1. Security Clearance Top Secret
William H. Taylor
937-429-6126
Cell 937-422-6521
taylorjr_william@bah.com
william.henry.taylor.jr@gmail.com
EDUCATION
MS, Information Technology, Syracuse University, 1999
Post Graduate Degree, Counseling Psychology, Boston University, 1974
MA, Counseling Psychology, Western Michigan University, 1971
BS, Psychology, Western Michigan University, 1969
PROFESSIONAL TRAINING
F-16 Familiarization Course, 2005
Senior Leaders Maintenance Course, 2004
Information Resource Management College, 1998
Fundamentals of Low Observable Aircraft, 1997
Senior Leaders Executive Course, 1995
Brookings Institution, Business Policy and Operations,1995
Defense System Management College, 1992
Air Command and Staff College, 1983
CERTIFICATIONS
Certified Chief Information Officer,
Level III Program Management, Logistics, and International Affairs.
Certified Professional Logistician (CPL).
Certified Missile Technology Control Regime
PRIVATE SECTOR AND GOVERNMENT EXPERIENCE
Principal Staff Analyst, ARINC and Booz Allen Hamilton, June 2011 to Present.
Responsible for the overall direction, coordination, implementation, execution, control
and completion of specific projects ensuring consistency with company strategy,
commitments and goals. This includes leading the planning and implementation of
projects, facilitating the definition of project scope, goals and deliverables, defining
project tasks and resource requirements, developing full scale project plans, assembling
and coordinating project staff, managing project budget, managing project resource
allocation, planning and scheduling project timelines, tracking project deliverables using
appropriate tools, providing direction and support to project team, maintaining quality
assurance, monitoring and reporting on progress of the project to all stakeholders,

2. presenting reports defining project progress, problems and solutions, implementing and
managing project changes and interventions to achieve project outputs, and completing
project evaluations and assessment of results.
Senior Acquisition Manager, MCR, Global Hawk Division, Nov 2007 to June 2011.
Provides consultation and advice to the both the Global Hawk Block 10, 20, and 30
Programs, the German version of Global Hawk (Euro Hawk) and the Logistics Division.
In support of Blocks 10-30, develop and monitor project schedule baselines and
budgets. Develop and track project schedule and cost performance criteria to include
Earned Value (EV) metrics. Monitor adherence to program management guidance and
directives issued on specific projects. Prepare project reports and presentations for
program and project status meetings. Provide mentoring for project management and
logistics best practices and techniques. In support of logistics, facilitate operations and
maintenance planning, initial provisioning of spares/consumables, inventory and asset
management, reliability/maintainability assessment, conduct industry/market studies,
write technical assessments, statements of work and system/equipment specifications.
Write new maintenance plans and assess effectiveness of existing plans. Participate as
logistics representative in quality assurance and process improvement activities.
Collect data pertaining to Total Cost of Ownership of systems/equipment and provide
recommendations for possible reductions in overall support costs.
For the FMS German Euro Hawk, provide entire scope of program management and
logistics support. Manage logistics, mission planning, training and flight test support for
the program. Track progress, develop solutions for problems, consult with the
Germans, provide direction to the contractor, and evaluate results. Specifically, I
process amendments to the Letter of Offer and Acceptance (LOA) using the Security
Assistance Manpower Reporting System (SAMRS) and the Defense Security
Assistance Management System (DSAMS). With Logistics, I worked with AFSAC and
Item managers to procure GFE and LRUs for Euro Hawk. I provide guidance and
recommendations to the financial managers on cost and performance of contractor
enabling balancing of available funds for the program.
Deputy Director Training Aircraft Directorate Dec 2006 to Nov 07. Directs a Joint
organization employing 180+ people in three squadrons and one detachment.
Responsible for developing, producing, deploying and sustaining DoD's current and
future systems providing superior flight training for AF and Navy undergraduate aircrews
and meeting aviator training requirements well into the 21st century. Manages more
than 1,500 T-6A, T-38C, T-1A, and Iraqi/Afghanistan aircraft and ground based training
systems--$1.3B in active funds.
Director Fighters/Bombers/FMS, Simulator Division, Jun 02 to Jan 07. Directs the
acquisition and sustainment of fighter, bomber, and unmanned aerial vehicle training
systems. Leads a 65-person division and conducts acquisition planning and execution
for all Combat AF (CAF) trainers. Develops acquisition strategies for new training
concepts and directs all CAF trainer special projects and studies. Directs the cost,

3. schedule, and performance of over $1B trainer acquisition, replacement, and upgrade
programs. The CAF training focal point with company vice presidents, senior ACC,
USAF, and foreign decision makers. Led the training system acquisition team for the
new Predator Mission Aircrew Training System resulting in a below cost, ahead of
schedule award.
Deputy Director, Simulator Directorate, Oct 04 to Apr 05. Directed 500 Employees
at three geographically separated locations in product development and sustainment for
all USAF and 10 foreign Air Force aircraft training systems, including USAF classified
programs. Directed the Training Systems Corporate Review Board—developed and
implemented policy for more than 50 programs. As the Training Systems leader for the
ORI, advised the SNIPER team, ultimately leading to a Wing ORI outstanding rating.
Wing Champion for the program management IPT. Established Wing policies and
processes for daily program management. Led the quick recovery effort when a
contractor failed to meet the schedule on a foreign trainer program: international crisis
averted.
Deputy Director, Air Mobility Sys Program Office, Apr 02 to Jun 02. Responsible
for directing the modernization, development, test, production, deployment, and
sustainment of new/existing aircraft systems to meet Air Mobility Command (AMC), Air
force Reserve command (AFRC), Air National Guard (ANG), and Special Operations
Forces (SOF) mission areas. Responsible for program direction and resource
managements of C-5, C-32, C-37, C-40, C-130J/AMP, E-10A, KC-767, and aircraft
protection programs. Total program value in excess of $29B. Led the Air Mobility
human resources team ensuring that military, civilian, and support contractor positions
were filled with knowledgeable people with the skills and ability to do an outstanding job.
Chief, Acquisition Center of Excellence, Aug 00 to Apr 02. Led the 20-person
Acquisition Support Team giving support, advice, and guidance to ASC’s integrated
product teams (IPTs) through the entire acquisition process. Enabled each IPT to follow
a timely, efficient pre and post-award path toward successful achievement of its
program goals. Taught individual IPTs to conduct informative market research; develop
successful acquisition strategy; create clear and understandable requests for proposal;
and select the offeror that provides best value to the Air Force. Guide IPTs with the
development and implementation of acquisition tools such as an award fee evaluation
tool, a contractor performance assessment report (CPAR) tutorial, and guides covering
key areas of program execution. Advised the ASC Commander on major source
selections and provided recommendations for program improvement and final selection.
Development System Manager, Subsystems Program Office, Mar 95 - Aug 00.
Was the Development Systems Manager for USAF automatic test systems (ATS). Led
the development, procurement, sustainment, and upgrade of special purpose
computers with their software and special equipment to test Air Force weapon systems

4. and their associated subsystems. Separately, managed the Integrated Digital
Environment (IDE) Program in a 500-person organization. Structured a dynamic
information environment for Air Force acquisition and sustainment to support business
activities and provide immediate access to information. IDE used the latest technology
in computer resources, the Internet, and telecommunications to achieve paperless
acquisition and develop a collaborative work environment.
Senior Acquisition Logistician, ASC Staff, Apr 94 to Mar 95. Was the logistics “third
person” visionary leader for the development and implementation of integrated
acquisition policy and reform at Aeronautical Systems Center (ASC). Served as the
recognized authority and technical expert/ advisor for acquisition logistics functions as
they related to ASC’s implementation of acquisition policy. Worked on the Center
reengineering team to identify ASC’s key processes and then devised a method to
assess the health of these processes. Resulted in Center performing a self assessment
of processes, evaluating the results, and creating a roadmap to improve key processes
that tied to ASC’s strategic plan.
Director of Acquisition Logistics, Aircraft Program Office, Sep 91 to Apr 94. As
the Chief of Acquisition Logistics in the Aircraft Program Office, was responsible for
technical and administrative direction to logistics lead functional staff and logistics team
members for 27 different programs valued over $30.8 billion. Trained, equipped, and
organized the Aircraft Program Office logistics people to ensure the acquisition of
supportable aircraft at an affordable life cycle cost. Directly involved in training,
strategic planning, apprenticeship, mentorship, process ownership, and supportability
analysis for all programs.
Director of Acquisition Logistics, B1 Program Office, Oct 90 to Sep 91. As the B-1
Deputy Program Manager of Logistics, responsible for managing, planning,
coordinating, and directing all integrated logistics support and acquisition logistics
management for the B-1B Bomber. Included the effort associated with managing and
integrating the assigned logistics elements of technical orders, training equipment,
support equipment, intermediate automatic test equipment, depot maintenance
activation, computer resources, spares provisioning and site activation planning.
Responsible for the development and procurement of $1.8 billion worth of peculiar
support equipment and TOs.
Various Positions, Apr 72 - Oct 90.
Worked at HQ EUCOM in Stuttgart Germany, Rickenbacker AFB, Newark AFB, and HQ
AFLC. Held jobs as a productivity enhancement specialist, management analyst,
maintenance specialist, and logistics management specialist at grades GS-11 to GS -
14. Worked in multiple services, three commands in the Air Force, a depot,
Headquarters, and ASC.

5. WORK EXPERIENCE IN EDUCATION
Park University
Parkville MO
Adjunct Instructor
September 1976 to Present
Developed and taught in residence and online several Psychology, Management and
Logistics Courses.
Capital University
Columbus, OH
Adjunct Instructor
September 1987 to December 2007
Developed and taught in residence several Psychology courses at the Dayton
Residence Center.
Central Michigan University
September 1991 to December 2006
Developed and taught Graduate Courses in Information Technology throughout the
United States.
Embry-Riddle University
Dayton Residence Center
September 1999 to December 2005
Developed and taught Graduate Course in Flight Simulation. Also developed and
taught undergraduate courses in Information Technology.
Awards: ASC Outstanding Training Team Systems 2007
Air Force Achievement Award, 2007
677th AESG Team of the Year Award, 2007
Three Meritorious Civilian Service Awards, 1994, 2002, and 2007
Air Force Outstanding Acquisition Support Team, 2001
Product Group Manager of Year in AFMC, 1996
Organization of the Year in AFLC/AFALD, 1990
Performance Awards, 1980 - 2007
Professional Associations: International Society of Logistics