Lee T. Kline

Provided excellent customer care to maintain and improve customer relations, strengthen loyalty and increase product and service sales.

• Updated and published standard operating procedures (SOPs) using stakeholder, customer and employee input and feedback resulting in clearer and more useful instruction for users.
• Maintained constructive client and vendor relationships.
• Increased response to unit reports and challenged management to quickly respond to and act on reports.
• Implemented processes that simplified procedures and reduced average processing time.
• Coordinated visits and provided briefs to very important personnel (VIPs) improving knowledge and awareness of operational activities, programs and offerings.
• Interfaced with department heads to establish tracking mechanisms and processes that created clear and effective information flow internally and with customers.
• Verified compliance with best business practices throughout organization.
• Coordinated and led meetings to inform management and stakeholders of operational challenges and suggested improvements.
• Planned and resourced personnel and logistics for operations component exercises resulting in highly trained personnel ready to act quickly in critical roles.
• Optimized business processes to foster operational efficiency.
• Established positive and effective communication among unit staff and organization leadership, reducing miscommunications, and missed deadlines.
• Built and strengthened relationships across functional leadership areas to keep revenue development and operational plans interconnected and effective.
• Applied excellent problem-solving, process development, and strategic implementation skills to lead and support all areas of operations.
• Oversaw projects to help goals, tasks and milestones align with organizational strategy.
• Assisted with proactive client outreach initiatives and documented client correspondence in CRM system.
• Defined strategic goals to drive resource allocation, capability requirements and budgeting activities.
• Set clear goals to monitor targets and offered real-time input on performance and motivation.
• Serves as recognized authority/consultant and/or senior process manager, developing and implementing U.S. Army Aviation and Missile Command logistics policies for highly complex back shop operations at the Commands subordinate Aviation Center Logistics Command at Fort Rucker, AL.
• Employs knowledge of both maintenance and supply logistics requirements of army aircraft fleet, as well as those used solely for the training of Army, other service and Foreign Government pilots to facilitate the management of the logistics programs for several major complex aircraft fleets supporting training load.
• Coordinates with USAACE/ TRADOC/ training unit, Field Service Representative/Contractor Field Service Representative (FSR/CFSRs), (Boeing and Lockheed) and the Maintenance Contractor for technical issues, investigations, and maintenance resources in support of the aviation-training mission.
• Provides response to aircraft maintenance and logistics inquiries internally from Aviation Maintenance Division 125 personnel and from other Divisions or government agencies.
• Provides oversight of taskings required to be sent to the 3,500+contractors. Manages the annual budget requirements to ensure that the airfield requirements are known prior to funding request priorities and decisions are determined. Keeps updated as new requirements arise.

Serves as the AH-64E Hanchey Army Heli-Port (AHP) Manager, Contracting Officer Representative (COR), authoritative expert, and point of contact for the Aviation Center Logistics Command (ACLC) and the United States Army Aviation Center of Excellence (USAACE) for 115 AH-64E aircraft assigned to the training fleet.

• Learned and followed all organizational policies and procedures to maintain safe and professional working environments.
• Provides technical guidance and recommendations to superiors, high echelons of other DA and DOD agencies and industry representatives on matters pertaining to the quality of aircraft maintenance, readiness, safety, logistics support, engineering and cost control of the AH-64 series maintenance program for the USAACE training fleet, satellite activities and worldwide AH-64 series fleet.
• Manages and oversees both maintenance and supply logistics requirements training of Army, other service and Foreign Government pilots.
• Serves as the operations and maintenance expert in the development of Integrated Logistics Support to fleet support plans and is responsible for the logistics elements.
• Ensures compliance with policies and recommends policy changes to fit operation requirements.
• Ensures coordination and/or participation in planning of functional elements.
• Provides guidance and leads management teams in formulating, developing, and executing logistics plans pertaining to fleet support operations.
• Enhances logistics readiness/aircraft availability and supports fleet support operations effectiveness.
• Directly responsible for the care of 14 Civilian and eight Noncommissioned Officers
• Oversight of over 385 contract employees at the Combined Phase Maintenance Facility and 783 contract employees on Hanchey Proper Maintenance Facility.

• Assigned as a Supervisor for all Logistics Directorate functions, my current focus and responsibilities are to oversee the general supply and management of assigned, military, civilian and contract personnel as it pertains to the unit's mission.
• As the logistics management specialist in the command, have broad responsibility for planning, directing, coordinating, managing and reviewing all actions concerned with general supply management, aviation material management and logistical support for all aircraft and associated equipment assigned to the unit.
• Performs duties and resource advisor planning and programming necessary funding requirements to support unit flight, training, maintenance and administrative operations. Responsibility extends to supporting airframes, avionic, weapon systems, ground support equipment, As the ACLC subject matter expert for Logistics, and Maintenance, works with HQDA, PMs, AMC G4, G8 AMCOM G4, G4 Environmental and AMCOM G8, USAACE G4 and G8, and various contractors in the conceptualization, initiation, design, development, test, contracting, production, deployment, logistical support, modification, and disposal of weapons and other systems, supplies, or services (including construction) to satisfy DoD needs, intended for use in, or in support of, the Fort Rucker and Fort Benning, and FMX training missions.
• Duties are in support of aviation maintenance weapon system contract surveillance. Plan, develop, implement and manage effective and affordable product support strategies throughout the life cycle for systems.
• Deliver logistics products and services to sustain system operational readiness. Provides aviation logistics program oversight to assure timely operational support and integration of new logistical or changing supply ad services concepts and to develop methods and techniques required for all assigned Mission Design Series (MDS) AH64, UH60, CH47 to include airframes maintained using either FAA certification requirements such as the UH72, TH67 and OEM requirements.
• Represents the commander, Administrative Contracting Officer, the Logistics Directorate Chief or the NMP manager at meetings with Installation, USAACE, AMCOM, HQDA and outside agencies exchanging information related to foreign aircraft logistics and general aviation logistics management policies, procedures, emerging technologies and new equipment and/or modifications.
• Rated four Department of the Army Civilians and five Military Soldiers and overseen 180 maintenance contractors.

• Served as the Acting Deputy Product Directorate and Assistant Program Manager for Aviation for Global Combat Support System – Army Increment 2 Enterprise Aviation. I Manage an ACAT 1C program with total cost of $752M.
• Assured Product Directors goals were met and understood, as well as baseline schedule and budget as the program approaches Authority to Proceed (ATP) formally (Milestone B).
• Responsibilities included constant planning and integrating activities related to the funding, prioritization, and implementing strategy of this program in regard to cost, schedule, and performance.
• Responsible for ensuring 100% Aviation fleet visibility and Army Aviation maintenance integration into the Enterprise while still maintaining and continuing airworthiness in a connected or disconnected environment, enabling audibility Aviation transaction data to be recorded in GCSS-Army, and allowing high level visibility of assets for Commanders at all levels.
• Worked with the team as the Integrated Program Team (IPT) as we are consistently developed methods and procedures for analyzing and prioritizing requirements during the development of Enterprise Aviation to ensure that all organizational (user) requirements were being met.
• Problem solving was a large part of this position and I resolved highly complex project situations. Coordinated meetings with Aviation General Officers to ensure synchronization that resulted in briefs to the Assistant Secretary of the Army (Acquisition, Logistics and Technology).
• During these briefs I was able to make great impacts on the program, ensuring that the program was able to successfully achieve a decision to maintain the Government Integrator as the Lead System Integrator. When it comes to teamwork, support provided to AMC, and AMCOM in the effort to accelerate the program to be used by end of Fiscal Year 2019. I interacted with multiple Command Group leadership team members on a broad spectrum of topics of interest to Aviation Enterprise, Business Intelligence Business Warehouse (BI/BW), and Army Preposition Stock (APS) to include USAACE, AMCOM, CASCOM, PEO EIS, G4, and ASA (ALT).
• Customer relations, conduct strategic, organizational and tactical level discussions with customers at all levels, from DA to individual units, as well as supported multiple meeting to ASA (ALT) and Staff. Participated in and provided strategic direction for resolution of mission critical problems, policies, and procedures.
• Provided acquisition support to all Aviation support agencies involved in materiel development, with the primary focus being the Capability Developer and AMCOM who represent the warfighter. When it comes
• Represented the Product Director in hundreds of meetings as we built the organization and successfully briefed senior leadership on the government integrator strategy and path forward.
• Monitored team schedule and blueprinting to ensure that the team was successful in providing the solution which builds on existing GCSS-Army and an Aviation program Aircraft Notebook (ACN) baseline capability that would deliver functionality that meets Aviation airworthiness and logistics requirements.
• Built a team to ensure constant communication, which helped lead a high performing effort that focused on empowerment supporting both collaboration and execution. M
• Maintained contact with senior level officials at USAACE, AMCOM, CASCOM, HQDA, and other organizations, agencies, and private industry.
• Influenced and developed informational and decision briefings to managers or other officials to accept and implement findings and recommendations on Enterprise Aviation Acquisition decisions that affect cost, performance, and schedule.
• Worked on multiple options to attempt to bring the program to the Soldier faster, cheaper, and to meet all the requirements to support the Army Materiel Command Commanding General request.
• Worked with outside resources analyzing GCSS ARMY INC 2 wave 1 (Aviation) with a specific focus of identifying areas of potential effort to reduce total ownership costs and improve efficiencies.
• Oversite with Contract of 149 developers and 38 program office contractors.
• Developed proposals and operational plans within assigned area.
• Oversaw staff schedules and assignments to handle programming demands.
• Developed and recommended policies and procedures for evaluating programs.
• Facilitated programming by coordinating resources and deliverables between departments.

• Chief, Aviation Sustainment Division, Capabilities and Requirements Directorate (CRD), actively supporting 27 programs that were in the Aviation Ground Support Equipment (AGSE) and Aviation Automation portfolio.
• Lead capability developer for Enterprise Aviation, focused on planning and integrating activities funding documents and material acquisition policy related to the funding, prioritization, and implementing strategy of Aviation Programs; developing methods and procedures for analyzing and prioritizing programs and providing input during the development of concept and organizational requirements.
• Attended many briefings to ensure acquisition management oversight for the Project Management Office in the areas of cost, schedule, and performance in preparation for briefing to Assistant Secretary of the Army for Acquisition.
• Assisted in managing and tracking acquisition program metrics and reporting requirements with HQDA and OSD Staff elements.
• Applied analytical reasoning to organizational performance analysis, planning and evaluation, and communication skills on a daily basis in order to define what the Aviation program needs and objectives were, tracked progress of assigned programs, identified, analyzed and conceptualized programs, and reviewed budgetary and acquisition problems.
• Managed and supervised team of three GS-12 civil service employees, six civilian contractors, and one Senior Noncommissioned Officer.