Michael Kenig, PMP MSPM

Experience

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  United States Air Force

  Mar 1999 - Sept 2006

   Responsible for the supervision of 38 military members, as well as for the receipt, storage, and distribution of 32,000 mission critical assets worth more than $23 million in support of Operations Enduring Freedom and Iraqi Freedom.  Rebuilt the War Reserve Material (WRM) and Support Agreement programs, accounting for $1.4 million in WRM assets and $2.6 million reimbursed to the 39th Air Base Wing. Served as the unit lead on the U.S. Air Force version of Six Sigma and Lean Manufacturing. Developed and implemented an asset distribution consolidation and coordination plan by streamlining processes and reflowing the warehouse. Served as the Logistics Readiness Squadron Facilities Manager. Collected, evaluated, and prioritized all building work orders leading to the improvement of more than 35 squadron facilities. Initiated an asset reduction program, decreasing the warehouse by 1,600 line items and the warehouse footprint by 45%. Show less  Maintained 18 classified and unclassified war operations plans directly affecting the 463rd Airlift Group. Conducted the briefings on all of the 463rd Airlift Group’s war operations plan requirements to the senior leadership, as well as to all aircraft commanders during their monthly tactics training.  Rewrote the Airlift Group’s Contingency Action Plan, incorporating standard processes, deployment checklists, and quick reaction checklists created to respond to multiple situations. Deployed as the Installation Deployment Officer to Ali Al Salem Air Base, Kuwait, in support of Operation Iraqi Freedom. Directed the deployment and redeployment of 36 regularly scheduled and U.S. Air Force dedicated flights, as well as 18 C-130 missions, transferring more than 7,400 U.S. Air Force personnel. Coordinated efforts to lodge and feed 193 passengers redeploying from Camp Bucca, Iraq after receiving notice of a 24-hour aircraft delay only two hours prior to departure. Inspected over 37,500 bags and over 1,125 tons of cargo and equipment in conjunction with US Navy Customs Inspectors impeding prohibited items from exiting Kuwait. Show less Responsible for the supervision of 61 military personnel over three shifts and for maintaining a fleet of 28 material handling equipment and vehicles. Developed plans, programs, and procedures affecting the movement of cargo shipments and the loading and off-loading operations on military and commercial aircraft.  Analyzed, prepared, and implemented directives to receive, inspect, and process general and special-handling cargo. Led the deployment and redeployment of 458 passengers and 285 tons of equipment on 35 various military and commercial aircraft for the 463rd Airlift Group in support of Operation Iraqi Freedom. Oversaw the safe off-loading and loading of 46 tons of presidential support vehicles after receiving notification two days prior. Coordinated and oversaw the deployment of 78 tons of cargo and 17 US Army personnel. Show less  Responsible for the supervision of 44 civilian and military personnel, providing continuous seven-day supply support to the 314th Airlift Wing, the 463rd Airlift Group, the 189th Air National Guard, and the Air Mobility Warfare Center.  Controlled a $126 million supply inventory consisting of more than 10,000 line items and four warehouses, as well as two mobility readiness spares packages worth more than $16 million for 72 C-130 aircraft. Led the simultaneous deployment of two mobility readiness spares packages—consisting of 20,000 units—to in-theater warfighters in support of Operation Enduring Freedom. Enforced inventory accountability and proper warehouse practices increasing accuracy to 99%. Led the Mobility Readiness Spares Packages section to reconfigure 600 critical items, reducing airlift requirements by 10%. Show less  Trained in the detection, identification, rendering safe, and disposal of US and foreign conventional, chemical and nuclear ordnance.  Provided routine and emergency support to maintenance personnel in the largest munitions storage area and busiest flight line in the Pacific Air Forces.  Responsible for the operational readiness of all specialized tools, equipment, vehicles and personnel. Alternate Explosives Account Custodian responsible for inventory control of assigned explosives. Developed quick reference packing guide to efficiently pack vehicles with explosives, tools and equipment and personal gear.  Augmented United States Secret Service security details providing protection for American dignitaries. Promoted in rank six months early and selected to receive commission to Second Lieutenant. Show less

  • Material Management Flight Commander

    Nov 2005 - Sept 2006

  • Chief, Operations Plans

    Jul 2004 - Oct 2005

  • Officer-In-Charge, Aircraft Services

    Jun 2003 - Jun 2004

  • Officer-In-Charge, Material Management

    May 2002 - May 2003

  • Explosive Ordnance Disposal Technician

    Mar 1999 - May 2002
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  Ryder Supply Chain Solutions

  Oct 2006 - Aug 2008

  Logistics Manager

   Responsible for the daily operations of a 750,000 square-foot distribution center with total accountability for the implementation and execution of warehouse process management and total customer satisfaction. Provided oversight for the warehouse processes of receiving, inventorying, picking, shipping, and reverse logistics; the warehouse administration processes of payroll submission, vendor invoice management, customer invoice preparation, management of the profit and loss (P+L) statement, employment/human resources of permanent and temporary personnel, training, quality assurance, and equipment maintenance; and the facility management processes of safety, security, information technology/systems infrastructure, and general maintenance/housekeeping. Supervised six direct reports and an average of 50 indirect reports over two shifts, and managed an average monthly inventory in excess of $4 million. Oversaw the consolidation of two 250,000 square foot distribution centers (DCs) into one larger facility while conducting full warehouse operations from all three DCs. Show less

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  General Dynamics Information Technology

  Aug 2008 - Mar 2015

   Responsible for operational management of a 28,170 sf whse with accountability for facility safety, security, environment, and maintenance.  Executes the daily technical, administrative and operation management of $1M program guaranteeing the consistency and profitability of the financial, quality, technological, and scheduling commitments as defined by the statement of work.  Interacts regularly with contracting officer representative and unit section chief to ensure conformance to task order requirements; drafts monthly progress report detailing program task accomplishments, adherence to schedule, and financial management; conducts quarterly program management review.  Performs project management oversight to support the planning, review, approval, and implementation of warehouse modification/ improvement projects, to include Requests for Quotation and SOWs, conducting of bidder’s conferences, evaluation of offered proposals, oversight of subcontractor work performance, and assurance of quality deliverables.  Adheres to OSHA, State and Local regulations, Corporate ISO, QMS, and EHS standards, and standards prescribed by the NISPOM for a contractor-run facility; serves as primary QMS/EHS representative coordinating all internal and external inspections and audits.  Develops, reviews, and enforces standard operating policies and procedures to ensure the facility operates more effectively and efficiently.  Responsible for the materials management areas of receiving, inspection of property, verification of delivery, storing, picking/packing, inventory control, and delivery of parts, supplies, and equipment.  Created and maintains an inventory management database which tracks inventory by name, function, and location; maintains appropriate shipping and inventory records; and submits reports during audits.  Supervises one logistics/material management personnel; accountable for hiring, schedule and task assignment, and performance evaluations. Show less  Developed, delivered, and managed a seven-day course to educate and train logistics readiness officers and civilians in the direction, control, and coordination during an installation’s deployment of cargo and personnel. Conducted nine classes, graduating 113 students. Served as the on-site contract manager responsible for generating the Installation Deployment Officer course monthly status report based on the contract statement of work and acting as the liaison between the U.S. Air Force Expeditionary Center and General Dynamics Information Technology. Analyzed the course material to ensure the accuracy and currency based on the U.S. Air Force regulations. Show less

  • Principal Analyst, Logistics

    Mar 2010 - Mar 2015

  • Senior Analyst, Logistics

    Aug 2008 - Mar 2010
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  Metrica, Inc.

  Mar 2015 - Aug 2017

  • Accountable for the overall contract performance of a firm-fixed price Information Technology Infrastructure Operations and Support contract with an annual budget in excess of $3.6M and servicing approximately 1,500 end-users in the National Headquarters Office and seven regional offices.• Manage stakeholder relationships by interfacing with the Government Contracting Officer's Representative (COR), government management personnel and customer agency representatives. • Responsible for formulating and enforcing work standards, assigning contractor schedules, reviewing work discrepancies, supervising contractor personnel and communicating policies, purposes, and goals of the organization to subordinates. • Manage program deliverables in the core task areas of Desktop Services, Network Operations, and Telecommunications with a constant focus towards continuous improvement.• Oversaw the processing of over 5,800 trouble tickets across the three core tasks in over fourth months.• Reduced MTV’s Help Desk backlog from 171 at the start of contract to 109 in over four months. Conversely, the Federal Help Desk backlog increased from 120 to 199.• Installing basic help desk functions that were not in place – call scripts, maximum call time limit, shift schedule for Tier 1 support - lead to reduction in abandoned call rates and call wait time from start of contract. Show less • Implement on-going CMaaS vendor support in order to maintain and improve the functional processes within the continuous diagnostics and mitigation (CDM) Dashboard software.• Coordinate with CMaaS Contractors and other Government-designated integrators for the engineering and integration of the CDM Dashboard solution with computer system, hardware, operating software, and networks.• Present technical advice and support for installed and accepted CDM dashboard software and hardware.• Determine if CDM dashboard related calls not resolved through Tier Two level support shall be forwarded to the proper Tier Three level support.• Develop operational training plans and associated training materials and conduct operational training to CMaaS Contractors and other Government-designated integrators. Show less • Worked with stakeholders/customers in capturing business objectives and processes in order to bridge short-term requirements and long-term solutions.• Developed plans, budget and schedule for upgrades and regular updates to the customer-funded Task Information Management System (TIMS).• Performed the financial management of the Task Order, to include the review and approval of vendor invoices.• Analyzed current and new vendor invoicing processes in order to identify the most effective and efficient ways to review, approve and pay In-Country Partner invoices within net 30 days.• Reviewed internal systems and processes insuring compliance to the customer’s processes and business objectives.• Contributed to the growth of current task order by reviewing and amending statements of work and to the company by writing, reviewing and amending technical proposals.• Instrumental in receiving an “Exceptional” in the Cost Control evaluation area of the 2015 Contractor Performance Assessment Report, the only evaluation area to improve from the previous year. Show less

  • Program Manager

    May 2016 - Aug 2017

  • Continuous Monitoring as-a-Service (CMaaS) Liaison

    Feb 2016 - Aug 2016

  • Technical Project Manager

    Mar 2015 - Feb 2016
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  Technical and Management Resources, Inc

  Feb 2018 - Apr 2019

  Project Manager
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  Rapiscan Systems

  May 2019 - Mar 2021

  Senior Program Manager
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  CTI

  Mar 2021 - Sept 2021

  Program Manager
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  Trident Systems, a LightRidge Solutions Company

  Nov 2021 - now

  Program Manager