Class of 1970

Air Force (1971 - 2001)

Enlisted in the USAF - 1971; Commissioned - 1977; Reserve break - 88-91; Retired - 2001 Lt. Colonel

Comments:

Deputy of the Command, Control, Computers, Communications, and intelligence (C4I) Systems Integration Division, Pentagon: Responsible for the Planning and Programming of 68 Air Force, joint service, and international programs with a budget of $28B. Oversaw and implemented SECAF directive for combat C4I systems, subsystems and architectures through the acquisition cycle. Oversight included implementation and development of the Global Combat Support System (GCSS) programs to integrate, legacy systems into Integrated Maintenance Data System, Integrated Logistics Supply Support, and Financial Information Resource System into modern, state-of-the-art integrated systems that provides the critical link between logistics management and maintenance execution. Program Manager and Program Element Monitor, Air Force Reserve, Air Staff Advocate: Depot Purchased Equipment Maintenance (DPEM), and Combat Logistics Support Squadrons (CLSS). Developed policy, strategy, and funding justification for Air Force Reserve DPEM Program. Outlined and Directed the Maintenance, Planning, and Execution requirements using the G079 legacy system to maintain in excess of 526 aircraft, engines, and sustaining engineering for the free world's third largest fleet. Directly planned, programmed, and executed and annual budget of over $300M to maintain the Air Force Reserve's fleet at all Air Force Air Logistics Centers OC-ALC; 00-ALC, WR-ALC, SA-ALC, and SM-ALC. Director of Logistics for an Aeronautical Systems Division detachment: Performed site activation management for the nation's largest B1B bomber wing; a $7B dollar effort. Directed and guided to completion; the reception, beddown, and delivery of 34 aircraft with necessary ground support equipment and lay-ins. Designed and automated a computer based reception/support flow plan. Using ideas from previous analysis for asset optimization established a repair feasibility program saving over $200K during initial start-up by re-designating the expendable items into repairable. This was a new Weapon System and the proper repair consideration had not applied, thus some repairable parts had been miscoded and disregarded as expendable. This resulted in cost savings and more parts in an extremely narrow logistics pipeline to fly more missions. Final beddown brought with it a new phase of responsibility (ORI). Directed the asset optimization that allowed 28th BWG to establish the first and highest Mission Capability with B1B in history. These same processes became the model and were subsequently incorporated for all five B1B Main Operating Bases (MOB) as the standard for the Strategic Air Command. Directed and guided to completion, the reception, beddown, and delivery of 56 PAA F16 aircraft with necessary ground support equipment and lay-ins. Established an innovative, unprecedented repair feasibility program saving over $200M during initial start-up by re-designating the expendable items into repairable. Developed an analysis program the removed $505K of excessive material from the management inventory. The F100 engine was having catastrophic failures to the point that it was necessary to deploy extra engines in the WRSK instead of the lower level of indenture. This quick analysis proved that the same Mission Capability could be achieved by substituting three F-100 ($1M) engines with nine Jet Fuel Starter (JFS) ($1.8K) totaling to a savings in excess of $20M per F-16 and F-15 wing. This approach was adopted by the Logistics Combat Assessment Symposium (LOCAS) and later implemented into the provisioning process within the Air Force Logistics Command (AFLC)