Glenn Dredden Sr.

To secure a career in senior enterprise systems management or project management that provides personal and professional growth opportunities with a progressive company on the cutting edge of technology. Willing to relocate with the position. Clearance: Active Secret. Profile Results-producing enterprise systems manager with a proven record of accomplishment in planning and leading comprehensive projects in support of enterprise goals and objectives. As the Director of Logistics for LogiCore Corporation, responsible for the management of all engineering and logistics professional services provided to the federal government. Expertise in managing multidisciplinary teams, projects, enterprise information systems, as well as research and analysis in aviation, missiles, and ground support equipment at strategic and tactical levels. Work history includes working with the United States Army, United States Air Force, Headquartered Army Materiel Command (HQ AMC), major subordinate commands, and engineering support activities (ESA). Led all Training activities for HQ AMC G3/4 Enterprise Capabilities Integration Directorate (ECID) Logistics Modernization Program (LMP). Oversaw enterprise Product Data Initiative project for HQ AMC. Led engineering time and motion study, legacy systems analysis, and data mapping for an enterprise Product Data Management (ePDM) system. In-depth understanding of the systems development life cycle (SDLC), requirement management, and process reengineering. Demonstrated success in IT management, organization improvement, and growth through strong leadership and execution with proven results. Solid management skills; able to lead, guide, and mentor top-performing project teams. Lead Test Engineer skilled on FMS project. Gathered testing data and applied to product improvement initiatives. Managed subordinates and created positive working environment leading to enhanced productivity and product quality. Detail-oriented team player with strong organizational skills. Ability to handle multiple projects simultaneously with a high degree of accuracy. Organized and dependable candidate successful at managing multiple priorities with a positive attitude. Willingness to take on added responsibilities to meet team goals.

• Lead HQ AMC G3/4 Training in standing up a Business Center of Excellence
• The purpose of the center was to provide leadership, best practices, research, support, and training for focus areas where efficiencies are not really utilized in LMP
• This center served as a catalyst for continuous process improvement and education across the LMP Enterprise
• Designed and led implementation of Army’s ERP Logistics System (LM) framework and strategy that made all training material available to users across the enterprise
• The benefits of this efforts included: Single source of “truth” latest material available to End Users Standardization of LMP training content Visibility across AMC Sharing of LMP training content between sites Reusability of LMP training content (content that has already been developed) Same “look and feel” of all LMP training content
• Assumed team lead role for LMP Training at the end of July 2015
• Led, mentored, and assigned workload for LMP Training Team
• Led all facets and activities of LMP Training for HQ AMC
• Enterprise Capabilities Integration Directorate (ECID)
• Provided advanced training and subject matter expertise on Business Intelligence which includes SAP Web Intelligence, Crystal Reports, Dashboards; Enterprise Data Warehouse; and SAP Manufacturing Integration and Intelligence (MII)
• Over the past two-years taught over 1200 developers, business analysts, and end users how to create queries, reports, charts, and dashboards using BusinessObjects
• Provided subject matter knowledge on the use of the Business Warehouse called Enterprise Data Warehouse (EDW) and SAP HANA in the LMP environment
• Provided expertise on On-line Transaction Processing (OLTP) versus On-line Analytical Processing (OLAP) and how data is stored and transferred to the warehouse using extract, transform, and load (ETL) procedures
• Led Training Team that developed Enterprise Strategy for SAP Business Intelligence and Data Analytics courses
• Develop enterprise training strategy using uPerfom (ServiceNow) to incorporate training across the enterprise, Command, and sites
• Additionally, provided training on MII 14 and MII 15 to developers within AMC
• Concepts included how to create queries, reports, webpages, charts, and dashboards from data in the Complex Assembly Manufacturing Solution (CAMS)
• CAMS is the database used by the depots and arsenals to capture shop floor level activities
• Actively, worked training triage tickets to assess and develop solutions to business intelligence software and training materials
• Managed all aspects of training Increment 2 Wave 3 end user and strategy and execution of sustainment training
• LMP Increment 2 has been rolled out to over 14,000 new users over 3 waves during the period of October 2014 and August 2016
• Led high-performing LMP Training Team which was the only area to receive all “green” in an independent assessment of the program by Army Test and Evaluation Command (ATEC)
• Per the Principal Deputy to the DCS, G-3/4 “You all developed and managed the implementation of LMP Increment 2, an $850M program, that extended LMP down to the workbench in the OIB
• That program was recognized as one of the best software programs developed within the DOD and was recognized as one of the best and most complex fielding’s of an Enterprise Resource Planning (ERP) program in business history”
• Developed Microsoft Excel models to capture course survey data from Full Fielding sites
• Built several pivot tables and charts that depict training metrics based on the survey data extracted from the Total Employee Development (TED) system
• These metrics were regularly briefed to senior leaders at all levels to help them ascertain the performance and usefulness of the enterprise training across the command
• For Increment 2 Wave 3, metrics have been captured on over 223K training hours, 3, 051 classes for 43.5K attendees (individual seats) trained
• Authored article on behalf of the AMC G3/4 Training Team titled “AMC’s LMP Training Cadre AMC’s Cadre the Centerpiece of Training”
• This article was featured in the LMP Express a newsletter for the LMP Community featuring key accomplishments for the program
• Developed LMP Training Sustainment Strategy for the LMP Training Team
• This strategy outlined and described critical activities and detailed functions that must be initiated as the LMP Increment 2 Wave 3 was rolled into sustainment
• The strategy outlined 5 key activities that will help ensure success with the new functionality through efficiencies and continuing education and training
• Worked with software engineering, developers, system architects, and functional leads to ensure all training requirements, materials and functionality were incorporated in the Enterprise Resource System (ERP) in accordance with the functional requirements document
• Key Member of Business Process Re-engineering Team that was responsible for assessing process weaknesses, identifying gaps, and implementing opportunities to streamline and improve the legacy processes that prevented efficiency
• This was part of the continuous improvement to ensure the Army will reach the benefits from the implementation of the ERP.