Huntington High

West Virginia University

Marshall University

Deputy Program Manager  at Peraton

Ashburn, Virginia, United States

As the ATIS-DPM’s (Army Training Information System-Deputy Program Manager)  my duties and responsibilities include, but are not limited to, the supervision of personnel, technical & functional program operations, maintenance and services at assigned Program management office location(s) engagement with the U.S. Army ATIS-PMO to coordinate program operations and ensure deliverables occur on time, within budget, and meet quality standards for the Army Training Community. I report directly to the Program Manager and manage the following:
-  Manage and have overall responsibility for in-country operations as defined by the task order.
-  Responsible for contract administrative functions including safety, security, and labor reporting.
-  Manage monetary resources to keep contract within budget guidelines.
-  Maintain routine liaison with contract management staff in the Washington, D.C. area and Globally.
-  Provide rapid and effective customer service and communication, including regular bi-weekly and monthly reporting, or more frequently if required, on challenges and successes and an assessment of the impact of each. Also responsible for taking KP (Knowledge Point) minutes, making any corrections identified by the Army and distributing electronically to the ATIS-PMO (ATIS-)Program Office and COR.
-  Ensure coordination and cooperation with other U.S. Government and internal programs operating in developing the ATIS Prototype.
-  Ensure report delivery, recordkeeping, administrative support, and internal administrative requirements.
-  Provide high degree of customer satisfaction by quality performance and best-return for their investment.
-  Oversee subcontract agreements with local companies providing labor, equipment, and supplies.
-  Provide input to reports and administrative direction to employees in Area of Responsibility.
-  Ensure employees adhere to the Program, Mission, and host nation standards of conduct concerning in- country operations.

Peraton

ATIS - Deputy Program Manager

Currently the Deputy Program Manager (Designee) for the DXC (formerly Hewlett Packard – Enterprise) solution for the Army Training Information System. Accountable for the communications management between HP-E and the Army Stakeholder's across the training enterprise. Additional responsibilities include the management of the project teams. Critical to this success is maintaining industries best practices and standards, in addition to having a deep understanding of DoD and Army training guidance, doctrine, publications, standards, policies and procedures applicable to the ATIS-Amy Training Information System Program.

Meridian Technologies

Army Training Information System - Consultant for DXC at Meridian Technologies

I was responsible for the planning, programming and policy development for all institutional training, collective training, training management and training support to increase readiness across the 54 States and Territories in the Army National Guard.  I acquire, distribute, manage and execute over $2.2 billion dollar budget to train 358.3K ARNG soldiers in live, virtual, constructive, and gaming environments. In this responsibility I closely coordinate with Headquarters Department of the Army, Forces Command, Training Doctrines Command, the Army Service Component Commands and the Joint Interagency environment on all matters affecting training in the ARNG. As a conduit for success I also interact with all 54 State Joint Forces Headquarters, in support of home-station, CTC (Combat Training Centers) and post mobilization training programs. In addition I am responsible to lead and mentor 412 military personnel and DA Civilians in Arlington Hall and 8 Forward Operating Agencies across the continental United States.

Army National Guard

Chief of Training Army National Guard

Served as the G5 Chief of Plans for First Army Headquarters, responsible for planning, coordinating and synchronizing Reserve Component mobilization, training, and demobilization in support of global force requirements as FORSCOM's executing agent for mobilization. I currently supervise and direct the activities of 29 Soldiers and Civilians in three branches responsible for short and long term planning of Strategic Concepts & Initiatives; Reserve Component ARFORGEN (Army Force Generation Model); and Force Management for the headquarters, its two subordinate Divisions, and 16 Training Brigades. Currently I coordinate and synchronize all strategic and operational planning with the First Army Staff, subordinate Divisions, higher headquarters & external enterprise partners. The purpose of which is to deliver operational-level mission analysis & decision support products to First Army Leadership and develop plans and orders to synchronize execution. Within the scope of this position I engineered and led First Army's planning efforts for Operation Bold Shift, a comprehensive restructuring of First Army that establishes a more effective organizational structure and collective training plan in support of Reserve Component in both pre- and post-mobilization. Within this effort it was critical to build rapport with senior leaders and consensus with external leaders across the Army’s enterprise partners. As the G5, Chief of Plans Chief  I ensure that the Command’s priority planning efforts are developed in a timely and accurate manner. This effort provided a high level of planning support and continuity during Operation Bold Shift. Within this position I have provided clear and concise updates on design and processes associated with the reorganization and restructure in addition to its implementation and the Operational Concept associated with how the new force structure will be utilized.

US Army

G5 Chief of Plans, Headquarters, First Army

Served as a Department of the Army Staff Action Officer in the Office of the Deputy Chief of Staff for Operations and Plans. I was responsible for the development, implementation, and monitoring the execution of programs, policies, and initiatives for the Army's institutional training base. I specifically managed the One Army School System (OASS). As the lead for the OASS I worked to establish multiple Proof of Principle (PoP) in the Fiscal Years (FY) 2015-2017. The Proof of Principles were designed to gain efficiencies by ensuring a Soldier, regardless of component (Active, Reserve, or National Guard), would attend the right school at the right time. Additional duties included participating in the Structure and Manning Decision Review (SMDR) which was the validation process for portions of the OASS.  I was designated as the lead action officer for formalizing a process to utilize Active and Reserve Component institutional capacity and resources to train additional quotas that surface during the year of execution. These issues are vetted at Training Resource Arbitration Panels (TRAPs) which approve or disaprove the additional requirement. Additional duties and responsibilities include conducting the analysis needed for the development of the MDEP (Management Decision Package). The MDEP is the funding associated with the sustainment and operations of the Army's Training Institutions.  Additionally, I was the Division lead for the institutional training line of effort associated with Army Training Summit III.  Those efforts resulted in recommendations made to the DCS G-3/5/7 on how the institutional training base could support home station training in the future for the Army.

Action Officer, HQDA G-3/5/7, DAMO-TRI

Deputy Commanding Officer for the 166th TASS (Total Army School System) Regiment; responsible for coordinating the efforts of the staff to ensure all support requirements for the three Battalions and a nationally accelerated officer candidate school. I managed the budget and all operational resources associated with the institution; served as facility manager for all Regimental buildings, classrooms and property; coordinate with national assets to ensure resources and requirements were clearly identified and executed; represented the Regimental Commander in his absence; to immediately identify challenges, quickly determine viable solutions and implement actions for success. As the Deputy Commander of a 548 bed facility I provided oversight of the Army Funding Allocation Model (AFAM) and the Army Training Requirements and Resources System (ATRRS) process’s resulting in an approved budget for the training year mission requirements. This analysis identified budget shortfalls in operations, resulting in actions to readdress funding practices at the national level. I developed and implemented a budget process providing detail in appropriate depth to ensure complete accounting for 2065 (Operational and Maintenance) budget funds and on a daily basis. I also provided oversight of all 2060 (Pay and Allowances) Account. Managing both budgets allowing the organization flexibility within all operational parameters without exceeding any appropriated funds. I developed a long term regimental strategic plan encompassing the years of 2012 thru 2015, which linked additional mission and resources that increased throughput (Additional Students) from 5,500 soldiers to over 11,000 soldiers trained, equating to more than a 100% increase in mission accomplishment.

Army

Deputy Commander, 166th Rgt (RTI)

I Commanded a Stryker Cavalry Squadron with a Reconnaissance Surveillance and Target Acquisition Mission, consisting of one Headquarters Troop, three reconnaissance Troops, and one surveillance Troop. During peace time the organization had personnel numbering 436 Soldiers although during combat operations in Iraq, my Squadron became a Task Force, surging to over 750 Soldiers that covered approx 150 square miles and included over 100,000 people. My duties included providing oversight and direction to administrative, facilities, logistical, operational and training programs throughout the organization. Additionally I was responsible for the coordination of the Intelligence, Surveillance and Reconnaissance (ISR) across the entire Stryker Brigade area of operations during combat operations. I was accountable for cultivating a Command climate that stressed team work, e’ spirit, safety, equal opportunity, and tough realistic training that attracted stellar Soldiers and retained the Army’s best Stryker Reconnaissance Scouts. During Combat Operations my organization became very effective through lethal and non lethal means in dismantling terror networks that posed a threat and obstacle to restoring Iraqi civil capacity. During this counterinsurgency fight that was conducted on an asymmetric battlefield, clear concise leadership was paramount to conveying intent and projecting expectations.  Keys to success included; technical and tactical proficiency, dynamic execution while empowering junior leaders to be agile and adaptive, which facilitated success both during war and peace for this organization.

U.S. Army

Squadron Commander, 2-104th Cavalry (RSTA), 56th SBCT

As the Squadron Executive Officer I was the commander's principal assistant for directing, coordinating, supervising, and training the staff. My specific duties were to direct and supervise the maintenance of the Common Operating Picture in the main TOC (Tactical Operations Center). Integrate and synchronize squadron Operational Plans and Operations Orders using the Military Decision Making Process (MDMP) and leverage the digital systems within the TOC. I directly supervise the main command post and headquarters cell, including the displacement, protection, security, and communications associated with that element. As the Executive Office I also functioned as the Squadron Administrative Officer / Chief of Staff, in which I supervised and managed a fulltime administrative staff of 26 Soldiers located in five distinct geographical areas. Additional duties included the supervision of the day-to-day activities of the unit in the absence of the Commander and advise the Squadron Commander in the areas of support and mobilization. Keys to success; I effectively mentored and coached a new staff of junior Officers and Non-Commissioned Officers, which greatly improved staff integration and the efficiency of the orders process. Under my supervision, the Squadron completed the Digital Tactical Operation Center (TOC) new equipment fielding and training which allowed the organization to participate in two highly successful Brigade Digital Exercises. During my period as the Squadron Executive Officer, it was a personal goal to attract and retain quality individuals. In attacking that goal the Squadron significantly increased its assigned strength by 4% to 102% by realistic and tough training. I developed a maintenance team program resulting in a Squadron equipment operational readiness rate of 97.2% which correlates to an above standard operational readiness rate which is normally 90%.

Executive Officer, 2-104th Cavalry (RSTA)

I was a Team Chief in the Stryker Brigade Combat Team (SBCT) Integration Branch assigned to the Army G-8, within the Directorate of Integration. I was responsible for coordinating all aspects of fielding, transforming, and preparing units for deployment. My scope of responsibility included all the Army's CONUS (Continental United States) based Stryker Brigades. Within that function I oversaw the integration of Stryker vehicles for all Stryker Brigade Combat Teams and Training and Doctrine Command. I supervised two contractors which assisted me in synchronizing the fielding of 75 major systems, 7000 associated pieces of equipment, and $6 billion in total program authority. As the Team Chief I was responsible for facilitating accurate and timely information exchanges between senior level leaders and program managers. Within those performance parameters I was expected to provided analysis and recommendations to the senior leadership at Department of Army (Pentagon), major area commands, installations, and unit levels. Due to my demonstrated abilities in building consensus and synchronizing multiple lines of effort, I was selected to step beyond SBCT staff actions and become the primary action officer for equipping the Army’s Evaluation Brigade Combat Team which spearheaded the Army's bridging strategy for the development of future ground “Combat Systems”.

HQDA G-8, DAPR-FDU (Pentagon)

As the Chief of Plans and Training for Army Training Site Camp Dawson I directed and coordinated training functions of the reservation which consisted of 4,777 acres of land. Those duties included scheduling military and civilian aviation, use of Military and Law Enforcement weapons training, ammunition, and Special Forces Training. I was responsible for ensuring the master training plan and calendar met all anticipated training requirements. When analysis identified shortfalls or scheduling conflicts occured, then recommendations for changes or additions to the plan were developed and briefed to the Leadership for decision. Additional duties included ensuring that training areas were operationally ready and where updated to accommodate specific training objectives. Keys to success: ensuring the continuity of operations through appropriations of resources and site support by developing a Team with all assigned personnel at the training site that had a common operating picture of expectation.

Chief of Plans and Training, Army Training Site Camp Dawson

I served as a primary staff officer (S-5) for a Special Forces Battalion. In that capacity I advised the commander on all Civil Military Operations (CMO) and on the legal/moral obligations of military operations. I implemented CMO in support of Special Warfare in Afghanistan, which included planning and monitoring all civil operations within the battalion’s area of responsibility. I served as a Liaison Officer coordinating the effort between the battalion, attached Civil Affairs units, Psychological Operations units, Government Agencies, and Non-Government Organizations for the battalion’s area of responsibility within the Afghan theater. Additional duties included having the responsibility as the Unit Movement Officer. That mission required moving over 300+ personnel and $21 million dollars worth of equipment from the United States to the Forward Operating Base in Uzbekistan, as well as nine other countries prior to entry into Afghanistan, then in reverse for our return back to the United States. Keys to success included; Communication, Team work, and proactive analysis to anticipate the needs of the organization so that decisive action could facilitate and support the Commanders operational intent.

Primary Staff Officer, 2-19th Special Forces Group (ABN)

As a Headquarters Company Commander, I was responsible for the development and training of the organization. I supervised both the individual and collective training programs for my unit and ensured that training management concepts were implemented and followed. I was responsible for providing guidance and supervision in the areas of readiness, resources, training, maintenance, mobilization, logistics, and personnel administration for the 276 Soldier unit. The Headquarters and Headquarters Company provided logistical, administrative, medical, human resource support and communications to the entire Battalion, in many cases across multiple geographical areas supporting completely different events. Keys to success were team work and clear communications with subordinates and junior leaders.

Company Commander, Headquarters / Headquarters Company, 1-150th Armor

As a Tank Company Commander I was responsible for a 14 Main Battle Tanks (M-1 Abrams) and other supporting equipment totaling over 200 million dollars. The keys to success I experienced included; the development of short and long term training plans and calendars, these gave a reference point to who, what, when, where, how and why to what we as a unit were doing. Establishing priorities of effort, and outlining how we as a unit defined certain events was key to accomplishing our training goals. One definition changed during my Command, from “Maintenance Activities” to “Maintenance Training”. As an Armor/Tank unit we had once piece of equipment that was the center of our existence, our Tanks. If they didn’t work then we didn’t work.  So maintenance was a critical part of our success as a unit. My individual and collective training programs also enforced that maintenance was the catalyst to victory. Team leadership and providing unity of vision at all levels carried over into areas of execution, planning, and soldier care programs all of which mirrored the same cohesive effort found in changing the paradigm from “Activities” to “Maintenance”.

Tank Company Commander, Delta Company, 1-150th Armor

As the Detachment Commander I had responsibility for a separate Scout Section located in a separate geographical area from the main Company. The Scout Section consisted of a Scout Platoon and Admin section that supported the human resource requirements associated with the 75 Soldiers attached. Keys to success included communication and the ability to anticipate requirements and apply resources to the challenges in an expedient and judicious manner.

Detachment Commander, Alpha Company, 1-150th Armor

Assistant Operations Officer (Air) – 1-327th Infantry; I planned and coordinated all air movement for an 800 plus Air Assault Infantry Battalion. The backbone to an Air Assault Infantry Battalion is its ability to move from one point to another by Helicopter during day and night operations. I was responsible for providing the flexibility of agile movement to the Battalion Commander so his ground tactical plan could come to fruition.

Executive Officer – C-1-327th Infantry; As the Company Executive Officer I was responsible for the administrative, logistical, and operational readiness of a 132 Soldier Air Assault Infantry Rifle Company. During this time period I attended the Strategic Deployment School which course of instruction allowed leaders a better understanding in moving units via Aircraft, Rail, Ship, and Truck to locations that training or combat mission were required.

Platoon Leader – C-1-327th Infantry; As a Platoon Leader, of an Air Assault Infantry Rifle Platoon I was responsible for the combat readiness of the platoon with an emphasis on discipline, training, maintenance, soldiers family welfare and esprit. The critical responsibility was to prepare the platoon for deployment within eighteen hours of notification to conduct combat operations anywhere in the world.  I was responsible for creating a cohesive organization that cared for soldiers and their families. In that role I provided leadership, direction, and management of all assigned personnel and equipment. Deployed to Operation Desert Shield and Desert Storm and participated in combat operations in liberating the country of Kuwait.

Shawn Reger

Shawn Reger