The document is a resume for Thomas Ballenger, an Army Lieutenant Colonel with over 20 years of experience in aviation maintenance, project management, systems integration, and technology development for special operations forces. Ballenger has led teams and managed multimillion dollar budgets and portfolios, delivering capabilities on schedule and under budget. He is seeking new opportunities as a project manager, team lead, or technical integrator to continue leveraging his extensive experience.

1. THOMAS M. BALLENGER III
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(254) 681-8592
thomas.ballenger@gmail.com
Army Acquisition Officer, Maintenance Test Pilot, Special Operations Technologist, Logistician
OBJECTIVE: Active duty Army Lieutenant Colonel transitioning from the Army with extensive
experience and success in leading diverse teams of experts, negotiating with disparate
stakeholders, and achieving cost-effective and compliant technical results. Seeking
opportunities as a project manager, team lead, or technical integrator.
SKILLS
Project management
Operations management
Maintenance management
Aviation operations
System integration
Leadership of multifunctional teams
Leadership of technical experts
Test and evaluation
Risk management
EXPERIENCE
Deputy Director of Science and Technology, US Special Operations Command (SOCOM,
September 2013 to present, 50 hours per week). Responsible for the directorate’s internal
processes and financial performance while providing game-changing technology to Special
Operations Forces (SOF) customers.
Successfully managed a $40 million research and development portfolio with
Congressional oversight. Personally briefed Senate and House staffers on the
respective Appropriations and Armed Services Committees (SAC, HAC, SASC, HASC)
to defend current and future projects through strategic communication. Planned,
prioritized, funded, and successfully executed over 70 technology projects in compliance
with legislation. Delivered critical optical, protection, medical, and weapon technologies
to users and program offices.
Managed and provided oversight of fixed price and cost-based contracts. Directed
changes to labor mix, technical priorities, and schedule milestones to maximize
outcomes in the trade-space of cost, schedule, and performance.
Handpicked by the SOCOM Acquisition Executive to spearhead implementation of
Special Operations Advanced Manufacturing (AM). Initiated command-wide integration
of design tools, 3-dimensional printing, workforce development, and a knowledge-
management network. Established a Wounded Warrior support cell for non-deployable
SOF Warriors to enable distributed global tactical use of advanced manufacturing.
Supervised and mentored 30 employees as a cohesive team, including engineers, PhD
technologists, business analysts, and special operations subject matter experts.
Participated in candidate interviews and key hiring decisions. Administered corrective
action and improvement plans to under-contributing employees. Coordinated closely
and transparently with subordinate staffs, inter-agency partners, and the conventional

2. THOMAS M. BALLENGER III
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military services to reduce redundancy, share successes, and maximize the utility of
available resources.
Director of Systems Integration, 160th
Special Operations Aviation Regiment (March 2011 to
July 2013, 60 hours per week). Commander of a 40-person unit dedicated to special operations
helicopter requirement definition, system development, integration, test, and sustainment
supporting the entire fleet of 192 special operations helicopters. Special Staff Advisor to the
Regiment Commander on all issues related to emerging technology, requirements, anomalous
system performance, and potential quality deficiencies.
Commanded and administered the Aircrew Training Program for the organization.
Established local policies for Developmental Test Pilots and implemented Army
regulations. Enforced compliance and ensured proficiency of rated and non-rated
crewmembers. Analyzed air mission briefings and risk assessments for compliance and
necessity. Received commendable ratings from Army level audits.
Authored requirement documents for enhanced terrain-avoidance radar, advanced
ballistic protection, and helicopter modification programs. These documents were
coordinated closely with end-users, maintainers, higher headquarters, resource
providers, and commanders. All were subsequently approved and formed the
foundation for fielded capabilities.
Provided guidance on cost, schedule, and performance trades related to the MH-60M
aircraft production line. Carefully measured and managed the availability of critical
personnel and equipment to meet multiple simultaneous requirements. Successfully
managed $750 million in capital equipment, four specialized test aircraft, and 50
integration projects.
Fielded new MH-60M aircraft, unique advanced flight control systems, lightweight aircraft
armor, advanced simulators, and cockpit software. Orchestrated the overall integration
of equipment and support systems. Customers were empowered, informed, trained, and
ultimately more capable.
Systems Integration Officer, 160th
Special Operations Aviation Regiment (March 2010 to March
2011, 50 hours per week). Leader of five functionally oriented modification cells supporting
three aircraft types, avionics, simulator devices, survivability equipment, and mission planning
systems.
Identified and prioritized modernization needs for Special Operations helicopters.
Successfully supported three block upgrades by identifying and prioritizing critical
technology needs. Provided key aircraft defense systems in a cost-effective and
mission-supporting modification plan.
Directly supervised the test and modification efforts of three special operations aircraft
types (A/MH-6, MH-60, and MH-47) and the simulation devices that support them.
Participated in high-level maintenance decisions for crashed or seriously damaged

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aircraft, including overhaul/replacement decisions. Coordinated configuration
management of aircraft, training systems, and planning tools.
Led the test and evaluation effort for emerging technologies. Edited and approved flight
test plans for aviation subsystems; these tests collected necessary data while minimizing
time, risk, and cost.
Project Manager, Aircraft Survivability Equipment, US Army Special Operations Command (July
2008 to March 2010, 60 hours per week). Lead executor of Special Operations aircraft
survivability programs including ballistic protection, multi-spectral signature reduction, threat
detection, and active countermeasure of threats.
Personal obligation authority for a $432 million multi-year portfolio. Projects were on
schedule, in compliance, and delivered predictably to aircraft modification lines.
Provided quality surveillance and made necessary and effective acceptance test
procedures to ensure quality.
Successfully negotiated with senior leaders, congressional staffers, user
representatives, and airworthiness authorities to optimize program outcomes, particularly
in defense of program funding and establishment of airworthiness.
Revived a previously canceled aircraft protection program from the Army and corrected
the technical issues in order to fill a critical capability gap. Integrated, tested, and fielded
the system on schedule. It deployed to combat and it continues to protect aircraft and
aircrews in multiple theaters.
Recognized by the customer Special Operations community as a top performer; invited
to assess and join the Special Operations Aviation unit. Favorably assessed and
became a unit member.
Training With Industry, Bell Helicopter (September 2006 to April 2007, 40 hours per week).
Embedded as an employee with Bell Helicopter’s Armed Reconnaissance Helicopter (ARH)
program office.
Participated in air vehicle system integration, procurement, and affordability working
groups. First-hand experience with production planning and enterprise resource
management tools.
Assisted with Make/Buy decision analysis and the development of the subsequent
acquisition strategies. Researched supplier networks to meet part availability needs.
Participated in test resource planning to meet significant data requirements with limited
assets and time.
Operational Test Officer, US Army Test and Evaluation Command (December 2003 to
December 2005, 40 hours per week). Planned and executed aviation test events to
characterize new aircraft protection systems.

4. THOMAS M. BALLENGER III
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Selected over peers to lead the Aircraft Survivability Test Team based on qualifications
as an Electronic Warfare Officer. Adapted the test strategy to meet urgent operational
needs for protection from shoulder-fired anti-aircraft missiles.
Successfully negotiated with the Office of the Secretary of Defense, Program Executive
Office, doctrine leads, airworthiness authorities, and national test ranges to establish an
achievable test event which met the critical data needs for all stakeholders without
incurring cost or schedule growth.
Developed the test design, successfully executed, and fully documented the test for the
Common Missile Warning System (CMWS), supporting material fielding decisions. The
test was conducted on schedule, accident-free, and under budget. The system was
soon fielded to combat and has proven to save lives.
Aviation Maintenance Company Commander, 1st
Cavalry Division (September 2001 to July
2003, 50 hours per week). Commander of a 120-soldier AH-64D Longbow Apache unit
maintenance company responsible for full spectrum maintenance and logistics supporting 18
advanced attack helicopters and managing a $70 million budget.
Handpicked over more senior officers to assume command of this complex unit due to
Maintenance Test Pilot and aviation maintenance manager credentials. Meticulously
managed maintenance resources and external work-order behaviors. Exceeded
operational flying hour execution goals while simultaneously exceeding fleet availability
goals, all at costs lower than the DoD allocation.
Established and led a diverse team of representatives and enablers from supported line
companies, Original Equipment Manufacturers (OEM), Aviation and Missile Command
(AMCOM), Directorate of Logistics (DOL), Aviation Intermediate Maintenance (AVIM)
support, and support contractors. Organized specific action teams to solve maintenance
problems. In order to increase efficiency, influenced operational maintenance leaders
and commanders to expend the maximum usage of all systems between component
overhauls.
Identified and corrected a critical resourcing problem related to aviation packaged
petroleum products. Researched, advocated, and presented a solution to senior leaders
that resulted in a return of approximately 10% of the battalion’s training budget,
increased availability, and a more accurate accounting of flying hour costs.
Supported the initial Operation Iraqi Freedom ground invasion by being the only Apache
maintenance company in the offensive to provide 18 fully mission capable aircraft (100%
availability) for the mission.
Performed extensive and innovative repairs in an austere field site after all unit aircraft
suffered severe battle damage. Intensively managed personnel availability and priorities
of work. Meticulous fault tracking and close coordination with embedded airworthiness
engineers allowed safe and rapid return of combat capability. The overall effort and
individual repairs were recognized for excellence by the supporting aviation depot.

5. THOMAS M. BALLENGER III
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Aviation Intermediate Maintenance (AVIM) Shops Platoon Leader, 1st
Cavalry Division
(December 2000 to September 2001, 40 hours per week). Platoon leader for a multi-functional
shop operation conducting aviation component assessment, overhaul, and repair of avionics,
armament, powertrain, powerplant, and structural systems. Conducted daily prioritization of
human and capital resources to meet Production Control goals for scheduled and unscheduled
maintenance. Identified, communicated, and mitigated potential disruptions in service due to
zero-balance stockages, personnel underlaps, or unavailable critical equipment.
Met production goals while enforcing compliance with maintenance and safety
procedures; zero accidents. Provided daily surveillance of facilities, work orders,
procedures, and output.
Conducted detailed deployment and movement planning to support expeditionary
operations.
Worked closely with item managers to minimize logistics and administrative lead-times
for component repairs.
Aviation Officer, multiple units (September 1996 to December 1999, 50 hours per week).
Support platoon leader, attack helicopter platoon leader, and battalion logistics officer in forward
deployed and rapid-deployment units. Led small teams in mission planning, mission execution,
and mission support. Participated as a primary staff officer and solved command-level
problems as part of an integrated team. Earned Pilot-In-Command designation.
Infantryman, Texas Army National Guard (October 1991 to December 1992, 48 hours per
month). Mortar platoon gunner. Honor Graduate from Basic Training class at Fort Benning,
GA.
QUALIFICATIONS
Top Secret / Sensitive Compartmented Information (TS/SCI) Clearance
Defense Acquisition Level II Certified in Program Management
Defense Acquisition Level II Certified in Test and Evaluation
OH-58D Pilot in Command and Maintenance Test Pilot
Aviation Maintenance Manager
MH-6M Pilot
Electronic Warfare and Aircraft Survivability Officer
EDUCATION
M.B.A., Management, University of Texas at Arlington, 2007
Training with Industry, Bell Helicopter, 2007
B.A., Biology with Chemistry minor, Texas A&M University, 1995