Andrew Ryan has 17 years of experience leading complex operations and managing teams. He currently directs a multinational team of 40 professionals from 7 nations overseeing operations in Northern Iraq, where he planned over 250 successful airstrikes. Previously, he commanded a 500-person battalion and developed budgets, training plans, and policies to support regional and global operations. Ryan holds a Master's in Public Administration and has briefed executive and legislative leaders. He is seeking a new operations manager position.

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ANDREW L. RYAN
9129 Tonya Terrace Manhattan, KS 66502
405-650-8282; Andrew.Lee.Ryan@gmail.com
GOAL
Seeking Operations Manager position.
SUMMARY
Seventeen years of leadership experience in managing operations that require a high level of technical competence.
Formal training andpractical experience in leadingand training effectiveteams to managecritical operations and projects.
Straightforward and articulate communicator comfortable and effective addressing groups, senior leaders, and media.
Proven proficiency in analyzing information and stakeholder needs to develop detailed goal-oriented plans.
Top Secret clearance. Additional experience and training includes:
 Complex
Administration
 Conflict Resolution
 Problem Solving
 Performance
Improvement
 Team Building
 Strategic Planning
 Risk Assessment and
Management
 Resource Management
 Budget Execution
 Personnel Management  Decision Making  Policy Implementation
EDUCATION
University ofOklahoma | Master ofPublic Administration 2006 - 2008
Operational Design Methodology 2013
Command and General Staff College 2009 - 2010
Public Affairs Addressing the Media Course 2009
East Central Oklahoma University | BA in Criminal Justice 1994 - 1998
EXPERIENCE
Fire Support Coordinator and Strike Director 2013 - Present
Director of a multinational team managing operations in Northern Iraq. Led the integration of automation and
communication systems as strikecapability was stood up in an undeveloped headquarters. Lead planner responsible
for translating strategic plan and vision into critical functions and developing detailed mission plans.
 Led a team of forty professionals from seven nations and multiple agencies to control all operations in the
Kurdistan Region of Iraq. The team enabled the recapture of 10,000 Sq. Km of ISIL held territory in four
months. Success in spite of team members often having competing organizational interests.
 Ensured all airstrikes in Northern Iraqwereappropriateaccording to technical limitations, mission need s, legal
guidelines, and diverse national directives. Planned and directed over 250 successful airstrikes with no
collateral damage, negative publicity, or negative investigation findings.
 Led the team in defining resources and capabilities necessary and integrating technical solutions.
Distributed team responsibilities and developed a training plan tocomplete tasks well ahead of deadlines.
 Developed a team capable ofmaintaining functional teamwork and mission focus while sharply discussing all
aspects of plans and ongoing operations. Conflict resolution skills allowed the diverse team to work
together, avoid group think and confirmation bias to produce results.
 Regularly briefed executive and national level legislative, military, and agency leaders. On several
occasions briefed heads of state on plans and the status of operations and special projects.
 Quickly developed a solution to the difficult problem ofinclement weather effects on equipment performance.
Authored a technical white paper that outlined the risk mitigation process required to attain necessary
outcomes. Success was recognized by Iraqi Kurdistan President Massoud Barzani for saving many lives.

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 Personally recognized by the KurdistanRegional Security Council Chancellor for successful team building. Met
with Kurdistan Regional Security Council members on a daily basis to foster a healthy coalition
relationship. This was necessary during contentious interactions and disagreements due to changing
political climate and acceptable means to reach national goals.
 Met with stakeholders to identify mission requirements and desired outcomes. Determined applicable
measures ofperformance.The teamresearched best practices in use across comparable operations. The selected
practices were implemented according to legal and regulatory requirements, the specific constraints of the
environment, and ever changing goals of the stake holders.
Battalion Commander 2012 - 2013
Manager of a 500-employee organization responsible for regional and global operations. Responsibilities included
outlining project requirements for operations and training planners, developing human resource policies and providing
utilization guidance to the human resource department, overseeing logistical support for operations in Kansas and
Afghanistan, and preparing and executing an annual budget.
 Established systems resulting in excellent accountability, and increased capability for an organization
with operations distributed across four states and three countries. Managed the maintenance for a vehicle
fleet of over 200 vehicles.
 During the challenging time ofgovernment sequestration, established and executed a budget reflecting fiscal
discipline and integrity. Met the challenging requirementto create a detailedbudget reflecting a thirty percent
spending reduction and accounting for every taxpayer dollar.
 Served on an advisory board toreviewstudy data and recommend newpolicies and practices aimed at to
increasing resiliency of soldiers and their families. Implementation in my organization resulted in a
measurable reduction in work hours lost due to preventable personal and family issues.
 Developed and executed plans to prepare and move over 7 00 Soldiers to Afghanistan and back. These
movements required detailed oversight of equipment and personnel readiness metrics.
 Responsible forenforcing and reviewing employee policy compliancein the areas of Equal Opportunity, sexual
harassment, criminal matters, and professional development. Overall responsible for the climate of the
organization. Initiated and oversaw all investigations to ensure they were transparent as well as
comprehensive, lawful, and within the proper scope.
 Maintained constant contact withdirectors ofseven departments.Developed reporting requirements enabling
effective and positive oversight of the departments’ disparate activities; communications, operations,
information technology, budgeting, logistics, publics affairs, maintenance, and equine care. Responsible for
rating subordinates’ performance, taking disciplinary actions, and rewarding accomplishments.
Battalion Executive and Operations Officer 2010 - 2012
Operations manager ofa 500-person organization responsible for regional and global operations. Translated the vision
and desired end state of the commander into a successful training plan and mission statement.
 Managed the long term training plan. The plan was nested within the larger organizational mission. Regularly
met with departments to ensure training plan remained resourced and feasible.
 Met daily with the managers from seven departments to ensure they are implementing plan s correctly and
supporting budgeting and maintenance initiatives.
 Developed a pool of near and long term leadership within the organization. Recommended the movement of
managers within the organization, conducted professional development and technical training, and counseled
department managers. Five mentored managers were chosen for positions of increased responsibility.