Ryan VanNoy

Company Overview: Air Force Materiel Command/Air Force Sustainment Center/72d Air Base Wing 72d Logistics Readiness Squadron Command Support Section

• Provided leadership, mentoring, and instruction to 6 unique job series for 8 direct report employees
• Streamlined logistics processes by implementing efficient inventory management systems
• Assessed risk factors in the supply chain, implementing contingency plans to minimize potential disruptions.
• Responsible for an $11M Operations and Maintenance (O&M) squadron annual budget
• Managed and executed Squadron Innovation Funds (SIF) and Commanders Readiness Funds (CRF) for the squadron averaging $250K annually outside the normal budget
• Managed and executed Unfunded Requests (UFRs) for the squadron totaling $2M annually outside the normal budget
• Responsible for unit strategic planning and alignment with 72 ABW Strategic Plan goals, objectives, and lines of effort
• Led the team in performing quarterly and annual program reviews of 17 Squadron Air Force Instructions and self-assessment checklists in the Management Internal Control Toolkit (MICT)
• Served as the Squadron Transformation subject matter expert and facilitator for all Art of the Possible, Lean, Six Sigma, and Continuous Innovation and Improvement value stream mapping events and training
• Successfully completed a Continuous Innovation and Improvement (CI2) with the CSS team to improve the General Purchase Card (GPC) internal purchase request process. New process resulted in a 30% quality and time savings improvement from a 10-working day average to an average processing time of 1 day.
• Budget and Finance Continuous Innovation and Improvement – led the team and project event to improve contracted vehicle maintenance invoice processing to the Defense Finance and Accounting Service (DFAS). Results include reducing average processing time from 22 days to 7 days: a 68% improvement. Most importantly, zero defects from DFAS
• Human Resources Continuous Innovation and Improvement - led the team and project event to improve processing time for HR Request for Personnel Actions (RPAs). Results since 2023 include improvement of processing time by 46% from 91 days down to 49 days
• Supported execution of Foreign Military Sales missions that fall under the purview of security cooperations Building Partnership Capacity Title 10 Programs
• Ensured 72 ABW and 72 MSG taskers/suspense are completed timely and accurately in the AFMC Task Management Tool (TMT)
• Due to a Director of Operations vacancy, my deputy to the commander responsibilities included: Accountability of 60+ employees, Communicating daily tasks for the squadron, Operational decision making for the flights/sections include base fuel operations, Munitions for real world missions, 72 ABW security, and bomber weapon systems, Vehicle maintenance and repair, Personal property moves and Travel Management, Human Resources, Quality assurance
• Ensured IT and logistical support for 3 unit contracted service providers consisting of 120+ employees to include PCSI – vehicle services and maintenance, DSM – retail supply, and Yulista – Precision Measurement Equipment Laboratory (PMEL). Managed budgets and invoicing for projects executed under Indefinite Delivery Indefinite Quantity (IDIQ) and Blanket Purchase Agreement (BPA) contracts, ensuring accurate financial reporting and compliance
• Coordinated and planned special projects assigned to the Director and Director of Operations ensuring projects are accomplished on time and within budget
• Supervisor: Ms. Roena Roberts, Logistics Readiness Squadron, Director (405) 739-5115 (May Contact)

Company Overview: Air Force Materiel Command/Air Force Sustainment Center/Oklahoma Air Logistics Complex Business Operations Office/Planned Labor analysis, Workload analysis, and Funds Management

• Served as a working level Program Analyst, promoted to Lead and then to Supervisor in the Oklahoma City Air Logistics Complex Business Office for 13 personnel in 3 sections
• Responsible for managing the Oklahoma City Air Logistics Complex (OC-ALC) workload and budget valued at 9.6M production hours and $3.25B in revenue
• Facilitated effective communication between team members, fostering a positive work environment conducive to collaboration
• Provided leadership, mentoring, and instruction to 3 sections to include Planned Labor Analysis (PLA), workload analysis, and funds management/acceptance
• Monitored program performance against established benchmarks, taking corrective action as needed to realign with desired outcomes
• Professionally represented the organization and provided research and data analysis to all customers including partnering, workloading, supply chain, life cycle management (LCMC), financial management (FM), the logistics group (LG), the sustainment center (AFSC), the materiel command (AFMC) and others
• Chaired weekly team “huddles” and developed virtual “huddle boards” via MS Teams in three sections to communicate expectations and assign/manage tasks
• During COVID, successfully led the team while members teleworked for approximately 1 year with zero lapses in process flows and productivity
• Program Manager that led the OC-ALC for implementation of the Condition Based Maintenance (CBM+) program
• Completed a year-long Lean/Six Sigma Capstone project resulting in an annual cost savings of ~$3M to the OC-ALC by improving the Maintenance Support Group budget submission process
• Only supervisor asked to serve in a leadership role in two separate OC-ALC Business Offices
• Nominated for Employee of the Year for the OC-ALC
• Supervisor: Matt Adair, OC-ALC, Business Office Workloading Chief (405) 582-9208 (May Contact)

Company Overview: Air Force Materiel Command/Air Force Sustainment Center/72 ABW Tinker Air Force Base/72 SC /SCPL Information Technology - Software Sustainment Division

• Served as the primary and alternate systems Office of Primary Responsibility (OPR) for software sustainment of maintenance, financial, and supply chain systems
• Performed long-range planning projects and translated business rules and processes in relation to requirements
• Self-motivated, with a strong sense of personal responsibility
• Evaluated proposed new system development and consulted with customers to review functional requirements
• Worked effectively, thriving in fast-paced environments
• Provided troubleshooting of application and end-user issues in multiple production systems with positive results and 100% customer satisfaction
• Maintained annual contract budget reporting for maintenance systems in the Enterprise Information Technology Data Repository (EITDR) to include National Defense Authorization Act (NDAA) and Business Enterprise Architecture (BEA) certification
• Served as the primary production system OPR and Program Manager for Depot Maintenance Systems Integration (DMSI) plus local and command applications/systems to include the Programmed Depot Maintenance Scheduling System (PDMSS & G097)
• Developed implementation Integrated Logistics Support (ILS) program plans and milestones to provide the best product for the user
• Responsible for daily systems check out to ensure all critical IT systems are functioning for the Production environment
• Performed software sustainment for local and DMSI applications and/or systems
• Worked in the Special Missions Division serving as the program manager and life cycle logistics support for new IT system initiatives for depot maintenance
• Oversaw a variety of IT projects and provided annual cost savings and budget analysis
• Ensured proper access controls were in place to mitigate risk associated with unauthorized access of information
• Communicated technical advice and strategic IT recommendations for new or modified sustainment IT projects to senior leadership/management
• Supervisor: Becky VanPool (Retired)