1. Jeffrey L. Shaver
142 Sage Willow Drive ▪ Madison, AL 35756 ▪ 443-616-4374
shaver_jeffrey@bah.com
CAREER OBJECTIVE
To demonstrate dynamic organizational, leadership, and managerial skills in a challenging position that provides an
opportunity forcontinued career growth and professional development.
SUMMARY OF QUALIFICATIONS
Experienced Maintenance and Logistical Manager with 30 years of accomplishment in program management, evaluation,
planning, policy analysis and formulation, systems development and budgeting. I am a natural leader, superior
maintenance manager, and a consummate professional who is committed to my unit’s mission. I have the candor
to make recommendations and when necessary just execute. I have the ability to get the most productivity out of
every employee within my supervision. Multi-tasking is one of my strong suits. I always maintain a cool and
composed demeanor even during the most stressful and challenging times. I am a caring, competent, confident,
and energetic leader that leaves no stone unturned when it comes to managing a project. I am an industrial person
that can take a client vision and turn it into reality. I quickly learn demanding jobs and excel at them. I have:
 Gathered and organized logistical data to recommend systems,procedures and organizational changes to executive
management using oral, written and PowerPoint formats
 Analyzed new and current work problems and procedures in the areas of organizational changes, communications,
information flow, integrated service production methods, inventory control and cost analysis and evaluated
outcomes to recommend alternative solutions and improved processes
 Designed and implemented proposed improvement plans to test processes before implementation, conferred with
personnel to ensure successfulimplementation, documented findings, and prepared recommendations for executive
management
 Recommended the purchase of equipment and materials in excess of three million dollars and designed area layouts
to support multiple tactical deployments and the relocation of the U.S. Army Ordnance Center and Schools
 Organized, created, and participated in team projects
 Developed and implemented recordsmanagement programs for filing, protection, and retrieval of historical records,
and assured staff compliance with programs
 Designed, evaluated, recommended, and approved various reports and training programs
 Prepared materials to train workers in the use of new forms, reports, procedures,and equipment in accordance with
U.S. Army regulation
 Managed defense contractors and Army maintenance personnel - conducted on-site inspections, evaluated work
performed, and methods, equipment, and personnel used
 Secret Security Clearance granted Apr 2014
PROFESSIONAL EXPERIENCE
Booz Allen Hamilton, Huntsville, AL 08/2014 – Present
Lead Associate
Weapon System Team (WST) Lead for Enterprise Soldier Aviation (ESA), Communications Electronics Command
(CECOM) Enterprise Product Lifecycle Management Integrated Decision Environment (ePLM-IDE) pilot program,
provide Logistic Subject Matter Expertise (SME) on all CECOM ESA managed item. Serve as the Logistic SME liaison
between ESA and Program Manager Air Traffic Control (PM ATC) on the Air Traffic Navigation, Integration, and
Coordination System (ATNAVICS). Responsible for the coordination, upload, and analysis of all equipment records and
technical data into ePLM-IDE within ESA Directorate. As the ESA WST Lead responsible for: configuration and upload
of data into ePLM-IDE; establishing, provide administration support and oversight of the ESA ePLM-IDE Integrated
Product Team (IPT); provide technical expertise; provide RAM-C, Product Structure, Change Management, Project

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Management, and Equipment Record subject matter expertise in developing of the baseline within the ePLM IDE; provide
over the shoulder training on ePLM-IDE.
Booz Allen Hamilton, Huntsville, AL 05/2013 – 08/2014
Lead Associate
Program Manager for CECOM LRC Condition Based Maintenance Plus (CBM+) ($66M over three (3) years),gather
stakeholder input and buy-in, identify requisite systems and systems owners, develop staffs technical expertise through
structured training - led team to development of flawless CBM+ end-to-end solution suite for our client. I manage
complex programs and projects, multiple sub-contractors and cross-functional teams fostering teamwork inspire success
and build a strong and trusted organization. Administer multiple simultaneous projects, manage client expectations and
execute on all contractual requirements on time and to the highest standard possible.
Booz Allen Hamilton, Belcamp, MD 10/2010 – 05/2013
Lead Associate
Deputy Program Manager for the CECOM LCMC LRC CBM+ technology insertion and lifecycle maintenance program
currently valued at $15M. Successfully demonstrated an end to end technical insertion condition based maintenance
capabilities on components of the command post platform, the showcase of the CECOM LCMC LRC C4ISR symposium.
The demonstration captured the implementation of a CBM+ enabled modular solution that is CLOE TCI compliant
leveraging SOAand OSACBMdata standards. This demonstration incorporated business analysis and business intelligence
solutions to potentially reduce the logistics footprint, promote solider centric design and usability and incorporate best
business practices. The prototype solution set solution that captures data collection and analysis at platform, and transmits
supply and maintenance requests off platform through the enterprise at the tactical, operational and fleet levels leveraging
standardized interfaces, and modular design concepts. Responsible for all facets of contract execution to include Cost,
Schedule and Technical Performance. Acquisition & Fielding Support Team Lead responsible for Business Development,
and Task Order resource allocation to multiple C4ISR Programs. Specific business focus includes Supportability Planning,
Logistics Engineering, Platform Data Management, and Fielding Support Planning.
Booz Allen Hamilton, Belcamp, MD 10/2009 – 10/2010
Associate
Chief Maintenance Engineer for the CECOMLCMC LRCCondition BasedMaintenance Plus (CBM+)technology insertion
and lifecycle maintenance program currently valued at $10M. Successfully developed and demonstrated an end-to-end
CBM+ technical insertion solution on components of the Command Post Platform, the showcase of the CECOM LCMC
LRC C4ISR symposium. The demonstration captured the implementation of a CBM+ enabled modular solution that is
CLOE TCI compliant leveraging SOA and OSA CBM data standards. This demonstration incorporated business analysis
and business intelligence solutions to potentially reduce the logistics footprint, promote solider centric design and usability
and incorporate best business practices. The prototype solution set captures data collection and analysis at platform, and
transmits supply and maintenance requests off platform through the enterprise at the tactical, operational and fleet levels
leveraging standardized interfaces, and modular design concepts. I am responsible for all facets of contract execution to
include Cost, Schedule and Technical Performance. My responsibilities include the development of the Business Case
Analysis, technical accuracy of all documents produced by the team, and research and analysis of historical data that will
populate the BCA to determine the feasibility of applying CBM+ technology to C4ISR managed equipment. I assisted in
the development of the CBM+ Implementation Plan that will deploy the CBM+ technology to all eight C4ISR Weapon
System Directorates equipment. I work directly with CECOM LCMC CBM+ Champion to develop strategy to employ
cutting edge technology that will enable CBM+ throughout the supply chain, from the operator at Field Level to the Item
Manage at Sustainment Level and every level in between. Further, I am responsible for the direct coordination with other
LCMC within AMC to ensure interoperability of data transfer systems and format.
Tesla Industries,NewCastle,DE 7/2009 – 10/2009
Senior Program Manager

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Responsible for coordinating the design and development of prototype hybrid generators technical manuals, assisted in the
design of the hybrid generators, and managed the marketing strategy. Designed and implemented procedures that capture
the actual cost of manufacturing processes utilized within the plant. These processes utilized the databases already
established to accuratelyportray prices for all products manufactured atTesla. Managedthe marketing department ensuring
that the most up to date marketing material was published. Served as liaison between Engineers, Graphic Artist and
Technical Writer to finalize all marketing and technical media; technical writing for military related projects; manage
projects for engineering applications; develop and implement a time tracking process throughout the entire plant.
61st Ordnance Brigade, Ordnance Center and School, APG, MD 11/2007 – 7/2009
Special Assistant to the United States Army Ordnance Center and School Special Assistant to the United States
Army Ordnance Center and Schools (USAOC&S) CG and 61st OD BDE CDRfor Base Realignment And Closure
(BRAC) Facilities
As a CW4 I was direct responsibility for all matters related to the relocation of the USAOC&S to Fort Lee, VA. As the
project manager: I was responsible for the oversight of over 15 construction projects worth over $875 million; attended
planning charrettes and reviewed 1391s and all documentation for all contracts to ensure all USAOC&S requirements were
met; provided guidance and direction to four contractors responsible for developing Missions and Functions, Movement
OPORD,equipment movement planning, development of support contracts, and development of course movement plans
for over 80 USAOC&S courses; developed operational needs statement for each of the training courses to be moved to Ft
Lee and served as user SME for the development of the Request for Proposal for the new construction at Ft. Lee; designed
and oversaw construction of the small arms repair training facility, which included an indoor range capable of firing M9
Semiautomatic Pistol (9mm pistol) to the M2 HeavyMachine Gun (.50 Caliber full auto). I provided guidance and direction
to the 61st OD BDE and 59th OD BDE during the phased movement of all courses to Fort Lee,VA. My selfless dedication,
meticulous attention to detail, and superb technical skills enabled me to provide comprehensive BRACsupport. I established
a $42,000 budget with systems and controls to keep track of all expenditures. I was heavily depended on for my technical
knowledge and training experience.I worked in conjunction with AARDto develop scenario based recoverytraining events
for the new recovery range and received numerous accolades from the CGs of CASCOM and USAOC&S for my efforts
and my vision for future recovery training. I served as the user technical training expert for Central Campus, North Range,
and Barracks Construction Projects at Fort Lee. I designed the synchronization matrix and the formula that is utilized by the
BRAC contractors to calculate the movement date for all courses by module from APG to Ft Lee.
61st Ordnance Brigade, Ordnance Center and School, APG, MD 2/2007 - 11/2007
Department Director
As a CW3 I was selected over much senior Warrant Officers by the Brigade Commander to serve as the AARD Director,
which is a CW5 position. I flawlessly managed all facets of the department to include budgeting, course scheduling,
technical instruction integration and the overall personnel management. I coordinated the acquisition of Internet Training
Zone for the Ordnance Center and School, it is a multimillion dollar internet based training program that enables the school
to train Soldiers anywhere in the world. I was instrumental development and use of Blackboard (Bd) in all areas of AARD
training. This enabled the instructors to assign, monitor and test student via internet as homework or class work. I was
responsible for ensuring that all purchases made with the government credit card were actually needed for a valid
requirement and were fiscally responsible. I had the additional duty asthe approving official for all TDYtravel of all AARD
Personnel. I preformed the duties as the billing official and the approving official for all time cards with in AARD.
61st Ordnance Brigade, Ordnance Center and School, APG, MD 6/2004 - 2/2007
Advanced Tracked Vehicle Division and the Recovery Division Chief
Served as the Tracked Vehicle Division Chief and the Recovery Division Chief within the Advanced Automotive and
Recovery Department (AARD). As the Track Vehicle Division Chief I was charged with all matters related to missions and
function of the division. I supervised, managed, and professionally developed 21 military and 7 civilian personnel who were
engage in providing instruction to NCO, Warrant Officers, and Officer in self-propelled artillery and M1A1 vehicle
maintenance and repair. I was responsible for all professional development training related material, development and
review of training material for the 17 courses trained with in the division. I updated all lesson plans and Program of
Instructions for the division and developed new Power Point Presentations for the 915E Warrant Officer Advanced Course.

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I did all this while conducting over 635 hours on the podium instructing Senior Warrant Officers. As the Recovery Division
Chief/Senior Training Developer I was responsible for the supervision, management, and professional development of 19
assigned military and 41 civilian personnel. We trained ASI Soldiers, NCOs, Warrant Officers and Officers in vehicle
recovery operations on both wheeled and tracked vehicles. I managed the only operational vehicle fleet with in the 61st Ord
Bde valued at over $75 million dollars. I developed and implemented a new training module for all recovery courses that
incorporated classification of major end items. To accomplish this I staffed the topic thoroughly with CASCOM and
TRADOC,wrote the lesson plans, prepared the lesson materials, procured the equipment to conduct the class and did the
first teach within a five month period. Classification training was a lesson learned from Army transformation and
contemporary operating environment. I was able to progress through the Instructor Development Program to Senior
Instructor in just 14 months, which exceeds the 24 month standard. I authored a white paper on like-vehicle recovery which
affected the Army Policy, another white paper on instructor competences and qualifications that effected change in the Bde
policies. While serving as the Recovery Division Chief I continued to conduct training in the Track Division on M1A1
Automotive and Electrical systems.
2nd Battalion 34th Armor Ft Riley KS 8/2002 - 2/2004
Battalion Maintenance Technician
Served as BMT for an M1A1 equipped battalion in the 1st Infantry Division. I was responsible for maintaining 44 M1A1
Main Battle Tanks, 4 M1064A3 Mortar Carriers, and 125 generalsupport equipment. I managed a $5.5 million dollar Class
IX repair parts budget for the battalion. When I arrived at the BN all 44 of the M1A1s was Non Mission Capable due to an
NBCsystem faults. I quickly assistedthe situation and devised a plan that I briefed to the BNCommander. This plan brought
33 to a fully mission capable within 30 days and all 44 within 7 months; 5 months ahead of the other 4 BNs at Ft Riley.
Many of the part that was needed to repair these systems were out of production; I had to devise methods to fabricate the
need parts as well as retooling others. Because of the programs that I established the BN was able to deploy 43 of 44 tanks
to a Level 1 Gunnery and we were able to qualify 40 of the tanks; the most that the battalion had ever qualified. I revised
the BN Service Program to ensure that the required services were performed on time and to standard; the BN had 113
overdue services when I arrived. During Operation Foal Eagle in Korea, Feb 2003, Due to an extended stay in Korea I
devised a plan for the BN to draw, service and turn in the entire fleet of equipment with in APS-4 within 4 months.
1st Squadron 7th Cavalry Regiment FT Riley KS 6/2001 - 8/2002
Squadron Maintenance Technician (SMT)
Served as SMT for a FORSCOMrapid deployment divisional cavalry squadron. I wasresponsible for maintaining 27 M1A2
Main Battle Tank, 41 M3A2 Cavalry Fighting Vehicles, 6 M1064A3 Mortar Carriers,145 Wheeled and Tracked Vehicles,
93 general support equipment. I managed a $5.5 million dollar Class IX repair parts budget. I ensured that the Quality
Assurance of all maintenance operations within the Squadron as well as the assigned Combat Service Team, to include:
dispatching procedures, Preventive Maintenance Checks and Services, The Army Maintenance Management System,
PrescribedLoad List operations, and the Army Oil Analysis Program. I ensuredthat the squadron wasalways in compliance
with maintenance policies and regulations for all levels of maintenance. I was the primary technical expert responsible for
briefing, assisting, and advising the Squadron Commander, Executive Officerand sevenseparate commanderson all matters
relating to maintenance. The position of SMT for 1/7 Cav Squadron is a CW4 position. Within 3 months I implemented
program and procedures that enabled the squadron to surpass the DA Mandated OR of 90% full mission capable. Because
of the programs and procedures that I emplaced the Squadron was able to maintain a 96% OR for the remainder of my time
at 1/7 Cav. One of the first reorganization that I under took was to mold a decentralize maintenance effort into a powerful
fixing force. I also consolidated the PLL operation from 5 separate operations into one sustainment force. By doing this I
was able to reduce the inventory on each PLL by eliminating redundant parts and decrease the over all inventory cost by
well over $1 million dollars. This enabled that the squadron put the maximum combat forward for every mission.
1-227 Aviation Regiment Ft Hood, TX 7/1998 - 5/2001
Battalion Maintenance Officer
BMO of the First Cavalry Divisions AH-64D Longbow Apache Attack Helicopter Battalion. I was responsible to advise
the BN Commander on automotive maintenance and training. Supervised the operation and maintenance of the motor
transportation equipment, and the training of 20 enlisted in five separate MOSs.Responsible for the scheduled, unscheduled

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and employment of over 20 million dollars of ground equipment to include 73 wheeled vehicles and other related ground
support equipment. Responsible to the BN XO for automotive maintenance matter including operational readiness,
maintenance, safety,training and resource management. I was an integral part of the Command Planning team,as the BMO
I would write the maintenance annex of all Operation Orders for all training and real life mission that the Battalion
participated in. Under my supervision the BN Maintenance Team was able to achieve and maintained an operational
readiness rate (OR) of 96%. During the Digital Capstone Exercise at NTC 01-06 we maintained a 98% readiness rate on all
ground equipment and 92% operator PMCS turn in for the entire battalions ground equipment, the highest percentage of all
units participating in the exercise. In performance of these duties I used and became a SME in Unit Level Logistic System
– Ground programs. My advice and knowledge was sought after by my peers and superiors alike. The 4th Aviation Brigade
Commander handpicked me to serve in a CW4 position in order to improve the maintenance posture of 1/7 CAV.
Non-Commissioned Officer and Mechanic 1983-1996
EDUCATION and PROFESSIONAL TRAINING
General Education, 58 credit hours completed as of June 2002
Central Texas College, Killeen, TX 76540
English Composition I, 3 credit hours complete in 1983
Labette Community College, Parsons, KS 67357
Reliability Centered Maintenance (RCM),Defense Acquisition University, 12 Apr 2010
Prognostics Health Monitoring / Condition-Based Maintenance Course, Impact LLC, 18-21 Jan 2010
Project Financial Management / Booz Allen Hamilton, 12 Jan 2010
Senior Automotive Maintenance Warrant Officer Program, Honor Graduate, 2004
Unit Level Logistic System-Ground Managers Course, Dec 2002
Action Officer Development Course, Dec 1999
Motor Pool Management Course, Feb 1998
Unit Maintenance Technician (Light) Warrant Officer Basic Course, Mar 1997
Warrant Officer Candidate School, Honor Graduate, Dec 1996,
Basic Non-Commissioned Officer Course for Combat Support, Honor Graduate, Sep 1992
Supervisors Safety Course, Jul 2007
Training Development Middle Managers Course, Jan 2005
Supervisor Development Course, Jan 2005
Operational Security (OPSEC) Training Course, 9 Dec 2008
Accident Avoidance Course for Army Motor Vehicle Drivers 11 Jun 2008
AT Level 1 Awareness Training, 28 Nov 2007
Ethics Training for Acquisition Technology and Logistics, 28 Oct 2007
Army G3 Computer Security Training, 25 Jul 2007
NSPS Performance Management For Supervisors, 13 Mar 2007
Composite Risk Management Basic Course, 1 Mar 2007
US Bank Corporate Payment System Access online Web-Based Training, 13 Nov 2006
Micro-Purchase Training, 8 Nov 2006