1. COLONEL IRVIN B. LEE, P.E., F.SAME, USAF (RET) ResumePage 1
Colonel Irvin B. Lee, P.E., F.SAME, USAF (RET) 813-380-7678 lee.irvin@gmail.com
Executive Leader
ADMINISTRATIVE OPERATIONAL  GOVERNMENT
Top-level vision and leadership over complex programs, projects, and communities. Manages multimillion-dollar budgets and
facilities while optimizing operations, communications, and resources. Repeated successes involving historic events: successfully
coordinated preparation and recovery in times of crisis and change; right-sized operations in response to economic and
international climate. Service-driven leader translates complex strategy into clear direction throughout diverse teams and
cultures. Develops effective policies, communicates priorities, solves problems, and controls costs while ensuring compliance and
quality. Highly organized and uniquely prepared for leadership in engineering and consulting.
Key Areas of Expertise
Executive Leadership
Strategic Planning
Budget Management
Stakeholder Management
Staff/Team Development
Crisis Management
Policy Development
Operations Management
Project/Program Management
Resource
Allocation/Optimization
Collaborative Communication
Reporting & Presentations
Contract Negotiations
Regulatory Compliance
Professional
Networking
Microsoft Office
Professional Experience
OFFICE EXECUTIVE/OPERATIONS MANAGER, Michael Baker International, Tampa, FL 2014-2016
Recruited by the Regional Manager to drive portfolio growth and improve operations with specific focus on staff development,
client satisfaction, project execution, and profitability. Analyzed issues and developed strategies for improvement while providing
unified leadership over a diverse team of 32 supporting $6M in annual revenue across the Tampa Bay market.
 Improved productivity and employee moral after a 60% turnover in staff. Hired and on-boarded 12 employees with
engineering, scientific, and architectural acumen; communicated goals, and developed and motivated teams.
 Led the recovery of a critical intersection improvement project (City of Indian Rocks Beach). Aligned client expectations
with project financials; redesigned scope and timelines, and renegotiated contracts for profitability and client satisfaction.
 Served as Managing Principal for a baggage handling system design and installation for the St. Pete/Clearwater Airport.
 Oversaw the development of maintenance of traffic plans supporting a municipal roadway project (city of St. Pete Beach.)
DIRECTOR, Public Works Department, Tampa, FL 2006-2014
Directed roadway system operations and maintenance for the 55th largest city in the U.S.; managed resources and led a team of
as many as 600 professionals. Controlled a capital budget ranging from $20M-$100M and an operating budget of $125M.
Developed plans and policies, negotiated contracts, assigned and supervised teams, and allocated resources while maintaining
strict compliance with federal, state and local regulations.
 Balanced decreases in funding with ever-increasing requirements during the peak of the country’s economic recession.
Collaborated with the Chief Financial Officer to optimize funds as property tax revenue decreased.
 Maintained service-levels after a 30% reduction in staff; strengthened teams, monitored performance standards, and
optimized resources to sustain a customer-centered business culture.
 Generated millions of dollars in new revenue for the City of Tampa by securing and hosting major events such as Super
Bowl XLIII, Republican National Convention, NCAA Women’s Final Four, Men’s Frozen Four, and the Bollywood Awards.
 Commended by 2008 NCAA Women’s Final Four staff for design of efficient traffic control plan and parking support.
 Oversaw design and implementation of an extremely complex maintenance of traffic plan for Super Bowl XLIII; lauded
by NFL as model for urban venues. Also implemented a traffic control plan for the 2014 Bollywood Awards.
 Recognized by U.S. Secret Service for overseeing design, development, and implementation of Traffic Control, Parking
and Public Safety vehicle refueling plans for the 2012 Republican National Convention.
U.S. Military Experience
CHIEF, OPERATIONS DIVISIONS, Headquarters Air Education &Training Command, Randolph Air Force Base, TX 2005-2006
Developed policies and procedures and oversaw a team of Commanders coordinating operations and maintenance, energy
programs, and service contracts for a $17.5B facility. Sourced and negotiated Civil Engineer and private utility contracts.
Managed high-level personnel, providing direction, recognition, and professional development. Led emergency response
activities including readiness planning, mobility teams, fire protection, and explosive ordinance disposal.

2. COLONEL IRVIN B. LEE, P.E., F.SAME, USAF (RET) ResumePage 2
 Led the $500M recovery effort of Keesler Air Force Base (Biloxi, MS) after Hurricane Katrina. Oversaw the $27M initial
response and damage assessment program. Prioritized needs, secured resources, allocated funds, and led communications.
COMMANDER, 6TH
MISSION SUPPORT GROUP, MacDill Air Force Base, FL 2003-2005
Base Commander leading the revitalization of base infrastructure after realignment. Oversaw engineering, communications,
transportation, contracting, personnel, and morale welfare and recreation. Controlled a $50M operating budget and directed 7
Squadron Commanders leading 2200 personnel in support of 10k military and civilian employees and their families―generating
$1.3B in annual retail sales. Oversaw environmental/natural resources programs and plans for 5630+ acres.
 Successfully prepared MacDill AFB to host the Air Staff CORONA conference—twice. Established and classified secure
facilities and coordinated transportation for 4-star generals and Chiefs of Staff to discuss strategy, planning and direction.
 Managed the $155M design and construction budget for a new CENTCOM and Joint Intelligence Center.
 Planned and executed for four major hurricane evacuations in 2004.
 Collaborated with Major Command, federal, state, and local governments on policy, planning, and budgets issues.
ENGINEER STAFF OFFICER, Logistics Directorate, J4, The Joint Staff, U.S. Department of Defense 2001-2003
One of five hand-selected U.S. Military Engineering experts on the Joint Staff; managed the 5-year $40M exercise-related Military
Construction (MILCON) program. Consulted on engineering and construction issues, Joint Quarterly Readiness Report, facility
revitalization, en route infrastructure, service Program Objectives, and internal management controls.
 Engineer Planner for Guantanamo Bay detention facility. Garnered congressional and Office of Secretary of Defense
support, selected site, secured contractors, oversaw funding for engineering and programming, and guided processes.
 Provided leadership, communication, and coordination over host-nation funded construction projects for U.S. Pacific
(PACOM), European (EUCOM), Southern (SOUTHCOM) and Central Commands (CENTCOM).
 Augmented National Military Command Center crisis action teams.
COMMANDER, 2nd
Civil Engineer Squadron (CES), Barksdale, AFB, LA 1999-2001
 Managed Operations and Maintenance of the largest B-52 base in the U.S.A.F. with 398 personnel and 1200 facilities.
Oversaw programming, design, and construction of a $60M MILCON program and a $12M operating budget.
 Led the $5M Desert Shift relocation and staff consolidation as deployed Joint Task Force Commander Engineer.
COMMANDER, 10TH
CES, U.S. Air Force Academy, 1997-1998
 Controlled a $30 million physical plant budget and $9 million in service contracts. Led 376 personnel in operating,
maintaining, and repairing 8 million sq. ft. of floor space for 2,286 facilities, 19k acres of property, and 161 miles of
roadways. Maintained 200 general and special purpose vehicles worth $4M+ and 1,229 family housing units.
COMMANDER, 510TH CES, U.S. Air Force Academy 1996-1997
 Directed the $50 million annual design and construction program for capital renewal of 40-year old U.S.A.F. facilities.
 Earned the Curtin Award recognizing the Best Civil Engineer unit in the Air Force for 1996
 Led 122 personnel in engineering, environmental, housing, and fire operations with a $50M design/construction budget.
 Coordinated efforts to plan and execute a $56M capital renewal program for the U.S. Air Force Academy.
CHIEF, OPERATIONS FLIGHT 92d CES, Fairchild Air Force Base, WA 1993-1996
 Provided critical crisis management leadership in the aftermath of a B-52 crash and a mass shooting.
ENGINEERING REQUIREMENTS OFFICER, Headquarters Air Combat Command (ACC, Langley AFB, VA 1993
CHIEF, ENVIRONMENTAL MANAGEMENT FLIGHT, 1st
CES, Langley AFB, VA 1991-1993
CONSTRUCTION PROGRAM MANAGER, AFLC, Logistics Support Group, Saudi Arabia, Ryadh, KSA 1989-1991
OPERATIONS & MAINTENANCE PROGRAM MANAGER, HQ AF/LEE (Engineering and Services), Pentagon 1987-1989
CHIEF, INFORMATION MANAGEMENT BRANCH, HQ AF/LEE (Engineering and Services), Pentagon 1986-1987
PROGRAMMING, DESIGN, & CONSTRUCTION (PDC) SYSTEM MANAGER, HQ AF/LEE (Eng and Services), Pentagon 1985-1986
CHIEF, IE ANALYSIS/READINESS AND LOGISTICS/RESOURCES AND REQUIREMENTS, 834th CES, Hurlburt Field, FL 1981-1984
Education & Certifications
BACHELOR OF SCIENCE INDUSTRIAL ENGINEERING, Georgia Tech, Atlanta, GA
MASTER OF SCIENCE, INDUSTRIAL ENGINEERING, Emphasis in DECISION SUPPORT SYSTEMS, Georgia Tech, Atlanta, GA
MULTIDISCIPLINARY CERTIFICATE, COMPUTER ENGINEERING, GA Tech, Atlanta, GA
MASTER OF SCIENCE, STRATEGIC STUDIES, Air University, Maxwell AFB, AL
MASTER OF BUSINESS ADMINISTRATION, University of Tampa, Tampa, FL
PROFESSIONAL MILITARY EDUCATION: Air War College, Air Command & Staff College, Squadron Officer School
PROFESSIONAL ENGINEER (P.E.), District of Columbia