Keith L. Bearden. Resume

Transcription

1 Keith L. Bearden Resume Senior Leader in Program Management, Research and Development and Academia I am a results-driven servant leader focused on motivating and developing my subordinates and peers in order to achieve mission success. I have led very small high performance teams to very large organizations in research, development, sustainment and academia. Success is measured by delivering warfighter needs on-time, on-cost while at the same time motivating those around me to excel professionally and physically. Objective I am interested in continuing my service to our Nation by utilizing my talents in technology development, leadership, program management and systems engineering at the executive level. Areas of Expertise Leadership & Team Building Mechanical Engineering CNC Machining Program Management Systems Engineering Change Management Research and Development Structures and Materials Resource Management Sustaining Engineering Mechanical Testing Budget and Cost Control Software Development Undergraduate Education Strategic Planning Aeronautical Engineering CAD/CAM Written and Verbal Communication Research Interests Systems Engineering Digital Engineering Additive Manufacturing Advanced Manufacturing Advanced Materials Low Observable Modeling and Simulation Electronic Warfare Process re-engineering Advanced Propulsion Digital Thread Digital Twin UNITED STATES AIR FORCE Career Highlights (1988-Present) Key Positions and Accomplishments: Deputy Director, Engineering and Technical Management, HQ Air Force Materiel Command (AFMC), Wright Patterson AFB OH (Col) (2014-Present) Vision: Leading the world s premier Scientific & Engineering team delivering an agile technical foundation for innovative and cost-effective war-winning capabilities Mission: Leading and enabling technically sound agile war-winning capabilities by shaping the Air Force S&E Workforce, supporting AFMC Centers Technical Execution, advising the AFMC Commander, and leading an Agile Air Force Engineering Enterprise Critical Member of OSD AT&L s (Office of the Secretary of Defense, Acquisition Technology and Logistics) Better Buying Power 3.0, Strengthening Organic

2 Engineering Capability. Army, Navy, Air Force and DoD collaboration to define interoperable service needs o Focus Area 3 Analysis Capability o Driving Digital Thread/Digital Twin/Digital System Model across the services o Defining Request for Proposal language to ensure engineers get the right data o Combining this effort with the AF Service Acquisition Executive s, Own the Technical Baseline initiative Leading AF Engineering Enterprise Executive Council (EEEC) Priority 2, Enable High- Quality Decision. Collaboration across AF engineering enterprise: AFMC and AFSPC. o Developed and deployed the Decision Framework to AF Acquisition creating 12 decision/pivot points with engineering rigor to ensure we are making informed decisions. o Developed and deployed Cost Capability Analysis to the acquisition community AF standard process in developed and deployed across AFMC. Working with Air Force Space Command (AFSPC) to adopt process. Leading effort to define engineering tools required to Own the Technical Baseline, provide decision quality at the pivot points, enable additive manufacturing and condition based maintenance. o MITRE and my team are assessing the Acquisition process from concept development through disposal for the engineering tasks required. Once we have the who and what we will have a team determine the how. This will then inform the tools. We have completed one decision point for the who and the what. We will provide the first list of requirements to the AF Corporate Structure for funding in April Computational for Research Acquisition Tools Environment Air Vehicles (CREATE- AV) Collaboration with Army, Navy, Air Force and DoD. o CREATE-AV is the preeminent engineering suite of tools for multi-physics analysis. The suite includes CFD for fixed wing (Kestrel) and rotary craft (Helios), FEA, turbine engine (Firebolt), Radio Frequency (Sentri), Concept Design (DaVinci) for fixed wing, and an advanced meshing tool. The DoD has invested over $100M in the development of these unmatched High Performance Computing tools. I am member of the Board of Directors helping to define the requirements for CREATE-AV as it continues to mature. o We are applying these tools to on-going acquisition programs to better inform decision makers, better refine the requirements and deliver programs on-time, oncost with the right requirements. I am applying it to JSTARS Recap, the AF s next battle management and ground tracking radar I secured $1.5M to perform the following analysis: Use Kestrel to verify and validate contractor designs and working with Air Combat Command to refine their requirements based on bringing the development models into a realistic modeling and simulation environment for ACC to assess the impacts of each of their requirements. Use Sentri to verify and validate contractor designs for EMI concerns. Investigate how to use physics-based models to streamline and reduce testing regime for this non-developmental system. Leading the Product Lifecycle Management Initiative Implementation Plan for the USAF, spanning all Program Executive Officers. Collaborating with HAF/A4, AFMC/A4, AFSPC, SMC, AFLCMC, AFSC.

3 o Developed a Change Management Plan o Developed a Communication Plan o Developed a Strategic Communication Brief to take to the stakeholders o Developing a Data Health Metric to assess readiness for each program to onboard a PLM solution o Developed and Integrated Master Schedule to achieve PLM implementation in concert with all Logistics IT transformation initiatives (MROi (Manufacture, Repair and Overhaul Initiative), SCMi (Supply Chain Management Initiative), Item Manager, etc.) Small business initiatives o Developed a Condition Based Maintenance plus Prognostication (CBM+P) course for AFLCMC engineers with a small business that engaged with me during a Wright Patterson Industry Day. The course covers everything from algorithms to sensors. Utilizing current standard process sought and secured $50K in 2015 funding for 2 courses and $25K for 1 course in The ability to predict and only bring our systems in for depot maintenance when they need to come in for depot maintenance will significantly reduce cost and schedule while at the same time increasing our aircraft availability to the warfighter. o Developed a Hands-On Additive Manufacturing (AM) Course for AFLCMC engineers with a local small business that engaged with me after a AM presentation I gave at a local industry outreach. The course covers current technology, design practices, hands-on design, analysis and printing as well as providing unique industry perspectives. I obtained $50K in 2016 for one course. The course will greatly increase the working level knowledge of AM, what it can do, what it cannot do and when we should use it. Appropriate adoption of AM will significantly reduce cost and schedule for both development and sustainment of our weapon systems. o I arranged for a Cooperative Research and Development Agreement (CRADA) between a local advanced welding company and the AFRL and USAFA. This will allow these advanced welding techniques to be matured and then transitioned into our depot maintenance activities saving time and money. Director, Program Development and Integration Directorate, Air Force Life Cycle Management Center, Wright Patterson AFB OH (Col) ( ) Leader of a 300 person organization of program managers, engineers, analysts and support staff; executing over $180M/yr to develop future Air force programs across three geographic regions, Hanscom AFB, Eglin AFB and Wright Patterson AFB. Mission: Establish the foundation to acquire and support war-winning aerospace capabilities. Development Planning (DP) (Aerospace, Cyber and Command and Control, Intelligence Surveillance and Reconnaissance, and Weapons) o Successful Materiel Development Decision (MDD) for T-X (Advanced Pilot Trainer), PAR (Presidential Aircraft Recapitalization), LiMa (Light Mobility Aircraft), HTM (Hard Target Munition). MDD is permission for the AF to enter into an acquisition program to fill a requirement. o Formed a single Development Planning (DP) organization during AFMC 5- Center Construct reorganization. This involved a significant culture change across multiple geographical regions.

4 o Managed AF Requirements Analysis and Maturation Program Element (PE) (AFMC and AFSPC). o Developed and documented Development Planning Standard Process for the AF. Modeling and Simulation o Oversaw building construction and ribbon cutting of the new 108,000sf Simulation and Analysis Facility (SIMAF, Bldg 802) on-time; on-cost Government-Owned, multi-level security, open architecture, hi-fidelity physics-based modeling to allow cost effective analysis of future capabilities before committing to an acquisition program. Focused on increasing organic capacity to enable rapid response accomplished! Focused on achieving independent funding line - $4.1M in FY14 OMNIBUS and BPAC within the Requirements Analysis and Maturation Program Element. Now sustained in the AF budget with $7M/yr 2016 and out for the next five years for operations and sustainment. o Intelligence Surveillance and Reconnaissance (ISR) Multi Resolution Analysis $3.8M HAF/A2 funded study to develop a repeatable, physics-based methodology to accomplish Capability Planning and Analysis. Personally ensured the methodology will be extensible to all Core Function Support Plans (CFSP). Ensured the study is being conducted at the right security level including National Technical Means (NTM) and AFSPC to capture the full ISR capability. Process has been adopted by the CSAF to better inform AFCS decisions. Funded at $13M/yr to perform specific analysis for future needs and requirements through the Enterprise Capability Collaboration Teams (ECCT). The first ECCT is Air Superiority. AFLCMC focal point for SBIR (Small Business Innovative Research) o Developed and documented process to select the best SBIR topics across AFLCMC acclaimed by Directors of Engineering (DOE) as best ever! AF Rapid Innovation Fund o Developed and documented process to gather AF requirements from all MAJCOMs and Program Executive Officers (PEO) to encourage the transition of technology into programs of record. o Collected PEO/Directorate inputs from across the AF to inform the Broad Agency Announcement, led white paper selection process, led proposal selection process before hand-off to the directorates for contract award, and tracked status of each project. DoD Anti-Tamper Executive Agent Program Office o Established new program office after transition from AFRL. o Temporarily housed the office in Bldg 802 while new vault was in construction. o Ensured program office had the necessary resources. DoD Computational Research for Engineering and Acquisition Tools Environment (CREATE) Air Vehicles (AV) o Developed DaVinci tool for rapid concept development, allows engineers and users to quickly develop and analyze concepts. Tool has the ability to develop a watertight outer mold line that can then be passed to Kestrel for high-fidelity analysis.

5 o Supported HPCMPO in deploying CREATE-AV to program offices and to Industry. o Voting member of the CREATE-AV Board of Directors Digital Thread/Digital Twin/Digital Systems Model o AFLCMC Lead for developing the concept of Digital Thread with OSD RE, AFRL, AFTC, HPCMPO. o Additive Manufacturing (AM) advocate bringing AM into AFMC. Working to develop AM processes and policies with AFRL, AFLCMC and AFSC in order to take advantage of AM technology for non-airworthiness parts as well as airworthiness parts. o Key Member for OSD s Better Buying Power 3.0 Strengthen Organic Engineering Capability. BBP 3.0 is a multi-service effort. I am specifically working on Focus area number 2: Analytic Tools/Data required to accomplish Mr. Kendall s vision. Submitted and was awarded a $2.25M an FY14 High Performance Computing Modernization Program (HPCMP) Dedicated HPC Project Investment (DHPI) for a 5000 core supercomputer to enable Development Planning, Digital Thread, DaVinci, and SIMAF supercomputing requirements to be conducted at the appropriate security levels. Requirements to Resources for AFLCMC developed innovative, transparent process for accepting and resourcing (human and infrastructure capital) new work within the AFLCMC. Organically developed and deployed process automation in less than one year! Key Leadership role during AFMC 5-Center Construct reorganization. Chief, Air Force Materiel Command Commander s Action Group, Air Force Materiel Command, Wright Patterson AFB OH (Lt Col) ( ) Leader of a 14 person high performance team responsible for all engagements for the AFMC Top 3 (CC, CV and CA). Every meeting, every presentation, every speech, and every conference for two years we never dropped the ball! Primary Responsibilities/Accomplishments: Over 200 trips and 100 strategic events CORONA Top in 2009 and 2010 Gen Carlson s Retirement Gen Hoffman s Promotion and AFMC welcome activities Personally orchestrated Lt Gen Gabreski s international relations trip to Poland Lt Gen Gabreski s Retirement Lt Gen Wolfenbarger s Promotion and AFMC welcome activities Change Management from Wing/Group/Squadron Squadron Commander and Deputy Group Director, 542 nd Combat Sustainment Support Squadron, 542 nd Combat Sustainment Group and 752 nd Combat Sustainment Group, 542 nd Combat Sustainment Wing, Robins AFB GA (Lt Col) ( ) Squadron Commander for over 200 engineers, contracting officers and matrixed personnel providing sustainment support to Electronic Warfare commodities including software sustainment across the AF, ranging from AAR-47 missile warning system to ALQ-161 Electronic Warfare suite on the B-1B. After 2 years as Sq/CC, moved to Deputy Group Director in Avionics and then back to Electronic Warfare. Deputy Group Director/Commander for

6 Electronic Warfare Commodities (542 CBSG) and Avionics Commodities (752 CBSG) overseeing more than 440 personnel and $1B annually. Primary Responsibilities/Accomplishments: Smart Cable Independent Review Team (IRT) diagnosed critical safety of flight defect, diagnosed cause of failure, designed method for rapid repair, fabricated and tested prototype repair. Then went into rapid production and deployment of solution. Zero failures of new design! Deployed to Iraq as C-130E Mod Team Commander to add new Smart Cable design to the Iraqi C-130 aircraft aircraft now protected. Added missile warning system to A-10 providing MANPADS protection to the fleet Worked with our NATO allies to provide critical data switch to NATO AWACS at no cost! Driving force behind AF Electronic Warfare Life Cycle Management Group briefed concept at the CAF/MAF conference to all MAJCOM/CCs, garnered support to take message to CORONA Top. Change Management led the conversion to Wing/Groups/Squadrons at Robins, combined engineering and contracting into single cohesive unit! Assistant Professor and Engineering Mechanics Laboratory Director Department of Engineering Mechanics (DFEM), United States Air Force Academy, Co ( ; ) I was responsible for the approximately 20,000 sq ft Engineering Mechanics Laboratory at the United States Air Force Academy. I had six direct reports, one military officer and five technicians. I ensured the lab was equipped and ready to support the 20 members of the DFEM faculty. I controlled the budget, ordering, supplies, and scheduling of lab assets. I instituted a safety certification system for the students to ensure they only used equipment that they were authorized to use. While the lab director I was responsible for significant upgrades. I delivered three new scanning electron microscopes, four MTS servo-hydraulic machines, upgraded all MTS machines to their newest controller, upgraded the autoclave with a new digital controller, delivered two CNC milling machines, a Stratsys polymer 3D printer, chassis and engine dynamometer, and a fully equipped wood shop. The students had the most well equipped, professionally run lab that I have ever witnessed. All seven of us were there every day to support the students and faculty. At the USAFA, our teaching philosophy required course directors. The course director would develop the lesson plan, labs and exams for his/her course. This ensured all students were evaluated against the same standard. I was the course director for EM 460, Instrumentation, EM 490 Automotive Analysis, EM 491 Senior Design (for competition Teams) and EM 492 Senior Design (for non-competition teams). I taught EM120 Introduction to Mechanics, and EM 450 Composites. I have a very hands-on approach to learning. For every concept introduced I would have a lab or mini-lab to demonstrate that concept. Every sensor described in EM 460 was demonstrated. I used LabView and National Instruments digital acquisition equipment. I was particularly proud of my vibration block. The students would calculate the natural frequency and measure it. The students would vary sample rate to experience aliasing. The students used strain gages to convert deflection over time into acceleration and compare their results with the accelerometer

7 and the opposite. I pushed them hard. It was a very difficult course that was always one of highest rated courses in the department. My efforts earned me the 400-Level instructor of the year, four years in a row! I was also the SAE faculty advisor. I was the faculty advisor for the Formula SAE, SAE Mini- Baja, and SAE Heavy Lift competition teams. In 1996 my SAE Mini-Baja Team won the Mini- Baja West and took 5 th in the Mini-Baja Mid-West. I ensured our teams did all of the work. They did the design, the analysis, the fabrication, the testing and finally the competing. NOTHING was produced by a professional fabricator. Career Notes Early career positions held ( ) Project Engineer, Program Manager, Executive Officer, Research assistant Education: PhD in Mechanical Engineering, Colorado State University, Fort Collins CO (2000) MS in Aeronautical Engineering, AFIT, Wright Patterson AFB OH (1992) BS in Engineering Mechanics and Math, USAFA, USAFA CO (1988) Awards: AFMC Lance P Sijan Award Winner (2007) Robins Senior Military Engineer of the Year (2006) Association of Old Crows Executive Manager of the Year (2006) DFEM 400-Level Instructor of the Year (1998, 2002, 2003, 2004) Certifications: Acquisition Professional Development Program certified Level III in Program Management and Systems Planning Research Development and Engineering Professional Development: Air Force Leadership Training, SOS (1994), ACSC (2002), AWC (2006) Advanced Program Managers Course, Defense Acquisition University, 2012 Professional Societies: Society of Automotive Engineers (SAE) Association of Old Crows (EW professional society) Tau Beta Pi (Engineering Honor Society) Publications: I have been out of academics and research for the last 12 years. Security Clearance: US Citizen, active Top Secret Clearance Technical Specialties: Servo-Hydraulic material testing, Static and Dynamic Data Acquisition (National Instruments H/W, LabView S/W), CNC Machining, CAD/CAM (Solid Works, Mechanical Desktop), Finite Element Analysis (ANSYS, NASTRAN), Photo-elasticity, Electronic Warfare, Composite Manufacturing (wet layup, autoclave, VARTM), Systems Engineering