Kimberly Curtis

• Managed program execution by coordinating cross-functional teams to align scope, schedule, and deliverables with contract requirements.
• Managed program risks and associated action items to ensure timely mitigation and resolution of issues.
• Coordinated schedule integrations by mapping dependencies and monitoring milestone progress to keep timelines on track.
• Managed contract deliverables to maintain compliance with performance standards and internal procedures.
• Produced executive briefings summarizing program status and converting key insights into actionable decisions for senior leadership.
• Managed compliance across program lifecycle with industry regulations and organizational policies to reduce potential risks and liabilities for company.

• Coordinated and directed daily operational activities by organizing NAF commander plans across 14 wings, groups, and direct reporting units for 12000 airmen.
• Authored 3-year strategic plan for NAF, coordinating communication training budget and resource initiatives to maintain operational readiness.
• Prepared responses and supplied critical information for congressional inquiries to support transparency and accountability in operations.
• Managed Manpower Working Group to develop de-funding strategies for 600 positions to support compliance with congressional mandates while safeguarding 22d Air Force mission readiness.

• Led 120 recruiters across 50 geographically separated unit locations to support recruiting operations across 19 states.
• Sourced qualified, diverse candidates to support readiness requirements for 37 wings.
• Directed 10-person support staff to support mission readiness through manpower, facility, budget, and training requirement management.
• Collaborated with Wing Commanders to ensure manpower requirements alignment for operational readiness.
• Partnered with senior leadership to formulate recruitment policies enabling recruiters to meet accession goals.
• Ensured continuity of mission during global pandemic by quickly adapting virtual enlistments training courses and digital marketing efforts.

• Managed daily operations for Air Force Reserve recruiting services’ largest operations division by leading 30-person enlisted and civilian team supporting 44 flights.
• Oversaw marketing and advertising budget execution to support year-round advertising operations, totaling $15M annually.
• Partnered with AF/REP and AFRC/A1 to develop recommendations for fiscal year accession and retention goals to support end-strength requirements.
• Planned and executed strategic marketing initiatives to achieve high return on investment from leads and impressions.
• Established Total Force Accessions Medical Waiver Division and redesigned processes to support seamless accession transition and reduce waiver processing times.

• Led 23 personnel consisting of officer, enlisted, and civilian personnel managing the Air Force Reserve Force Development Program supporting 78K Airmen.
• Oversaw execution of 44 development team (DT) boards, 5 school boards, and STEP II board annually.
• Executed cost-saving initiatives for DT/DE boards, resulting in $110K savings for AFRC.
• Navigated fiscal year budget constraints by reallocating 64 quotas for displaced students, reducing costs to Command by $100K.

• Responsible for writing policy concerning promotions, retirements, separations and fitness.
• Coordinated with Secretary of the Air Force, Secretary of the Air Force Manpower and Reserve Affairs, Air Force Personnel Command, and Air Force Reserve Command on force management issues.
• Coordinated with Air National Guard and regular Air Force to develop a total force concept and combine policy, guidance, and regulations under the direction of the Secretary of the Air Force.
• Developed promotion board interview packages for Air Force Manpower and Reserve Affairs Office to support equitable promotion board decision-making.

• Managed developmental testing for $1.5B Air Force mission planning systems hardware, software modules, and integrated system components, overseeing 35 test engineers.
• Managed review board team review of 900 deficiencies to address critical software issues and support project schedule adherence.
• Defined and developed acquisition strategies for transitioning technology programs valued at $27m, analyzing contractor proposals for fiscal merit and schedule realism, and managing milestone budgets and criteria.
• Led joint effort to reutilize surplus weapons for asymmetric applications, achieving one-year schedule recovery and $10M budget savings.

GPA: 4.0