Security Clearance Top Secret

William H. Taylor937-429-6126Cell 937-422-6521taylorjr_william@bah.comwilliam.henry.taylor.jr@gmail.com

EDUCATION

MS, Information Technology, Syracuse University, 1999Post Graduate Degree, Counseling Psychology, Boston University, 1974MA, Counseling Psychology, Western Michigan University, 1971BS, Psychology, Western Michigan University, 1969

PROFESSIONAL TRAINING

F-16 Familiarization Course, 2005Senior Leaders Maintenance Course, 2004Information Resource Management College, 1998Fundamentals of Low Observable Aircraft, 1997Senior Leaders Executive Course, 1995Brookings Institution, Business Policy and Operations,1995 Defense System Management College, 1992Air Command and Staff College, 1983

CERTIFICATIONS

Certified Chief Information Officer, Level III Program Management, Logistics, and International Affairs.Certified Professional Logistician (CPL).Certified Missile Technology Control Regime

PRIVATE SECTOR AND GOVERNMENT EXPERIENCE

Principal Staff Analyst, ARINC and Booz Allen Hamilton, June 2011 to Present. Responsible for the overall direction, coordination, implementation, execution, control and completion of specific projects ensuring consistency with company strategy, commitments and goals. This includes leading the planning and implementation of projects, facilitating the definition of project scope, goals and deliverables, defining project tasks and resource requirements, developing full scale project plans, assembling and coordinating project staff, managing project budget, managing project resource allocation, planning and scheduling project timelines, tracking project deliverables using appropriate tools, providing direction and support to project team, maintaining quality assurance, monitoring and reporting on progress of the project to all stakeholders,

presenting reports defining project progress, problems and solutions, implementing and managing project changes and interventions to achieve project outputs, and completing project evaluations and assessment of results.

Senior Acquisition Manager, MCR, Global Hawk Division, Nov 2007 to June 2011. Provides consultation and advice to the both the Global Hawk Block 10, 20, and 30 Programs, the German version of Global Hawk (Euro Hawk) and the Logistics Division. In support of Blocks 10-30, develop and monitor project schedule baselines and budgets. Develop and track project schedule and cost performance criteria to include Earned Value (EV) metrics. Monitor adherence to program management guidance and directives issued on specific projects. Prepare project reports and presentations for program and project status meetings. Provide mentoring for project management and logistics best practices and techniques. In support of logistics, facilitate operations and maintenance planning, initial provisioning of spares/consumables, inventory and asset management, reliability/maintainability assessment, conduct industry/market studies, write technical assessments, statements of work and system/equipment specifications. Write new maintenance plans and assess effectiveness of existing plans. Participate as logistics representative in quality assurance and process improvement activities. Collect data pertaining to Total Cost of Ownership of systems/equipment and provide recommendations for possible reductions in overall support costs.

For the FMS German Euro Hawk, provide entire scope of program management and logistics support. Manage logistics, mission planning, training and flight test support for the program. Track progress, develop solutions for problems, consult with the Germans, provide direction to the contractor, and evaluate results. Specifically, I process amendments to the Letter of Offer and Acceptance (LOA) using the Security Assistance Manpower Reporting System (SAMRS) and the Defense Security Assistance Management System (DSAMS). With Logistics, I worked with AFSAC and Item managers to procure GFE and LRUs for Euro Hawk. I provide guidance and recommendations to the financial managers on cost and performance of contractor enabling balancing of available funds for the program.

Deputy Director Training Aircraft Directorate Dec 2006 to Nov 07. Directs a Joint organization employing 180+ people in three squadrons and one detachment. Responsible for developing, producing, deploying and sustaining DoD's current and future systems providing superior flight training for AF and Navy undergraduate aircrews and meeting aviator training requirements well into the 21st century. Manages more than 1,500 T-6A, T-38C, T-1A, and Iraqi/Afghanistan aircraft and ground based training systems--$1.3B in active funds.

Director Fighters/Bombers/FMS, Simulator Division, Jun 02 to Jan 07. Directs the acquisition and sustainment of fighter, bomber, and unmanned aerial vehicle training systems. Leads a 65-person division and conducts acquisition planning and execution for all Combat AF (CAF) trainers. Develops acquisition strategies for new training concepts and directs all CAF trainer special projects and studies. Directs the cost,

schedule, and performance of over $1B trainer acquisition, replacement, and upgrade programs. The CAF training focal point with company vice presidents, senior ACC, USAF, and foreign decision makers. Led the training system acquisition team for the new Predator Mission Aircrew Training System resulting in a below cost, ahead of schedule award.

Deputy Director, Simulator Directorate, Oct 04 to Apr 05. Directed 500 Employees at three geographically separated locations in product development and sustainment for all USAF and 10 foreign Air Force aircraft training systems, including USAF classified programs. Directed the Training Systems Corporate Review Board—developed and implemented policy for more than 50 programs. As the Training Systems leader for the ORI, advised the SNIPER team, ultimately leading to a Wing ORI outstanding rating. Wing Champion for the program management IPT. Established Wing policies and processes for daily program management. Led the quick recovery effort when a contractor failed to meet the schedule on a foreign trainer program: international crisis averted.

Deputy Director, Air Mobility Sys Program Office, Apr 02 to Jun 02. Responsible for directing the modernization, development, test, production, deployment, and sustainment of new/existing aircraft systems to meet Air Mobility Command (AMC), Air force Reserve command (AFRC), Air National Guard (ANG), and Special Operations Forces (SOF) mission areas. Responsible for program direction and resource managements of C-5, C-32, C-37, C-40, C-130J/AMP, E-10A, KC-767, and aircraft protection programs. Total program value in excess of $29B. Led the Air Mobility human resources team ensuring that military, civilian, and support contractor positions were filled with knowledgeable people with the skills and ability to do an outstanding job.

Chief, Acquisition Center of Excellence, Aug 00 to Apr 02. Led the 20-person Acquisition Support Team giving support, advice, and guidance to ASC’s integrated product teams (IPTs) through the entire acquisition process. Enabled each IPT to follow a timely, efficient pre and post-award path toward successful achievement of its program goals. Taught individual IPTs to conduct informative market research; develop successful acquisition strategy; create clear and understandable requests for proposal; and select the offeror that provides best value to the Air Force. Guide IPTs with the development and implementation of acquisition tools such as an award fee evaluation tool, a contractor performance assessment report (CPAR) tutorial, and guides covering key areas of program execution. Advised the ASC Commander on major source selections and provided recommendations for program improvement and final selection.

Development System Manager, Subsystems Program Office, Mar 95 - Aug 00. Was the Development Systems Manager for USAF automatic test systems (ATS). Led the development, procurement, sustainment, and upgrade of special purpose computers with their software and special equipment to test Air Force weapon systems

and their associated subsystems. Separately, managed the Integrated Digital Environment (IDE) Program in a 500-person organization. Structured a dynamic information environment for Air Force acquisition and sustainment to support business activities and provide immediate access to information. IDE used the latest technology in computer resources, the Internet, and telecommunications to achieve paperless acquisition and develop a collaborative work environment.

Senior Acquisition Logistician, ASC Staff, Apr 94 to Mar 95. Was the logistics “third person” visionary leader for the development and implementation of integrated acquisition policy and reform at Aeronautical Systems Center (ASC). Served as the recognized authority and technical expert/ advisor for acquisition logistics functions as they related to ASC’s implementation of acquisition policy. Worked on the Center reengineering team to identify ASC’s key processes and then devised a method to assess the health of these processes. Resulted in Center performing a self assessment of processes, evaluating the results, and creating a roadmap to improve key processes that tied to ASC’s strategic plan.

Director of Acquisition Logistics, Aircraft Program Office, Sep 91 to Apr 94. As the Chief of Acquisition Logistics in the Aircraft Program Office, was responsible for technical and administrative direction to logistics lead functional staff and logistics team members for 27 different programs valued over $30.8 billion. Trained, equipped, and organized the Aircraft Program Office logistics people to ensure the acquisition of supportable aircraft at an affordable life cycle cost. Directly involved in training, strategic planning, apprenticeship, mentorship, process ownership, and supportability analysis for all programs.

Director of Acquisition Logistics, B1 Program Office, Oct 90 to Sep 91. As the B-1 Deputy Program Manager of Logistics, responsible for managing, planning, coordinating, and directing all integrated logistics support and acquisition logistics management for the B-1B Bomber. Included the effort associated with managing and integrating the assigned logistics elements of technical orders, training equipment, support equipment, intermediate automatic test equipment, depot maintenance activation, computer resources, spares provisioning and site activation planning. Responsible for the development and procurement of $1.8 billion worth of peculiar support equipment and TOs.

Various Positions, Apr 72 - Oct 90.

Worked at HQ EUCOM in Stuttgart Germany, Rickenbacker AFB, Newark AFB, and HQ AFLC. Held jobs as a productivity enhancement specialist, management analyst, maintenance specialist, and logistics management specialist at grades GS-11 to GS -14. Worked in multiple services, three commands in the Air Force, a depot, Headquarters, and ASC.

WORK EXPERIENCE IN EDUCATION

Park UniversityParkville MOAdjunct InstructorSeptember 1976 to Present

Developed and taught in residence and online several Psychology, Management and Logistics Courses.

Capital UniversityColumbus, OHAdjunct Instructor

September 1987 to December 2007Developed and taught in residence several Psychology courses at the Dayton Residence Center.

Central Michigan UniversitySeptember 1991 to December 2006

Developed and taught Graduate Courses in Information Technology throughout the United States.

Embry-Riddle UniversityDayton Residence CenterSeptember 1999 to December 2005

Developed and taught Graduate Course in Flight Simulation. Also developed and taught undergraduate courses in Information Technology.

Awards: ASC Outstanding Training Team Systems 2007Air Force Achievement Award, 2007677th AESG Team of the Year Award, 2007Three Meritorious Civilian Service Awards, 1994, 2002, and 2007Air Force Outstanding Acquisition Support Team, 2001Product Group Manager of Year in AFMC, 1996Organization of the Year in AFLC/AFALD, 1990Performance Awards, 1980 - 2007

Professional Associations: International Society of Logistics