Company name and type of business: 

US Air Force, Military, Federal Government

Address:     97/443 Civil Engineering Squadron

Altus AFB, OK    73523

Dates of Employment:   From:  8/15/1991     To:  1/31/1993

Position Title:  Chief of Civil Engineering Operations

Manager for emergency and routine maintenance, repair, and minor improvements of real property valued at over $130 million including 195 industrial buildings, supporting infrastructure, and 360 acres of airfield pavement. 

Salary:  Major, O-4

Supervisor:  James R. Kennedy

Telephone:  580-482-8100

Number of employees:  230

Number of people supervised:  160

Sales Volume:  NA

Reason for leaving:  I retired from active duty.

Budget Responsibilities:  $20,000,000 utilities, operations and maintenance

Committees served on:  Disaster Response Group, Safety, Environmental Remediation, and Change of Command

Awards and Recognition:   Air Force Institute of Technology Operations Management Course, Air Force Installation Excellence Award, Best Air Force Base in 1992; Air Force Meritorious Service Medal

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

·  I was challenged to raise performance and improve customer perceptions.  I was Chief of Operations for the 97^th Civil Engineering Squadron, Altus Air Force Base, OK.  Duties included managing civil engineer resources and requirements, customer service concepts, personnel management, training, maintenance engineering, plans, logistics, readiness, and operations management.  I engaged our senior Noncommissioned Officers and Civilian supervisors in Total Quality Management activities.  We planned and executed activities that provided the desired results.  This fed a can do attitude and led to the selection to compete and winning the 1992 Air Force Installation Excellence Award. 

·  I recognized the need to give recognition to our squadron's supervision and labor forces.  Civil Engineering Operations are often tasked on moment’s notice to deploy labor and resources to handle contingencies.  Feedback tend to be negative rather than positive.  This is because the customer has troubles long before we arrive on scene to help.   I directed the Base Commander’s billboard be altered to provide recognition for our squadron.  The subtle change inspired our forces to take pride in their work and keep my secret.  

·  The challenge was emergency and routine maintenance, repair, and minor improvements of real property valued at over $130 million including 195 industrial buildings, supporting infrastructure, and 360 acres of airfield pavement.  I also had to implement a large reduction in force that presented many esprit de corps challenges.  I assumed leadership of a fully competent group as Chief of Operations for the 97^th Civil Engineering Squadron, Altus Air Force Base, OK.  The military and civilian mangers, and craft workers in Operations by many accounts could do nothing right.  I worked with my civilian deputy to establish a new vision for Civil Engineering Operations, “Building from Strength.”  I stopped the public berating of our own people and directed focus on turning customer negatives into customer enthusiasm.  I required supervisors to more closely evaluate actual work results for the successes before addressing the shortfalls.  I eliminated non-value-adding work and I established budget authority down to the shop level.  I found that most of our people knew what needed correction and how to do it.  My leadership in Total Quality Management implementation helped Altus Air Force Base win the 1992 Air Force Installation Excellence Award. 

·  I creatively used resources to overcome shortages in time, labor, supplies, and equipment.  We successfully postured to make supplies and material purchases with end-of-year close-out funds far beyond our capability to execute in a timely manner.  I engaged the cooperation of customers to provide labor and equipment while we provided materials, management and technical expertise.  We were able to paint an aircraft hangar and install a new lighting system in it.  Both were accomplished in about 6-months less time than projected by contract.  The customers took great pride in these accomplishments. 

·  The challenge was demolition and removal of facilities containing asbestos in time to support new construction on their site.  Three old barracks facilities were on the site of the new squadron facility that was funded for construction.  These facilities were located in the main traffic area of the base.  I oversaw the demolition of three facilities that also required extensive asbestos abatement.  I planned, coordinated and executed the demolition project with in-house forces and equipment.  We accomplished these tasks with in-house forces without incident or accident in time to support the construction of new facilities on the site. 

·  The challenge was to relocate the RV storage area to make room for new construction.  Our forces responded favorably to challenges.  The proposed new location was on a swampy piece of property that required drainage, fill, compaction, asphalt paving, striping, lighting, and security fencing.  I directed the construction of a recreational vehicle parking lot using in-house contingency forces and equipment.  I approved the cost for rental of a second asphalt-paving machine.  The rental of a second asphalt-paving machine proved necessary when our asphalt-paving machine went down for repairs.  The new 150-recreational vehicle parking lot was constructed in less than 3 weeks with our in-house forces.  I recommended and the crew received the Air Force Achievement Medal for their extraordinary accomplishment. 

·  The challenge was to create or restore effective working relationships and improve productivity all around.  As Chief of Operations at Altus, we confidentially targeted specific individuals and organizations as difficult customers.  We planned and delivered services to win positive customer enthusiasm from these customers.  One-by-one beginning with the most negative, difficult customers were converted to enthusiastic supporters. 

·  Achieve a top quality Distinguished Visitor facility.  It was important to the Wing to achieve “Wow!” responses from its Distinguished Visitors.  The facility was modest looking and well landscaped.  The interior design was what set it apart and made it unique in such facilities.  I directed the refurbishment of the distinguished visitors’ quarters that included mechanical, electrical and plumbing restoration, as well as structural and roof repairs.  Achieved a top quality facility with our best craft workers.  The facility is known as the Altus (Quality) House. 

·  Plan and prepare for Disasters.  The air base is in a severe storm region and subject to seasonal challenges from thunderstorms and high winds.  The nature of the mission is to maintain capability launch and land aircraft at any time.  Served as a member of the disaster response group.  We planned and trained for accidents or incidents that would involve support from the surrounding communities.  During a power outage in a neighboring town, we assisted by providing and operating an emergency power unit for their city water supply.  This ensured sanitary services as well as fire protection were available.  Exercised a plan in local community that lost power following a storm.  I mobilized assets to provide temporary power to supply water to the city and surrounding communities.  We assisted by providing and operating an emergency power unit for their city water supply.  This ensured sanitary services as well as fire protection were available. 

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Company name and type of business: 

US Air Force, Military, Federal Government

Address:  86th Civil Engineering Group

                    Ramstein AB, Germany

Dates of Employment:   From:   6/17/1989     To:  7/23/1991

Position Title:  Chief of Utilities and Services

Trained and coached the staff in the effective use of personal computers, taking them from no computer experience to the capability to create the spreadsheets that were used to check for billing errors. 

Salary:  Captain. O-3E

Supervisor:  Jack Williams, Jeffrey Jorgensen, Wayne T. Fisher

Telephone: 

Number of employees:  600

Number of people supervised:  7

Sales Volume:  NA

Reason for leaving:  Military Orders

Budget Responsibilities:  $40 million in energy resources, 55 utilities and sanitary services contracts, and 56 technical and recurring services contracts. 

Committees served on:  Survival Recovery Center, Proctor--State of Minnesota NCEE Exams

Awards and Recognition:  National Defense Service Medal, Promoted to Major, awarded US Air Force Commendation Medal.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

·  Increase utilities and services invoice audit capability from random to full 100%.  I assumed leadership of a predominantly local national team that had a history of poor performance and poor attendance issues.  This group was responsible for the largest United States utilities and services acquisition program in Europe, managed $40 million in energy resources, 55 utilities and sanitary services contracts, and 56 technical services contracts.  Disciplinary measures had created high levels of stress, which lead to many health-related vacations and caused higher stress on the staff in attendance.   This group was equipped with mechanical adding machines and typewriters.  I met privately with each member of my team and established rapport.  I met with the headquarter’s customer about the performance issues and quickly learned that the headquarters was fully automated with computers.  I overcame the lack of budgeted funds by obtaining salvaged personal computers, printers and software from the headquarters, enough for one computer for each of my team and printers shared by every two.   I developed and implemented a Personal Computer based cost auditing and accounting system.  I worked alongside my team giving over the shoulder training in how to use the computers and the software to meet the expectations of headquarters group.  The local national staff grew from no computer experience to the capability to create the spreadsheets that were used to check for billing errors.   As a result of developing a personal computer based cost accounting system, we raised our audit capability from random 10% to full 100% and recovered over $600,000 from billing errors from audits of previous years’ invoices.  I reduced staff from seven to two local national employees. 

·  Manage $40 million in energy resources, 55 utilities and sanitary services contracts, and 56 technical and recurring services contracts.  The utilities and sanitary services contracts were for basic utilities for all US Government facilities in the area and surrounding communities.  A separate contract was required for each utility for each geographically separated entity.  Utility rate structures varied from community to community, company to company.  Getting the best rates available required nearly continuous intervention.  Worked with local utility suppliers to secure the best rates and mitigate potentially costly incidents.  We were successful in both saving the Air Force money and in maintaining excellent relations with the host nation governments and utility companies. 

·  Review and update utilities and technical services contracts prior to renewal.  All of the contracts managed were noncompetitive, sole sourced to the appropriate utility provider or local government agency.  I evaluated and validated all of the technical services contracts which included contract maintenance of energy management systems; safety inspections of elevators, lifts and hoists; fire detection; fire suppression, security; high voltage; back flow devices; etc...  We maintained full accountability for services performed and subsequently billed.  Out of scope work was challenged and initially disapproved until we investigated and the out of scope work was resolved by the contracting agency. 

·  Plan and rehearse recovery operations.  Ramstein AB, Germany has an active military airfield and is a potential military target.  The airfield must be kept serviceable to support combat sorties upon demand.  I supervised the operation of the survival recovery center.  We planned and prepositioned necessary items for command, control and recovery activities.  We trained regularly so that everyone was proficient with all aspects of the command, control, and communication procedures.  Teamwork was paramount to the rapid and correct response to the seemingly impossible training scenarios.  We maintained combat readiness and satisfactory performance during combat exercises. 

·  Provide support for professional engineering licensing for military engineers.  The State of Minnesota supported the professional development and certification of military engineers serving overseas.  As a Licensed Professional Engineer and a volunteer, I proctored the National Council of Engineering Examiners examinations for the State of Minnesota.  I reserved appropriate facilities and enforce testing protocols to ensure integrity of the examination process.  I certified the exams and mailed them back to Minnesota for processing.  Many military engineers achieved certifications as Engineers in Training while others qualified for Professional Engineering Licenses in the State of Minnesota. 

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Company name and type of business: 

US Air Force, Military, Federal Government

Address:     HQ Seventeenth Air Force/XPW

Sembach AB, Germany

Dates of Employment:  From: 12/16/1987     To:  6/16/1989

Position Title:  Wartime Host Nation Support Program Civil Engineer

Manage the acquisition program for facilities required to support the US/German Wartime Host Nation Support Agreement. 

Salary:  Captain, O-3E

Supervisor:  Frederick J. Hollinger, Mavis Startin

Telephone: 

Number of employees:  NA

Number of people supervised:  NA

Sales Volume:  NA

Reason for leaving:  Military Transfer

Budget Responsibilities:  $40 million facilities acquisition program

Committees served on:  Allied Tactical Operations Center, Proctor--State of Minnesota NCEE Exams

Awards and Recognition:  Air Force Outstanding Unit Award.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

·  Coordinate construction projects with host nation engineers from several countries and engineers from the North Atlantic Treaty Organization.  As Program/Project Manager for Headquarters Seventeenth Air Force, Sembach Air Base, Germany, I managed the acquisition program for over $40 million in facilities required to support the US/German Wartime Host Nation Support Agreement.  I coordinated activities of North Atlantic Treaty Organization, German, United States Army and United States Air Force engineers to realize projects for 32 operating locations.  I managed planning for joint United States/German airfield damage repair for eight United States bases and two United States/Canadian collocated operating bases.  I negotiated a trilateral agreement on the materials to be pre-positioned for joint United States/German/Canadian airfield damage repair operations.   I worked with project engineers from United States Army Corps of Engineers in Europe.  Our cooperative efforts ensured all projects were completed on time within budget. 

·  Provide required facilities and prepositioned materials on time within budget.  The program was projected to exceed approved US Congressional Funding levels.  Planned fixes had legal implications.  I urged my supervisor to present the cost shortfalls and pursue additional funding.  I identified potential funding pyramiding in the acquisition program for facilities required to support the United States/German Wartime Host Nation Support Agreement.  The Air Force Legal Office confirmed that the fixes were indeed illegal.

·  Develop a common standard that would receive maximum financial support primarily from the North Atlantic Treaty Organization (NATO).  The facilities required to support the US/German Wartime Host Nation Support Agreement were supported by the North Atlantic Treaty Organization (NATO).  Excess NATO facilities were approved for use.  NATO, US Air Force and Army, German Air Force and Army, and each German state had different construction standards.  I coordinated facilities acquisition with NATO and MOD Germany officials to ensure proper language and justifications for the infrastructure projects.  I worked closely with US Army Engineers to maintain consistency of scope and requirements, and to support the design processes.   I coordinated actions of NATO, German, and US Army and Air Force engineers to realize projects for 32 operating locations.  The facilities were designed, coordinated and approved by proper authorities for construction. 

·  Revamp the facilities acquisition program.  The acquisition program, though supported, was bogged down in conflicts among the various responsible agencies having engineering and political jurisdiction.  I established structure (files, requirements, schedules, and points of contact), assessed available and proposed facilities, represented the Air Force at meetings (voicing priorities, providing briefings, and negotiating workable solutions to obstacles), reviewed infrastructure project information (siting, designs, and cost estimates), and coordinated projects between responsible agencies of Germany, Canada, NATO, and the US.  Kept the status of the facilities acquisition program current and visible to the stakeholders. 

·  Establish common list of runway repair materials to be prepositioned for use under the WHNS Agreement.  Each of the participating air forces had different rapid runway procedures.  Any one or combination of the contingency forces would be on site during a contingency.  The prepositioned materials would be used for runway repairs.  I managed planning for joint US/German airfield damage repair for eight US bases and two US/Canadian collocated operating bases.  I developed solutions to the different methods and materials used by the US, Germany, and Canada for airfield damage repair.  Common materials were agreed to though quantities and methods were not.  The materials selected would support all the methods used and were to be stockpiled in sufficient quantities to maintain flexibility.  Each of the national contingency forces developed instructions for using the available materials.  The amount and cost of the prepositioned runway repair materials were kept simple and reasonable. 

·  Promote interoperability of national contingency forces for rapid runway repairs.  Each of the participating air forces had different rapid runway procedures.  Any one or combination of the contingency forces would be on site during a contingency.  The prepositioned materials would be used for runway repairs.  I worked closely with our German Air Force counterparts to ensure interoperability of the German Air Force Reserves and our Main Operating Bases.  I coordinated and hosted several joint-training sessions for our forces to work together.  Language proved to be a minor barrier because most of the German officers and NCOs were proficient in English.  By observing different rapid runway repair techniques, all observers gained better understanding of each other's skills and capabilities. 

·  Provide support for professional engineering licensing for military engineers.  The State of Minnesota supported the professional development and certification of military engineers serving overseas.  As a Licensed Professional Engineer and a volunteer, I proctored the National Council of Engineering Examiners examinations for the State of Minnesota.  I reserved appropriate facilities and enforce testing protocols to ensure integrity of the examination process.  I certified the exams and mailed them back to Minnesota for processing.  Many military engineers achieved certifications as Engineers in Training while others qualified for Professional Engineering Licenses in the State of Minnesota. 

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Company name and type of business: 

US Air Force, Military, Federal Government

Address:     HQ USAFE Engineering and Services

Ramstein AB Germany

Dates of Employment:  From: 7/23/1985     To:  12/15/1987

Position Title:  Staff Mechanical Engineer and Energy Program Manager

Managed Facility Energy Management Program for 32 reporting bases including 17,000 facilities in over 100 locations in Europe, Asia, and Africa. 

Salary:  Captain, O-3E

Supervisor:  Henry G. Shirley, Thurlow Crummett, Niel J. Lamb

Telephone: 

Number of employees:  NA

Number of people supervised:  2

Sales Volume:  NA

Reason for leaving:  Military Transfer

Budget Responsibilities:  $100 million Facility Energy Management Program

Committees served on:  Energy Steering Group, Proctor--State of Minnesota NCEE Exams

Awards and Recognition:  Air Force Commendation Medal and the Air Force Organizational Excellence Award.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

·  Manage Facility Energy Program for 32 reporting bases.  The Command had jurisdiction over 17,000 facilities in over 100 locations in Europe, Asia, and Africa.  I used personal computer software to model and predict energy usage for the command.  I analyzed monthly data for each energy source from each installation, compared it to historical data, and projected changes due to weather influences.  Where cost rates were high, we negotiated for lower prices.  Where energy usage was higher than normal, we investigated or programmed energy conservation investment projects.  The personal computer was a valuable tool in accomplishing the above and meeting the National Energy Conservation Policy Act goals. 

·  Improve reliability and maintainability of complex critical facilities and systems.  The majority of the US facilities were inherited or built by local national contractors.  While operations manuals were required to be provided in English the translation into English were difficult to follow and understand.  I inspected many of the complex critical facilities sites and systems.  The systems inspected included mechanical, electrical, plumbing, decontamination, controls, communication, fire detection, fire suppression, security, EMP protection, water purification, power generation, etc.; most interconnected in the same facility.  I programmed projects to correct serious deficiencies that could impair contingency actions. 

·  Manage Facility Energy Audit Program for 32 reporting bases.  The diversity of the Command's facilities demanded a thorough audit program that provided comprehensive documentation of facility condition, energy usage and energy conservation opportunities.  I managed the facility energy audit program.  These studies were used to program energy conservation investment program projects that met the life cycle cost payback criteria.  The engineering data from the audits was not only used to program energy conservation projects but used in feasibility studies for proposed mission changes. 

·  Provide support for professional engineering licensing for military engineers.  The State of Minnesota supported the professional development and certification of military engineers serving overseas.  As a Licensed Professional Engineer and a volunteer, I proctored the National Council of Engineering Examiners examinations for the State of Minnesota.  I reserved appropriate facilities and enforce testing protocols to ensure integrity of the examination process.  I certified the exams and mailed them back to Minnesota for processing.  Many military engineers achieved certifications as Engineers in Training while others qualified for Professional Engineering Licenses in the State of Minnesota. 

·  Provide mechanical engineering consulting services.  The engineering staff members were considered the Command experts and provided contingency support when missions were in jeopardy.  Drawing from my enlisted avionics background, I troubleshot problems with an environmental control unit for a tactical computer station.  I coached the refrigeration technicians in tracing and checking the control wiring.   We discovered a manufacturer’s defect in a wafer switch that was promptly repaired permitting system operation and commissioning.  The temperature control problem was isolated to a terminal contact on a wafer switch.  One of the techs mechanically adjusted the contact and corrected the fault.  I recommended that the wafer switch be replaced due to general unreliability of wafer switches following repairs. 

·  Replace an air polluting obsolete coal-fired heating plant in Germany at no cost to the United States.  My 10-month Education With Industry assignment with the Eastman Kodak Company made me an advocate for energy management including facility energy audits and life-cycle cost analyses of energy conservation opportunities.  As Facility Energy Manager and Staff Mechanical Engineer at Headquarters United States Air Force in Europe, Ramstein Air Base, Germany, I was one of two United States engineers involved in the Bitburg Brewery project in which a coal-fired heating plant was replaced with a waste heat exchanger including a new emergency standby boiler.  I validated the feasibly of the unsolicited proposal from the Bitburg Brewery and coordinated the technical issues with the German authorities.  I gave full support to the project.  The win-win project helped the brewery achieve its environmental compliance goals and the United States Air Force in Europe reduce its military family housing heating costs.  It seemed a humorous political disaster when its headline was “Brewery Constructs Pipeline to United States Housing”. 

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Company name and type of business: 

US Air Force Education with Industry (EWI),

Military, Federal Government

Address:     AF Institute of Technology/CI (EWI)

Kodak Park, NY

Dates of Employment:   From: 8/15/1984     To:  7/15/1985

Position Title:  EWI Energy Officer

On-the-job energy management education, experience, and exposure to private sector methods

Salary:  Captain, O-3E

Supervisor:  Thomas Koehler, George Bozenhard

Telephone: 

Number of employees:  NA

Number of people supervised:  NA

Sales Volume:  NA

Reason for leaving:  Program Completion, Military Orders

Budget Responsibilities:  NA

Committees served on:  Energy Audit Group, Indoor Air Quality, Training, and Job Task Analyses

Awards and Recognition:  "One of the best...", Energy Management at Eastman Kodak; Certification in testing, adjusting, and balancing of air and hydronic systems. 

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

·  Learn how to apply Kodak's Energy programs to the Air Force.  I received Education with Industry in Energy Management.  The Education With Industry (EWI) programs support the mission by providing Air Force officers with on-the-job education, experience, and exposure to private sectors of the economy not available through formal courses of instruction.  As an active duty Air Force officer, I was assigned to serve as a staff engineer on Kodak Park’s Energy Process Systems Evaluation Services Group.  During that 10-month tour, I learned how to reduce operating costs.  I learned the value of computer simulations with hourly weather data.  Using data from system audits and using simulation software, I determined the optimum parameters for mechanical heating, cooling and ventilations systems.  I calculated the Return on Investment at the same time. 

·  Afterwards, there were complaints that the systems were too quiet.  Prior to the recomissioning work, conversations were masked by system noise.  In one facility where I performed an audit, we reduced electricity consumption by 60% through resheaving the fans to reduce airflows.  Rather than reverse the conservation measures or retrofitting offices with sound deadening materials, I recommended using a white noise generator to restore the background noise. 

·  Train Kodak Park Energy Conservation Coordinators in order to motivate and to win their confidence and support of Kodak Park’s energy conservation initiatives.  Kodak Park was under direct challenge from Japanese photographic film manufacturers.  Cost cutting measures included layoffs and early retirements.  I developed a training course for Kodak Park’s energy coordinators.  The program described basic energy conservation measures and how to quickly calculate the economic benefits.  With the help of William Mashburn of Virginia Polytechnic Institute and State University, I developed a training course for Kodak Park’s energy coordinators.  The program described basic energy conservation measures and how to quickly calculate the economic benefits.  I provided the Energy Coordinator tools to effectively reduce costs through improved operating energy efficiencies. 

·  Justify energy conservation opportunities.  Not everyone is interested in engaging limited resources for energy conservation.  Justifications need to address the "What's in it for me?" for the decision makers.  I received practical training in managerial skills, approaches to problem solving, indoor air quality, and various energy saving methods.  Using role playing and meeting rehearsals, we were able to win support of decision makers by playing to their primary motivations.  It was awesome to see them perform as we expected. 

·  Improve efficiency of HVAC systems.  HVAC systems perform on demand.  Routine design calculations size HVAC systems to meet peak loads.  It takes a lot of air and liquid movement to meet peak loads.  Many times the actual flows far exceed the peak design requirements.  This would go uncorrected for lack of complaints.  I performed energy audits, system balancing, and computer simulations.  Reducing the flows to meet design requirements is a low cost opportunity with huge impacts. 

·  Balance and commission HVAC systems.  All system running more than 50 hours per week can potentially benefit from periodic audits and tune-ups.  I received training and certification in testing, adjusting, and balancing of air and hydronic systems.  I audited several systems and modeled their performance as found and after making improvements.  Benefits of the audits and adjustments far exceed the costs. 

·  Resolve "sick building" complaints.  An airborne organism was making hypersensitive people sick at work.  I assisted with the investigation of a sick building complaint in one of the facilities.  The investigation revealed that the source of this offending contaminant was the paste used to fabricate the corrugated boxes used in the facility.  The problem was discovered and corrected at the plant where the paste was manufactured.  

·  Develop training to cover job task analysis items.  Manufacturing operations are constantly changing to respond to market changes.  People often require retraining or cross training to remain valuable employees.  I assisted with the effort to identify the skills and knowledge required for various positions at Kodak Park.  We performed detailed job task analyses that broke each position down into segments that could be learned in fifteen minutes.   At the end of each analysis, we could accurately plan training content and duration. 

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Company name and type of business: 

US Air Force, Military, Federal Government

Address:     R&D Civil Engineering, ASD/DES

Wright-Patterson AFB, OH

Dates of Employment:  From: 4/20/1982     To:  8/14/1984

Position Title:  R&D Systems Facilities Engineer

Provide Air Force civil engineering support for nine strategic warfare systems under development including the Air Launched Cruise Missile and B 52 Offensive Avionics Systems. 

Salary:  Captain, O-3E

Supervisor:  George R. Taylor, Richard Romer, Carl Davidson

Telephone: 
Number of employees:  NA

Number of people supervised:  NA

Sales Volume:  NA

Reason for leaving:  Military Orders

Budget Responsibilities:  NA

Committees served on:  School of Logistics Lessons Learned Briefings

Awards and Recognition:  Promoted to Captain, Selected to Regular Officer Status. Air Force Commendation Medal, Chief of Staff Award at Squadron Officers School, Air Force Organizational Excellence Award, 10-Month Sponsorship to AFIT Education With Industry

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

·  Determine why one such research and development effort had stalled.  I was responsible for support of research and development efforts as a Systems Facilities Engineer at Wright-Patterson Air Force Base.  One such effort had stalled.  I composed and staffed a message to multiple recipients expressing the need to address the issues to move the effort forward.  Soon after the message was released, I was called to my supervisor’s office.  He had gotten a call from a senior Colonel that complained about the message and demanded to meet its author. 

·  Address the issues to move the effort forward.  My supervisor would not accompany me to meet the Colonel.  When I reported, I met a mountain of a man who was ready for me.  After his angry rant on me, he asked me what I had to say for myself.  I respectfully apologized for my offence.  I thanked him taking time to see me.  I then told him what I needed.  The Colonel initially said there was “No way!” but after some persistence and persuasion, I obtained from him an official reply to my message indicating the system test results required for the effort to move forward.  

·  Keep facilities for nine strategic warfare systems under development on schedule and budget.  Mission support facilities can take up to 5-years from concept to construction completion.  Often, final  facility requirements are ready after the new systems are deployed.  This triggers changes in succeeding deployments.  I traveled frequently to remote parts of the United States to ensure current construction and design guidance was employed.  I also mediated disputes to ensure prompt resolutions and schedule compliance.  I nurtured close working relations with the Special Projects Office of the Army Corps of Engineers.  I participated in design review and field surveys.  I traveled frequently to remote part of the United States to ensure current construction and design guidance was employed. 

·  Be the best at  Squadron Officers School.  I was competitively selected for Squadron Officers School (2 months of intensive training in leadership and management).  I work persistently to help the other twelve members of our group realize the goal of being the best.  I led and participated in study groups.  I encouraged extra efforts and recognized other's achievements.  My group graduated in top group of 56 groups and earned Chief of Staff Award. 

·  Recover from hidden conditions and changed requirements.  The majority of the work involved site adaptations of new standard designs.  I developed facility requirements, conducted site surveys, provided direction to using activities, chaired facility working groups, and supervised activities of system contractors and government agencies involved.  I monitored facilities acquisition program for each system supported.  I worked with state and federal agencies to resolve problems with programming, design, and construction.  Possible delays in system deployments were intercepted and corrected to ensure scheduled deployment dates. 

·  Resolve design anomalies.  A systems contractor complained that there was a humidity control problem in the new avionics facility at Carswell AFB.   The design provided more than adequate humidification capacity.  I analyzed a humidity control problem.  The site investigation revealed the space above the suspended ceiling was vented to the outside along the perimeter of the entire facility and the return was not ducted.  In addition, the humidifier was “fogging”.  The humidifier was relocated to the common supply duct, return air ducts were provided, and a vapor barrier (foil-backed drop in ceiling tiles) was installed above the suspended ceiling.  Prevented potential schedule buster. 

·  Ensure nuclear safety in cruise missile facilities.  Air launched cruise missiles are nuclear warhead carriers and as such are treated as nuclear weapons at all times in matters of nuclear safety and security.  I worked nuclear facility safety issues with the weapons labs and nuclear safety experts.  The defuel/refuel facilities met the strict nuclear safety and security  requirements. 

·  Address environmental impacts of aqueous fire fighting foam (AFFF).  Lessons learned from accidental discharges of AFFF reveal that the rare discharge events are not so rare and AFFF clean-up presents a significant challenge.  I ensured that the fire detection and fire suppression systems were designed to meet safety requirements.  When environmental issues arose from the choice of AFFF, holding ponds were added to the design and construction plans.  The eventual discharge of the AFFF fire suppression systems was addressed in the facility designs. 

·  Correct electrical grounding issues.  The island of Guam has poor soil conductivity this making electrical grounding a challenge.  Poor grounding caused intermittent and random electronic failures in controls and communications.  I resolved equipment-grounding problems at an avionics installation on Guam.  A heavy gage buried copper grounding grid was designed to provide a good quality ground.  Extraordinary site adaptation measures are very often required in varying geographic locations.  Though standard designs are often site adapted, there is no standard site. 

·  Coordinate project engineering design and construction disciplines.  Mechanical, lighting and fire suppression systems have similar ideal locations for distribution elements.  Poor design discipline coordination lead to costly construction conflicts.  I worked problems with facility system integration in a missile test area.  I coordinated placement of cable trays, lighting, grounding, fire detection, fire suppression, and air conditioning systems.  Lessons learned were key tool to avoiding repeat errors and omissions.  Tough negotiations helped keep contractors honest and on schedule.  Engineering support can prevent costly change orders and undesirable construction changes. 

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Company name and type of business:  

US Air Force, Military, Federal Government

Address:     5010/343 Civil Engineering Squadron

Eielson AFB, AK

Dates of Employment:  From: 9/1/1979     To:  3/31/1982

Position Title:  Design Mechanical Engineer

Staff Mechanical Engineer

Salary:  Lieutenant, O-1E to O-2E

Supervisor:  Nicholas Podich, Robert Craighead, Per Korslund

Telephone: 

Number of employees:  NA

Number of people supervised:  NA

Sales Volume:  NA

Reason for leaving:  Military Orders

Budget Responsibilities:  NA

Committees served on:  Energy Conservation

Awards and Recognition:  USAF Officer Training School, Promoted to 1st Lieutenant, Air Force Institute of Technology Contract Management and HVAC System Design and Control courses, and Thermal System Design and Arctic Engineering from Alaska State University.  Passed the NCEE Fundamentals of Engineering exam.

Goal or Challenge █ Context/Situation █ Actions █ Result/Impact █

·  The severe cold in Alaska presented many challenges.  The average winter temperatures range from -29°F to -40°F near Fairbanks, Alaska.  It creates the need for new solutions like heaters in milk delivery trucks to keep dairy products from freezing.  I completed Arctic Engineering and Thermal Systems Design courses at Alaska State University in Fairbanks.  I learned to adapt my engineering craft to local requirements and environments.

·  Most of my engineering work was on projects involving renovations or converting facilities to new uses.  When I began my engineering officer career at Eielson Air Force Base, Alaska as a Second Lieutenant, I was a member of an excellent facility design team.  I met with the engineers and officials having jurisdiction over project design approvals.  I enjoyed the challenge, creative freedom and the learning experiences.  I learned to listen and understand the importance of others' inputs and experience. 

·  Accommodate the reception of a 18th Fighter Squadron A-10 aircraft with minimal budget.  The A-10 Facilities Program was the first major comprehensive design I did as a member of a design team.  I provided mechanical design and project management support for the rapid bed down of 20 A-10 aircraft.  This effort involved repair and modification of existing facilities at minimum cost.  I designed steam heating and industrial ventilation systems for the aircraft maintenance shops.  I also designed the cleaning tank for the A-10`s 30-mm cannon that not only safely captured and exhausted the fumes but would spring closed in a fire.  I helped the design team achieve on-time construction within budget.  My success with the A-10 led to many projects of even greater scope. 

·  Neutralize threats to facility performance in support of the mission.  Engineering involves investigating unusual events and situations that threaten mission accomplishment.  The critical data automation facility had problems with humidity control and occasionally indoor rain.  I investigated, solved the long-term humidity problems and stopped indoor rain.  I directed insulation repairs to the Inverted Roof Membrane Assembly system.  I resolved the humidity control problems and rain caused by melting frost on the ceiling.  I learned about flat roof insulation systems. 

·  Overcome a potential community disaster from a decision to use Chlorine gas.  Our sister community's swimming pool used Chlorine gas to sanitize the swimming water.  Since our site had chronic problems with maintaining Chlorine residuals, it was decided to duplicate the sister site's system.  I was gravely concerned about the Childcare Center being downhill and downwind near the proposed Chlorine gas storage facility.  I evaluated the chemical water treatment of the indoor swimming pool for upgrade.  I designed a feedback control system to automatically maintain required Chlorine residuals.  I recommended a solid chemical feed system versus chlorine gas.  Once I addressed the disaster potential, we evaluated the alternative to generate chlorine from salt.  I ensured community safety and disaster preparedness concerns were properly addressed in the problem solving process. 

·  Maintain telecommunications during the telephone system upgrade process.  The existing vacuum tube-relay system had been installed in the early 1940's and experience many unscheduled outages.  Eielson AFB was on the Scope Dial Program list to receive a new telephone system.  We had to prepare the site to accept the new system and accommodate seamless transition.  I designed and managed the project to retrofit the telephone facility to accept a new telephone system.  I designed a perimeter hydronic system with outside air reset.  I evaluated and accepted a value-engineering proposal that reduced the installation and operations and maintenance costs.  I designed a free cooling system for the telephone switchgear.  This involved high efficiency filtration, humidification, and a self-cleaning water filtration system.  I personally supervised trenching work around the main communication conduits while the security fencing was breached.  Our diverse workforce accomplished the work on time and without errors or security incidents.  The telephone system improvements were accomplished months ahead of schedule because I ensured that we were ready and moved up the list. 

·  Evaluate the problems with calcium carryover from the water treatment plant.  The lime soda softening process used to remove iron did not have adequate contact time to coagulate out due to the high water demand and low (45°F) water temperature.  I proposed solutions to expand the capacity of the plant and reservoir or to use condenser water (waste heat) from the power plant to heat the water to 55°-60°F before the lime soda softening process.  Neither solution fit the economic realities of funding for the base. 

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