Brian Royal Sr., PMP, CPPA

Responsibilities include providing direct support to the Mission Technical Contracting Officer Representatives and the Program Management Office (PMO) while effectively communicating with Government and contractors; leading program efforts for a portfolio of multiple projects while facilitating synergies among related technical task order teams in cost management/avoidance, schedule estimation and tracking, contract performance management, risk management, requirements analysis, quality assurance activities, design, development, integration, and testing and maintenance of information technology systems; providing management oversight focusing on the overall quality and timeline standards established by assigned organizations, including, but not limited to: ensuring compliance of tasks required for effective/efficient contract execution, assessing overall contractor performance, maintaining contractor schedules, ensuring appropriate coverage for mission support, coordinating training needs, ensuring preparedness of incoming contractors, and providing detailed technical and financial management of the contract team.

Responsibilities included: analyzing and optimizing the efficiency and effectiveness of existing processes; ensuring all assigned processes and related activities are performed in compliance with Company policies; evaluating and enhancing schedule management, system management and technical planning processes; identifying and evaluating risks affecting processes; implementing procedures to solve technical problems; analyzing and developing strategy to facilitate the configuration of systems and equipment to the network, and conceptual designs or models to address requirements; compiling data detailing target vs. actual comparisons; analyzing and improving new capabilities and plan evaluations; coordinating technicians and work order schedules based on nature and priority of requirements; and conducting in-house training for junior technicians.

Oversaw planning and oversight of daily operations for ongoing projects with corporate office, government COR, and line supervision teams; conducted quarterly assessments of systems and processes to evaluate and mitigate potential and emerging risks; ensured seamless functioning of fleet management/maintenance program; directed HR activities, including recruitment, interviewing, selection, and on-boarding processes; directed training and coaching of transportation supervisors, drivers, dispatchers, maintenance administrators and other staff; spearheaded mentorship of identified prospective supervisors; oversaw management of extended foreign and domestic temporary duty assignments (TDY) in alignment with FAR; managed operational planning including scheduling of routes, shipments of products, and movement of personnel and customers; monitored validity of staff trade and related certifications and licensure; provided innovative strategies to safety programs and other essential initiatives; facilitated compliance with DOT licensure and programs. Created and evaluated annual KPI metrics and other data; and implemented improvements to optimize overall department performance. ● Managed 85-member transportation department including supervisors, drivers, administrators and other staff. ● Oversaw process teams in developing continuous improvement of quality systems to achieve agreed-upon goals. ● Provided mentorship and guidance to direct reports. ● Integrated innovative technology into existing business environment. ● Identified, innovated, and implemented continuous improvement opportunities and customer satisfaction enhancements by conducting weekly process analyses.

Oversaw the daily maintenance of Asset Management (AM) Systems for incoming property (Line Item Receiving Reports), transferred property, and excessed property. I developed the department from start-up to a high-functioning and effective 60-member department. I coordinated the development and implementation of departmental plans, audits, training, and schedules. I orchestrated enhancements to property accountability and management functions in adherence with governmental guidelines and industry best practices. I aided in the development of a white paper presented to and adopted by the government containing process improvements and training for Property Department Specialists (Government continually recruits Chugach personnel to fill vacant government positions).

I spearheaded the successful acquisition of $437M in Federal and State funds for inclusion of small businesses within the Purple Line Transit Project valued at $2.2B. I guided multiple small businesses on submitting applications for recruitment on larger projects, resulting in higher earnings and success rates. I provided expertise and guidance in applying for and attaining Disadvantaged Business Enterprises (DBE) certifications within Virginia and Maryland. I assisted customers with translating requirements into concise Statements of Work and Performance Work Statements. I researched and identified firms through the Maryland Department of Transportation (MDOT) for government contract bidding opportunities. I reviewed bid proposals and consulting with firms and customers daily.

In my capacity as Logistics Property Manager, I directed all Property Department operational activities, including asset and human capital management. I coordinated schedules for $300M+ in government property including property received, shipped, excessed, moved, and/or transported under inventory control process. I oversaw tracking of $300M+ in Logistics Civil Augmentation Program (LOGCAP) materials and government property. I championed training of senior military officers on developing statements of work, cost analyses, project planning requirements, and orders for effective contract execution. I led implementation planning for closure of four U.S. Forward Operating Bases in Afghanistan, exceeding $1B in transfer and shipment of materials and government property. I managed the ordering, maintenance, and transfer of 300+ vehicles from various international sites to the U.S. I achieved successful and consistent deficiency ratios of under 1% (far below acceptable company rate of 10%). I managed the property management system ensuring compliance for on-time, accurate, and comprehensive management of assigned assets. I oversaw the review and processes for LOGCAP requirement packages. I acted as liaison for Base Commander and Project Management in property and supply chain logistics.