Shawn Gregoire

As a Senior Program Manager, I led a team of front line managers who oversee programs focused on aircraft inspections, equipment maintenance, and compliance issues. Facilitating human resource responsibilities, I handled all performance reviews, coaching feedback, culture setting strategy, and any disciplinary actions necessary. My entire responsibility encompasses managing 153 total employees, two aircraft maintenance hangars worth $36M, 11 programs, and $28M worth of equipment. An achievement in this position includes: ● Led a high-profile program focused on improving our qualification upgrade rates.

In this role, I served as program manager at two separate locations, Dover Air Force Base and Ramstein Air Force Base. Leading a seven-member team, I focused the team’s efforts on flawless execution of the aircraft maintenance programs. Specifically, identifying and implementing process improvements that increased productivity and operational efficiencies within the aircraft wheel and tire work center saved the Air Force millions of dollars in cost savings. In addition, I liaised with senior leadership ensuring they were up to date on all aircraft and equipment statuses and concerns. Some notable accomplishments in this role include: ● Increased order efficiency by 150% via creation of database. ● Secured alternative sourcing options for aircraft wheel bearings preventing nine-month supply bottleneck. ● Delivered 6% cost savings through streamlined inventory and production processes.

While in Honduras, I oversaw all aircraft and helicopter related operations for Central American missions and ensured safe and secure operations of the region’s lone capable C-5 airfield. I did this while training and developing a two person crew as they executed the vision of the section. I was awarded a Commendation Medal for my efforts during that year. Key achievements in this role included: ● Collaborated with the U.S Marines to conduct three anti-trafficking operations throughout Central America. ● Overhauled base’s tool accountability system, creating central checkout point and reducing waste by 27%

I interacted with Wing deployment agency while ensuring that all personnel and equipment met 12 hour Operations capability timelines. I also ensured full-spectrum readiness of personnel and equipment, maintained mobility folders, and ensures mobility training requirements are met. I also deployed within 12 hours as C-5 and C-17 maintenance team member, while supporting TRANSCOM's global Joint Task Force-Port Opening (JTF-PO) mission with the Army.

I sustained worldwide Contingency Response Wing maintenance operations while being deployable within 12 hours. During this time, I executed bare base buildup, established personnel and equipment placement, and supported USTRANSCOM directed missions. As a mechanic, I maintained and serviced 18 C-5 and 13 C-17 aircraft and alleviated maintenance personnel shortfalls.

During the beginning of my Air Force career, I performed scheduled and unscheduled maintenance on 18 C-5 aircraft valued at over $3.7 billion. I also performed aircraft inspections and servicing for daily training sorties, worldwide missions, and special taskings. I managed numerous programs and tracked accountability of test equipment, tools, and technical manuals valued at $1 million.

• Strategy development and oversight of its implementation, leading its strategic communications effort to demonstrate NAAAHR value and impact • Developing new components of the Chapter's strategy • Lead the Chapters strategy development and oversight of its implementation including leading the development of annual and longer-term goals, monitoring achievement of the goals, and establishing metrics to determine successful implementation of the goals. • Lead the Chapters innovation efforts including supporting the operation and the development of new ideas for the Chapter • Support the coordination of the organization’s knowledge management strategy setting up systems to facilitate knowledge management between partners, networks, and other external thought leaders • Working closely with the Chapter President, Leaders and Board Members to develop criteria to define key strategic partnerships in alignment with the Chapters strategic plan and work towards implementing a plan to secure partnerships that support mission achievement • Work with Chapter Leaders and Board Members to execute against ambitious goals, including identifying, cultivating and soliciting funding from sponsors, partners, external foundations, corporations, government sources and other community partners • Steward existing and build new strategic partnerships that advance NAAAHR’s mission achievement including identifying new partners to development for new programs and services provided locally • Use opportunities to deepen relationships with current partners and sponsors, and to advance strategies to secure potential partners