1. Edward W Lee, PMP
210.260.6262
LEEED@SBCGLOBAL.NET
linkedin.com/in/edleepmp
SUMMARY
CERTIFIED PROJECT MANAGEMENT PROFESSIONAL
Senior Engineering Program Manager with deep experience and continuous success in focusing on the big picture,
developing and implementing strategic plans, and executing programs and projects. Broad experience in developing, re-
engineering, and implementing processes and procedures across organizations and teams. Excellent ability to translate
technical data into information decision-makers can use. Expert at developing risk management assessments and mitigation
plans. Extremely versatile with high-caliber, experience-backed judgment, excellent administrative skills, and as a cross-
functional leader and manager. Articulate, motivated self-starter comfortable in a team setting or as an individual
contributor.
Engineering Logistics Operations Systems
• Systems Design • Vendors • Project Execution • Rapid App Dev
• Risk Mitigation • Supply Chain • Metrics • Design Engineering
• Product Manager • Management Reporting • PMO • Lifecycle
• Change Management Process • Strategic Planning • Business Acumen • DSDM (Agile like)
PROFESSIONAL EXPERIENCE
Thomas Instrument 2008-2016
Engineering Program Manager/Chief Engineer
• Responsible and accountable for engineering product development, technical reporting, project management, schedule
variance analysis, and continuous process improvement for precision and complex aircraft flight controls
• Project planning and product line financial responsibility of a $3M engineering program
• Collaborate and implement policies with executive teams for key metrics in change management
• Mentoring, coaching and directing twelve engineers and designers
Key Results:
• Product strategy lead to company’s growth resulting in a $10M revenue growth over a 12-month period
• Product development standards for engineering maintenance repair procedures resulting in $20M in new MRO business
over four (4) years
• Customer focused. Led the proposal development and win of a $3M new product development contract for Lockheed
Martin Aerospace
• Ability to lead with vision. Implemented a systems engineering process as part of the AS9100 certification
• Problem solving and knowledgeable in change management. Daily interaction with executive staff on department
performance
Science Applications International Corporation (SAIC) 1998-2008
Director of Systems Engineering/Business Area Manager (IT)
• Entrepreneurial - business area manager for all government and logistics support services and senior integration specialist
for work performed by other staff engineering specialists supporting government and commercial clients
• Partnered with internal stakeholders to define marketing program requirements, product roadmaps and product design
in information systems
• Proactive and hands-on - supervised a team of subject matter experts and software developers (15) managing multiple
projects
• As the subject matter expert, developed innovative product solutions grounded in clear understanding of customer needs
following a defined SDLC (Agile like).
Key Results
• Planned business case development and managed software projects in excess of $4M
• Creative visionary - creation and implementation of a web based information management system supporting the
managerial and programmatic support to the USAF in post-production support, acquisition, and logistics
• Customer focus - delivered status reports to stakeholders for budgeting and planning purposes. Collaborated with cross-
functional teams to draft project schedules and plans. Monitored team progress and enforced deadlines.

2. Edward W Lee, PMP
United States Air Force 1996-1998
Senior Logistics Manager/Program Manager
• Provided logistics support of USAF propulsion systems (F100-PW-100/200/220/229) post acquisition stage
• Initiated frequent interaction with the users in the field to identify problems, deficiencies, and user capabilities and
needs
• Budgeting and executed operating and maintenance budget of $1 billion+ yearly
• Led the effort developing information which led to decisions on planning for and negotiating inter- and intra-service
support agreements
• Analyzed performance data to identify additional training needs, securing repair parts from other activities, making
adjustments in support scheduling, and identifying potential trade offs to satisfy requirements
• Day to day contact with contractors, design personnel, maintenance facilities, personnel in support agencies, and
agency or major command headquarters staff to coordinate efforts to satisfy support needs
• Developed, analyzed, and maintained management information (e.g., reports, automated data) which served as the
basis for decision concerning the use of and support provided to the system
Key Results:
• Consistency - Served as the focal point within the agency for the most immediate information and expertise on
problems and requirements of the F100 engine with responsibility for assuring the coordination of all support required
for full operational capability
• Led oversight of a buy and repair budget of $1B for depot overhaul and repair
• Collaboration - supervised four sections chiefs, each with 10-15 specialists
USAF 1992-1996
Engineering Program Manager/Chief Engineer
• Supervised the technical direction of the USAF’s frontline fighter engine with an inventory of 3000+ engines
• Led the F100 program through one of the most technically challenging periods of the program - technical surprises in
the inlet fan, low pressure turbine, and core were responsible for significant decreases in weapon system readiness.
• Provided technical savvy to flight safety critical parts deemed essential to USAF operations.
• Led a group of 20 engineers with multiple years of experience.
• Project management of a $50M engineering budget.
Key Results:
• Decision making - led the team of government and industry specialists to determine root cause, interim inspection
capability, engineering change proposals, and eventual modification incorporation
• Innovation - leadership and innovations in procurement strategies led to significant cost savings and implementation
streamlining
• Spearheaded the initiative to reclaim critical components from re-procurement. Lack of manufacturing process data,
previously thought to be present, was not
USAF 1988-1992
Engineering Program Manager
• Led the initiation and development of a career program for 10,000 scientists and engineers in the USAF
• Put in place the infrastructure to support a clearing house of information for both USAF hiring managers and employees
seeking career development.
Key Results:
• Developed Promotion Evaluation Patterns (PEP) for job placement pulling from a pool of SMEs from across the world.
• Recruited new hires directly from major universities and HUBS.
USAF 1982-1988
Mechanical Engineer
EDUCATION
University of Texas – Austin, Texas
Bachelor of Science, Mechanical Engineering
Six Sigma Green Belt Certification Course Work in Progress
CERTIFICATION
Project Management Professional, PMP 2016
Certified Systems Engineer 2003