Jesse J. Thomas is an experienced program manager and business analyst seeking new opportunities. He has over 20 years of experience leading teams and process improvement initiatives in the Air Force. His background includes project management, business analysis, data analysis, and lean six sigma. He holds an MBA in project management and bachelor's degree in business management.

1. Jesse J. Thomas, MBA
5811 Kent Creek Lane, Colorado Springs, CO 80924
Phone: 719-331-2517 | Email: Jesse.Thomas.781@Gmail.com
LinkedIn: www.LinkedIn.com/in/jesse-thomas-mba-477b6a78
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Program Management / Business Analytics / Process Improvement
Confident professional with diversified management and leadership experience. Background includes a myriad of
experience in project management, technical management, business analysis, data mining, and lean six sigma.
Proven change agent with strong analytical and problem solving skills. Ability to evaluate data and extract
information to identify problems, significant factors, or trends to assist in decision making. Drives continuous
improvement through value stream mapping, cost reduction, analysis of variances, Kaizen events, and root cause
analysis. Innate ability to motivate and empower cross-functional groups to accomplish objectives and resolve
complex issues. Outstanding writing, listening, and interpersonal skills enhance teamwork and productivity.
Core Competencies
 Project Management  Conflict Resolution  Organization
 Personnel Management  Employee Relations  Goal Oriented
 Six Sigma Lean Focused  Leadership  Team Dynamics
Professional Experience
Aircraft Maintenance Operations Superintendent Dec 13 – Jan 16
Led and mentored 7 diverse project management teams consisting of 162 personnel and 8 Air Force specialties
into one cohesive unit that supported 31 707/E-3 AWACS aircraft worth over $9 billion. Able to plan, monitor and
execute $42M Department of the Air Force Flying Hour Program in support of over 2,000 maintainers, operators
and support technicians. Responsible for analyzing maintenance trends to identify leading and lagging indicators
in order to improve efficiency and reducing operations costs. Planned and scheduled over 10,000 maintenance
actions to ensure fleet health was maintained and mission effectiveness was always a priority. Produced position
papers, reports, studies, staff summaries, briefings, and charts to recommend alternative approaches based on
analysis and special studies.
 Identified critical asset shortfall impacting the mission. Works with outside agencies to immediately procure
assets and permanently increase stock level by 60% in order to mitigate future mission influencing incidents.
 Coordinated with Air Force Engineers on ways to extend engine preservation inspections and cease needless
maintenance and shipments. This practice was recognized as a “best practice” and benchmarked across 8 Air
Bases within the combat zone.
 Hand selected by Senior Leadership to become a First Sergeant to boost unit morale by ensuring employee
needs were met and workers stayed productive. End result was 1,177 sorties launched during the month of
Aug 2014, an all-time base high.
Inspector General Compliance Inspector Oct 10 – Dec 13
Led a team of Air Force compliance inspectors responsible for inspecting 225 units at 124 locations for
compliance of Air Force regulations, maintaining US Law and OSHA standards. Assessed 1,500 programs and
authored companywide crosstalk reports that affected 133K employees. Responsible for identifying and training
substandard work centers to achieve and exceed standards by adopting identified benchmarked programs.
 Analyzed business trip expenditures, identified cost saving by reducing manning requirements by 50% and
saving $15K annually.
 Developed an inspection sampling strategy that was able to return 60% of the scheduled man-hours back to
the company and still maintain a 90% efficiency rate.
 Skillset sought out by outside agencies to help mentor their units on how to become more organized, efficient
and productive. Recognized by Senior Leadership as a valuable Air Force asset.

2. JESSE J. THOMAS, MBA
Program Manager
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Command Aerospace Vehicle Distribution Officer Apr 05 – Oct 10
Supervised 5 Maintenance Managers and Analysts. Directed the movement of 669 aerospace vehicles including
ICBMs, Helicopters and T-400 engines distributed between numerous locations. Continually communicated with
leadership at various Air Force bases throughout the United States to monitor for asset shortfalls. Routinely made
high-level decisions to move and relocate assets to avoid mission interruptions. Spearheaded $70M dollar combat
communication equipment transfer and ensured Airman were equipped for battle at all times. Sole Active Duty Air
Force representative at Department of Defense conference including The Navy and Marine Corps to discuss
Weapons System Lifecycle Logistics. Provided Health of Fleet statistics to Senior Leadership to make informed
operational, strategic, and tactical decisions.
 Coordinated with The Navy and Marine Corps to identify and eliminate asset overages saving $1.2M in
excess storage fees annually.
 Maintenance Management representative during $55M aircraft maintenance contract rewrite to ensure
maximum support for 63 UH-1N helicopters across 4 Air Force bases.
 Developed maintenance systems requirements for $1.3B next generation helicopter program.
Production Planning Manager Jul 94 – Apr 05
Developed, coordinated, and managed all weekly/monthly/annual aircraft maintenance and operations planning
schedules to. Responsible for multi-million dollar flying hour programs on fighter, cargo, medical evacuation,
reconnaissance and Department of Defense Distinguished Visitor support platforms. Briefed Senior Leadership
weekly on status of aircraft daily and ensured delays or problems were promptly communicated. Requires keen
attention to detail, excellent communication skills, problem solving, and prompt decision-making abilities.
 Identified and processed aircraft parts Product Quality Deficiency Reports, expedited process and reducing
time by 26 days, ultimately saving $3.2M.
 Coordinated and monitored aircraft hangar fire suppression system modification with contractors. Able to
accomplish 14 months ahead of schedule, saved $56K.
 Developed contingency plan to induct assets into maintenance pipeline ahead of schedule. Coordinated with
other units and briefed benefits. Increased output 332% in support of warfighters mission.
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Education & Training
 Masters of Business Administration, Project Management – Trident University, Cypress, CA, 2014
 Bachelor of Science, Business Management – Colorado Technical University, Colorado Springs, CO, 2009
 Associates Degree, Maintenance Management – Community College of the Air Force, 2009
 Senior Noncommissioned Officer Academy – Gunter Air Force Base, AL, 2011
 Noncommissioned Officer Academy – Peterson Air Force Base, CO, 2005
 Airman Leadership School – Yokota Air Base, Japan
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Certifications
 Project Management Professional preparation course – Syracuse University, 2015
 Lifecycle Logistics Level I certification – Defense Acquisition University, 2007
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Clearances
 Secret - 2014 – Present
 Top Secret – 2005 - 2010