (21 Oct '02)
a Security Training Phase II (3 May '06)
a Hazardous Communication - HAZCOM (1 Jan '99)
a Law of Armed Conflict (1 May '06)
a Protection from Terrorism Level I (3 May '06)
a Homosexual Policy Training (1 Feb '06)
a Chemical, Biological, Radiation, Nuclear, and Explosives Defense (29 Aug '06)
a CPR (6 Jun '05)
a Explosive Ordnance Reconnaissance, AETC, (3 Mar '06)
a Information Assurance Awareness (19 Mar '07)
a Individual First Aid Kit Supplemental Training, AFSOC (6 Sep '05)
a Automated External Defibrillator Course, American Heart Association (6 Jun '05
)
a Anti-Terrorism Awareness Level I, DTIC (3 May '06)
a Defensive Driving Level II, National Safety Council (22 Jun '07)
CERTIFICATIONS
a Certified Computer Technology Industry Association A+ Technician (26 Apr '10)
a Certified Internet Web v5 Associate, Western Governors University (2 Apr '10)
a Certified Master of Business Administration, International Certification Insti
tute (11 Mar '10)
a Certified clear all systems red-X C-130 (no egress) (17 May '99 - 21 Jul '06)
a Certified clear all systems red-X MH-53 (no egress) (17 May '99 - 21 Jul '06)
a Certified sign all work center specific condition tags (17 May '99 - 11 Aug '0
6)
a Certified sign all work center specific Not Reparable This Station codes (17 M
ay '99 - 21 Jul '06)
a Certified C-130 inlet, intake, exhaust inspection (17 May '99 - 4 Aug '06)
a Certified C-130 exceptional release (17 May '99 - 21 Jul '06)
a Certified C-130 impound authority (8 Apr '06 - 21 Jul '06)
a Certified C-130 impound release authority (23 Nov '05 - 21 Jul '06)
a Certified MH-52 exceptional release (17 May '99 - 21 Jul '06)
a Certified MH-53 impound authority (8 Apr '06 - 21 Jul '06)
a Certified MH-53 impound release authority (23 Nov '05 - 21 Jul '06)
a Certified MH-53 inlet, intake, exhaust inspection (17 May '99 - 11 Aug '06)
a Certified downgrade red-X C-130 (17 May '99 - 21 Jul '06)
a Certified downgrade red-X MH-53 (17 May '99 - 21 Jul '06)
a Inspect all systems in-progress inspections C-130 (17 May '99 - 21 Jul '06)
a Inspect all systems in-progress inspections MH-53 (17 May '99 - 21 Jul '06)
SECURITY CLEARANCE
a Last - Secret Investigation Completion Date 2 Jul '01 (DSS-Inactive Jul '07)
a Highest - Top Secret/SBI Investigation Completion Date 14 Jan '85 (DSS-Inactiv
e)