IT Program Manager, Department of Transportation
ActioNe
Total years of experience :23 years, 4 Months
As IT PM I manage the overall success of five separate Task Orders in a portfolio worth $30M over five years. I report directly to the CIO DOT/Volpe Center & the
Senior Program Manager for DOT/ActioNet and manages a total staff of ~41 contractors. Furthermore, I'm responsible for coordinating and monitoring scheduling,
pricing and technical performance of all IT services for DOT in MA, operated as a series of task orders under a larger overarching IT services contract. I am also
responsible for overseeing all day-to-day activities including program operations, all financial and contractual matters, serving as the primary representative with the
federal customers, including the Contracting Officer and Contracting Officer’s Representative, and all personnel management activities include HR functions of
recruiting, hiring, performance reviews and discipline.
Manages a portfolio of over $25M while supervising a team of 12 professionals, AFLCMC CTO’s principle director, Oversees complex projects/programs from design
and development to production, defines requirements and plan project lifecycle deployment, defines resources and schedule for project/program implementation, create
strategies for risk mitigation and contingency planning, plans and schedule project deliverables, goals, milestones, performs team assessments and evaluations,
efficiently identifies and solves project issues, demonstrates leadership to define requirements for project risk, develop Requests for Proposals (RFP) for external
services, designs and maintain technical and project documentation.
Demonstrate critical thinking and strategic planning skills in directly supporting the Under Secretary of the Air Force to ensure optimal alignment of core AF
functions and missions in the joint warfighting mission. Play a key role in overseeing $10 billion in projects for functional communities, including Personnel,
Civil Engineering and Nuclear Assurance by leading team to define requirements, identify associated capabilities, and use Lean techniques. Spearhead the
successful transformation of AF Information Technology (IT) capabilities, a collection of isolated legacy systems connected through point-to-point
interfaces, to a net-centric approach. Facilitate review of 8, 500 quality records for 10 AF senior leadership career vectoring boardsfor E-9, O-6, GeneralOfficer
(GO), and Senior Executive Service(SES) personnel.
• Deliver an efficient and effective product and eliminate duplication and waste by driving nuclear enterprise monitoring data structuredesign, the
AF's #1 strategicpriority.
• Create ontology of nuclear program at less than 50% total projected cost by sustaining production capability for $3.2 million data supportcontract.
• Ensurecritical informationexchangefor new $1.5 billion Air Force Integrated Personneland Pay System(AFFIPS).
• Manage 10 PhD-level experts and a $3.2 million contract while capturing AF Information Exchange requirements, with 54 critical data exchanges.
• Significantly reduce processing time and eliminate several hundred application backlog, helping 2, 000+ warriors by leading9-person team to
effectivelyuse Business ProcessReengineering techniques.
• Generate$60 million in IT cost savings by effectively leading9 Headquarters Air Force (HAF)-levelorganizations.
-Continued-
Shawn H. O’Day - Page 2 shawnoday@msn.com
DEPUTY DIVISION CHIEF, SYSTEMS PLANNING AND INTEGRATION DIVISION - Plans in Integration Director, Manpower, Personnel and
Services
Successfully contributed IT expertise and leadership skills in counseling senior executives and officials on investment, enterprise architecture, and
InformationTechnology(IT).
• Recognized by management for exceptional communicationtalents and relied upon to serve as primary liaison between two functionaldirectorates
within the Pentagon, AF/A1 (Personnel)and USAFCIO (SAF/XC).
Spearheaded a Basic Military Training (BMT) Squadron, annuallytraining more than 6, 500 civilians by leading and mentoring a 50+ member team of Military
Training Instructors (MTIs) training 1, 000 personnel at a time in a 24x7 operation. Oversaw 17% all yearly AF accessions. Supervised $30 million, 20 dormitory
recruit housing and training facility covering more than 8 acres with $450, 000 in instrumentsand a $250, 000operationsand maintenance (O&M)budget.
• Selected as the 1
st
choice to Command and 1
st
squadronchosen to move to new facility.
• Transformedorganizationfrom last to first place and delivered key AF combatcapabilitywhile achieving the lowest attritionrate, 5.5% from more than 15%.
• Achieved top “Excellent” ranking from Inspector General and saved $5 million by facilitating more than 15 Air Force Smart Operations for the 21st
Century(AFSO21) Lean improvement initiatives.
CHIEF, FORCE MANAGEMENT AND SECURITY BRANCH, OPERATIONS DIVISION, COMMUNICATIONS DIRECTORATE EXECUTIVE
OFFICER, INTELLIGENCE AND REQUIREMENTS DIRECTORATE -Wright Patterson AFB
Steered all facets of Information Assurance (IA) for 11 bases with 100, 000 clients and certificationand accreditationof 1, 200 systems by leading a 50-person team.
Oversaw communications&emanations security of1, 500 pieces of equipment on 11 bases. Managed $35MforCommunications sustainment programs &contracts.
Earned recognition as Major Command (MAJCOM) Communication &InformationOfficer of the Year, out of 54 Field Grade Officers(FGOs)nominated
• AwardedMilitaryOutstandingVolunteer ServiceMedal for 1100 hours of communityservice.
• Reducedforce requirementsfrom 180 to 40 personnelby combining2 Air Force MaterielCommandDirectorates.
• Led critical $250, 000 communications upgradeat national classified site as the Joint IntegratedProjectTeam (IPT) lead.
• Saved $2 million by consolidating and divesting InformationAssurance(IA) initiatives.
DEPUTY DIVISION CHIEF, INFRASTRUCTURE SERVICES; OPERATIONS OFFICER, ENTERPRISE INFRASTRUCTURE DIVISION -
Led 24/7 hub for Agency systems and infrastructure by directing operations and support for 80 networks, $83 million annual budget and 5 branch, 600-person
contractor, government and military personnel team providing troubleshooting and reporting status. Presented morning status to senior leadership, including
Secretary of Defense (SECDEF), US Northern Command (USNORTHCOM) and Joint Task Force-ArmedForcesInaugural Committee(JTC-AFIC)staff.
• Directed NGA’s $1 billion Operations and Sustainment(O&S) corporate business enterprise by managing a $75 million annualworldwideWide Area
Network(WAN), Local Area Network(LAN), and Metro Area Network(MAN).
• Superviseda 5-branch, 600-personcontractor, government, and militarypersonnelteam supporting15, 000 workstations, 10, 000secure/unsecuretelephones,
41 secureVideo-Teleconference(VTC) studios, and 5, 000+ wirelessdevices.
Represented NIMA at government, DoD and intelligence trade shows and conferences. Personally chosen as Executive Officer to the NIMA Military
Executive (#3 person in the entire agency), supporting 13, 000 military, civilian and contractor personnel assisting UnifiedCommands, deployedJoint Task Forces,
Armed Services, US Government, and Allied Forces.
• Created new Program ManagementOffice supportingO&S for 1000 Imagery Analysts (IAs) worldwide by leading $100 million, 5-year O&S program
from the PresidentialBudget Directives338/339to build 16 geographically separated sites.
• Boostedimageryand geospatialcapability180% for 3 sites by installing and testingcommunicationarchitectures.
• Decreased intelligence analysistime 80% by improving exploitationsystemperformance with 2 upgrades in 4 months.
DEPUTY CHIEF, DATA TRANSPARENCY DIVISION; AIR FORCE (AF) COMMUNITY OF INTEREST (COI) PANEL CHAIR, BUSINESS
