Experienced, flexible manager with the following skills:
Analysis/Problem Solving
Project/Program Management
Client Relationships
Personnel Management
New Business Development
To meet me click on: www.harringtonreed.com/?c=304
Resume details follow under experience.
Contact for Help! Phone: 702-736-6010, Cell: 702-235-1026, e-mail: ltaylor60@cox.net
Saturday, January 5, 2008
Thursday, December 27, 2007
Experience
R. Lee Taylor
155 Samoset Court, Las Vegas, NV 89148
Cell: 702-235-1026 / Home: 702-736-6010
ltaylor60@cox.net
Operations/Program Management
Flexible, detail oriented manager with twenty years of experience working in competitive environments. Effective communication and people skills result in cooperative working relationships and high productivity.
Analysis/ Problem Solving
Often used as a trouble shooter to evaluate and resolve client, performance, and management issues. Performs an unbiased analysis, defines alternative solutions, and typically negotiates a win-win solution.
Crisis Management
Transformed a failing 100 person project, where the Government had assumed management control, into a successful long term contract. Initiated a take charge management approach and reorganized the staff which resulted in a morale boost and better performance. These changes resulted in the Government management team being disbanded and eventually led to a long term 50 million dollar support contract.
Operations Management
Established strong working relationships and effective communication at all levels within the organization. Ensured policies and procedures were followed throughout the organization. Coordinated the performance review process and approved the salary administration of a 500 person organization.
New business
Identified new opportunities, analyzed client requirements, and supported all phases of proposal development which resulted in a $45 million dollar revenue growth over eight years.
Professional Experience:
Harrington & Reed, Las Vegas, NV Resource Partner 2007 to Present
Taylormade Financial Soultions, Las Vegas, NV Owner 2005 - 2007
Computer Sciences Corporation, San Diego, CA 1987 - 2005 Software Development, System Integration, Network Installation and Support, Computer Services
Deputy Director of Operations 1997 -2005
Reported directly to the VP of operations and performed management functions in support of over 500 employees located at various US and foreign sites. Assumed management responsibilities during his absence which involved providing direction to 10 direct reports and overseeing a 90 million dollar operation. Participated in new business initiatives and led proposal activities which resulted in 10% revenue growth per year.
Challenge: The corporate headquarters were in Falls Church, Virginia including all the support functions, such as HR, contracts, subcontracts, accounting, pricing, etc. These functions were represented in San Diego, but the employees reported to managers located in Falls Church. The challenge was to maintain high performance levels in a highly matrixed organization.
· Sustain Performance - Established strong working relationships and effective communication at all levels within the organization. Held monthly meetings with the support staff to resolve issues and promote cooperation. Coordinated with the support group managers to resolve performance issues.
· Policy and Procedure Standardization - Instituted a single point of contact for all policy and procedure issues. Received approved to modify procedures to accommodate employees in different time zones. Coordinated the performance review process and salary administration with the managers to ensure consistent application across the organization.
· New Business - Supported new business by identifying new opportunities, determining client requirements, and supporting all phases of proposal development resulting in a $45 million dollar revenue growth over eight years.
Program Director 1992 - 1997
Management responsibility for several contracts with a combined annual revenue of $20 million. The organization consisted of 8 direct reports and 135 staff members located at three sites.
Challenge: Maintain current customers and expand client base to achieve 10% annual growth.
Customer Focus - Recommended a creative contracting plan to allow the customer to retain our scientific staff. Characterized the work as advancing the state of the art in weather distribution systems which qualified the work for sole source consideration. The customer requested and received a $9 million dollar sole source contract for us to continue our development work.
Program Management/New Business Development - Inherited responsibility for a project that was developed by a different division of the company that consistently missed delivery schedules which resulted in a frustrated customer. Redefined delivery content and established realistic schedules that were met. Established rapport with the customer and participated in long term planning. During this time the Government issued a Request For Proposal to award a new contract to continue supporting this work. Developed a set of winning themes for the proposal, selected appropriate subcontractors, and completed and submitted the proposal. The proposal won and resulted in a 45 million dollar contract over a five year period.
Program Manager 1987 - 1992
Computer Sciences Corporation (CSC) was under contract with the Government to develop a combat system for a new amphibious warship that was under construction. CSC had over 100 technical personnel working on the project and the Government had an additional 40 people supporting the project. CSC hired me to manage this contract, get it back on schedule, and win back the confidence of the customer.
Challenge: The project was floundering and behind schedule and the Government brought in an emergency management team to oversee the day to day operation of the project.
Crisis Management - Evaluated the contractor staff, developed an understanding of the Government interfaces, and made immediate organization changes to assign functional responsibility to key personnel. This resulted in an immediate boost in performance and morale.
Leadership - Assumed control of the project by providing a plan of action at each Government meeting. Assigned detailed tasks for contractor execution and illustrated their conformance to project goals. These aggressive actions resulted in the removal of the Government management team in one month.
Project Management- Partitioned the project into functional areas and gave performance responsibility to assigned team leaders. Implemented repeatable procedures and used earned value techniques to track progress verses plan. This project was evaluated at SEI CMM Level 3 by the Government, which eventually led to a long term 50 million dollar support contract.
Hughes Aircraft Company, San Diego, CA 1982 - 1987
Major aerospace company, system engineering, system development, system integration
Department Manager
Developed project plans, established a software development facility, and provided project leadership for an average staff of 60 software engineers.
Challenge: Develop state of the art combat systems staying within the cost and schedule constraints of the contract.
System Engineering - Performed the requirements analysis, software methodology analysis, and system design for a new combat system for aircraft carriers. Defined a software development environment to support implementation activities. Completed the required system design specifications in time to support the Government Critical Design Review.
Project Planning - Defined a three year software implementation plan to support the development of a new tactical radio. Earned value techniques and completion criteria were used to accurately track progress verses plan. The Government imposed a strict stop work order if either the cost or schedule variance exceeded 15% verses plan. All software was completed within the cost and schedule constraints.
Program Management - Defined completion criteria that added value to the development process. Motivated the development team to follow the process and accurately report progress which provided early visibility of potential problem areas. Instituted get well plans, as necessary, to stay with the cost and schedule constraints.
Advanced Technology, Inc. San Diego, CA 1980 - 1982
Consulting services, computer services, software development
Senior Principal Engineer
Provided software development expertise to a small business and was the project leader of a software development project.
Challenge: Inherited a project with poor leadership, without a technical solution, and in jeopardy of being terminated.
· Customer Focus - Asked appropriate questions to determine customer requirements. Developed a technical solution, presented an implementation plan with cost and schedule estimates, and the customer responded with a $2.3 million dollar contract
· Project Leadership - Led a team of six software engineers. Overcame computer access problems by working half the team on swing shift and the other half on graveyard. Delivered interim products to obtain customer feedback. Final result was a product that satisfied customer expectations.
Education
B. S. in Mathematics, University of Utah
Professional Associations
Member of Armed Forces Communication Electronics Association
Member of National Defense Industrial Association
155 Samoset Court, Las Vegas, NV 89148
Cell: 702-235-1026 / Home: 702-736-6010
ltaylor60@cox.net
Operations/Program Management
Flexible, detail oriented manager with twenty years of experience working in competitive environments. Effective communication and people skills result in cooperative working relationships and high productivity.
Analysis/ Problem Solving
Often used as a trouble shooter to evaluate and resolve client, performance, and management issues. Performs an unbiased analysis, defines alternative solutions, and typically negotiates a win-win solution.
Crisis Management
Transformed a failing 100 person project, where the Government had assumed management control, into a successful long term contract. Initiated a take charge management approach and reorganized the staff which resulted in a morale boost and better performance. These changes resulted in the Government management team being disbanded and eventually led to a long term 50 million dollar support contract.
Operations Management
Established strong working relationships and effective communication at all levels within the organization. Ensured policies and procedures were followed throughout the organization. Coordinated the performance review process and approved the salary administration of a 500 person organization.
New business
Identified new opportunities, analyzed client requirements, and supported all phases of proposal development which resulted in a $45 million dollar revenue growth over eight years.
Professional Experience:
Harrington & Reed, Las Vegas, NV Resource Partner 2007 to Present
Taylormade Financial Soultions, Las Vegas, NV Owner 2005 - 2007
Computer Sciences Corporation, San Diego, CA 1987 - 2005 Software Development, System Integration, Network Installation and Support, Computer Services
Deputy Director of Operations 1997 -2005
Reported directly to the VP of operations and performed management functions in support of over 500 employees located at various US and foreign sites. Assumed management responsibilities during his absence which involved providing direction to 10 direct reports and overseeing a 90 million dollar operation. Participated in new business initiatives and led proposal activities which resulted in 10% revenue growth per year.
Challenge: The corporate headquarters were in Falls Church, Virginia including all the support functions, such as HR, contracts, subcontracts, accounting, pricing, etc. These functions were represented in San Diego, but the employees reported to managers located in Falls Church. The challenge was to maintain high performance levels in a highly matrixed organization.
· Sustain Performance - Established strong working relationships and effective communication at all levels within the organization. Held monthly meetings with the support staff to resolve issues and promote cooperation. Coordinated with the support group managers to resolve performance issues.
· Policy and Procedure Standardization - Instituted a single point of contact for all policy and procedure issues. Received approved to modify procedures to accommodate employees in different time zones. Coordinated the performance review process and salary administration with the managers to ensure consistent application across the organization.
· New Business - Supported new business by identifying new opportunities, determining client requirements, and supporting all phases of proposal development resulting in a $45 million dollar revenue growth over eight years.
Program Director 1992 - 1997
Management responsibility for several contracts with a combined annual revenue of $20 million. The organization consisted of 8 direct reports and 135 staff members located at three sites.
Challenge: Maintain current customers and expand client base to achieve 10% annual growth.
Customer Focus - Recommended a creative contracting plan to allow the customer to retain our scientific staff. Characterized the work as advancing the state of the art in weather distribution systems which qualified the work for sole source consideration. The customer requested and received a $9 million dollar sole source contract for us to continue our development work.
Program Management/New Business Development - Inherited responsibility for a project that was developed by a different division of the company that consistently missed delivery schedules which resulted in a frustrated customer. Redefined delivery content and established realistic schedules that were met. Established rapport with the customer and participated in long term planning. During this time the Government issued a Request For Proposal to award a new contract to continue supporting this work. Developed a set of winning themes for the proposal, selected appropriate subcontractors, and completed and submitted the proposal. The proposal won and resulted in a 45 million dollar contract over a five year period.
Program Manager 1987 - 1992
Computer Sciences Corporation (CSC) was under contract with the Government to develop a combat system for a new amphibious warship that was under construction. CSC had over 100 technical personnel working on the project and the Government had an additional 40 people supporting the project. CSC hired me to manage this contract, get it back on schedule, and win back the confidence of the customer.
Challenge: The project was floundering and behind schedule and the Government brought in an emergency management team to oversee the day to day operation of the project.
Crisis Management - Evaluated the contractor staff, developed an understanding of the Government interfaces, and made immediate organization changes to assign functional responsibility to key personnel. This resulted in an immediate boost in performance and morale.
Leadership - Assumed control of the project by providing a plan of action at each Government meeting. Assigned detailed tasks for contractor execution and illustrated their conformance to project goals. These aggressive actions resulted in the removal of the Government management team in one month.
Project Management- Partitioned the project into functional areas and gave performance responsibility to assigned team leaders. Implemented repeatable procedures and used earned value techniques to track progress verses plan. This project was evaluated at SEI CMM Level 3 by the Government, which eventually led to a long term 50 million dollar support contract.
Hughes Aircraft Company, San Diego, CA 1982 - 1987
Major aerospace company, system engineering, system development, system integration
Department Manager
Developed project plans, established a software development facility, and provided project leadership for an average staff of 60 software engineers.
Challenge: Develop state of the art combat systems staying within the cost and schedule constraints of the contract.
System Engineering - Performed the requirements analysis, software methodology analysis, and system design for a new combat system for aircraft carriers. Defined a software development environment to support implementation activities. Completed the required system design specifications in time to support the Government Critical Design Review.
Project Planning - Defined a three year software implementation plan to support the development of a new tactical radio. Earned value techniques and completion criteria were used to accurately track progress verses plan. The Government imposed a strict stop work order if either the cost or schedule variance exceeded 15% verses plan. All software was completed within the cost and schedule constraints.
Program Management - Defined completion criteria that added value to the development process. Motivated the development team to follow the process and accurately report progress which provided early visibility of potential problem areas. Instituted get well plans, as necessary, to stay with the cost and schedule constraints.
Advanced Technology, Inc. San Diego, CA 1980 - 1982
Consulting services, computer services, software development
Senior Principal Engineer
Provided software development expertise to a small business and was the project leader of a software development project.
Challenge: Inherited a project with poor leadership, without a technical solution, and in jeopardy of being terminated.
· Customer Focus - Asked appropriate questions to determine customer requirements. Developed a technical solution, presented an implementation plan with cost and schedule estimates, and the customer responded with a $2.3 million dollar contract
· Project Leadership - Led a team of six software engineers. Overcame computer access problems by working half the team on swing shift and the other half on graveyard. Delivered interim products to obtain customer feedback. Final result was a product that satisfied customer expectations.
Education
B. S. in Mathematics, University of Utah
Professional Associations
Member of Armed Forces Communication Electronics Association
Member of National Defense Industrial Association
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