Jarod Blecher

Supervised 8 and led an organization of 1.2K people to support 19K people across 43 organizations including supply and fuels, force protection, human resources and staffing, services, transportation, readiness, IT and cyber security

• Coordinated logistics, security, crowd support, cyber functions and education venues for first Air Show and base Open House in 13 years for 120K people: awarded “most successful international air show of 2022”
• Lobbied for a temporary living expense extension in coordination with multiple agencies alleviating a collective burden of $20M for 4,500 individuals across all services, a best practice
• Championed a base-priority Child Care Center hiring and recruiting plan, increasing provider staffing by 44% in 4 months and retention by 39%, remained above 91%.

Supervised 11 and led a 50+ multi-disciplined team to set and ensure supply policy supporting 5.6K people worldwide; managed $850M sustainment budget for 242 planes valued at $18B; resolved supply chain, fuels and movement issues

• Facilitated sealift of 6 transport aircraft via synchronization with Army transportation headquarters and 3 Air Force wings, securing aircraft tail-swaps for vital refresh in combat areas of operation
• Sped inventory accountability system migration of 9K line items though coordination and clear communication with 3 headquarters worth $163M of special operations equipment with zero losses
• Established 58-member team of 22 different career fields that paved way for new Air Force-wide force deployment posture, increasing service-wide efficiency, combat effectiveness and readiness

Supervised cross functional special operations logistics team of 6 executing transportation, supply chain, and maintenance; responsible for planning, programming, budgeting and resourcing $18M special operations unit with assets across Middle East

• Guided purchase of special purpose destruction device saving $250K resulting in reduction of manpower requirements from 128 to 10 hours per year
• Led war-readiness equipment inventory spanning 7 countries totaling 2K items worth $9.8M wtih zero losses
• Provided property book governing documents to Theater Special Operations Command, benchmarked for procedures/accountability and rectified process hole
• Rejuvenated unit supply discipline by instilling property accountability preserving $18M in equipment

Led 560 people and 600 local nationals executing counter-transnational organized crime and humanitarian assistance/ disaster relief; executed $32M annual budget; coordinated with Central American militaries, U.S. country teams and political leaders from 7-nations

• Moved 9 helicopters and associated maintenance from Honduras to Haiti in 3 days resulting in 415K pounds of aid delivered to 500K people just one day after hurricane landfall
• Rejuvenated manpower working group and synchronized with 11 directors on 110 positions, resulting in additional 85 slots for the next year and rectifying 4 years of neglect
• Guided realignment of chapel with regulations which increased efficiencies in tithes by 412% and programs 20%
• Represented JTF-B Commander at 5 operations across Central America, including 4 civil leader engagements and multi-national Special Operations Forces exercises to deliver JTF-B message and mission in person

Led Defense Department’s largest U.S. cargo/passenger port; supported $42M annual airlift operation; led 540 people across 3 career fields; maintained 70 special-purpose vehicles and provided fleet servicing to 10K aircraft

• Eradicated organizational accident trend by instilling safety culture resulting in an historic 179-day incident-free period, a 30% increase in accident-free days
• Championed continuous process improvement event by re-engineering supply to aircraft process using Lean Six Sigma resulting in saving $19K and 575 employee-hours per year
• Eradicated unit accident trend by instilling safety culture, actions crushed 54-day record with 179-day incident free period
• Championed Fleet process improvement event that re-engineered supply-to-aircraft process and vice/versa; projected savings of $19K and 575 man-hours per year