Jeffrey Davis: Chief, IT Strategy and Policy Branch in Lizella, GA

Leads a team of Logistics IT specialists that provides innovative commercial mobile solutions to enterprise Logistics, Engineering and Force Protection missions. Manages budgeting, procurement, contracting, distribution, and sustainment of over 3,000+ commercial mobile devices and small computers across the command. Leads Air Force Reserve Geographic Information Service (GIS) team providing GIS services to 9 operating bases and the Headquarters. - Stood up new AFRC Logistics IT capability. Designed organization, developed roles and responsibilities, integrated new processes into other divisions, set strategic goals and objectives. Delivered immediately. - Developed strategy and vectored GIS Team to enable new innovative products and expand GIS capabilities and services into new functional areas. - Voting member of the Air Force Reserve Chief Information Officer Board and the Air Force Enterprise Logistics Information Technology Working Group. Co-founded AFRC Mobile Solutions Team.

Planned, Programmed, Budgeted, and Executed over $1 billion annually in Air Force Reserve Operations and Maintenance funds in support of Logistics, Vehicles, Support Equipment, Maintenance, Aviation Fuel and Parts, as well as Weapon System Sustainment requirements. Developed new AFRC Logistics strategic planning process. Aligned strategic efforts, provided method for measuring success, and created a top to bottom open dialogue about strategic goals. Led a team of five analysts responsible for the planning and execution of over $1 billion in annual funding that supports the sustainment, repair, and fuel for 339 Air Force Reserve aircraft. Engineered new logistics equipment requirements process that identified $37 million in unmet critical unit needs. Provided justification to Congress and obtained funds to increase unit capability. Key advisor during merger of the two largest Directorates in the Air Force Reserve. Developed plan to balance integration capabilities and unjammed per

Chaired of one of six resource portfolio panels that make up the Air Force Reserve Command Corporate Structure. The Mission Generation Panel oversees resource allocation issues covering AFRC mission support areas ensuring resources are properly allocated, fully validated, and adequately justified. - Successfully grew and defended a portfolio of over $1billion in annual Operations and Maintenance funds as well as 8,000+ logistics positions across the Air Force Reserve. - Corporate structure voting member who aided in shaping resourcing decisions for Command’s $4billion+ annual operating budget. Garnered resources for multi-million dollar IT requirement. - Improved internal panel processes by developing two new positions, refocusing analysis and procurement requirement processes, all while mentoring and training new team members.

Led a 30+ member team of recognized experts that provided leadership at all levels with an evaluation of a unit’s ability to perform key logistics processes in a safe, standardized, repeatable, and technically compliant manner. Ensured technical proficency and compliance at 40+ Air Force Reserve maintenance and logistics units. - Provided first ever capability for annual analysis and reporting of logistics compliance and proficiency as well as a new efficient process to address major inspection findings and track to resolution. - Reshaped logistics inspection process. Built new tools for planning and designed new inspection criteria for logistics leaders. Most rigorous yet balanced inspection since inception of program. - Authored logistics inspection sunset set plan as Air Force brought on new enterprise inspection system. Handpicked by Inspector General to become first “Leading People” Team Chief.

Led Air Force Reserve (AFR) Logistics Panel activities for all AFR logistics programs and Weapon System Sustainment. Programmed and advocated for future funds for over $1 billion in annual requirements. Headquarters Air Force focal point for all AFR Logistics and Maintenance requirements. - Recognized expert for Air Force Reserve aircraft sustainment funding. Built and corrected budget options that resulted in saving $20 million in B-52 Bomber sustainment funds. - Air Force Reserve integrator for annual National Guard and Reserve Equipment Report. Attention to detail ensured accurate reporting of Reserve equipment readiness and garnered congressional funding.

Provided critical airframe and equipment support to 9,000+ maintenance personnel and 375 Air Force Reserve aircraft at 39 organizations . Directed Command level maintenance activities and created policy for maintenance procedures, quality assurance, and support equipment. Responsible for Air Force Reserve maintenance analysis, plans and scheduling, and technical order management programs. Managed aircraft assignment and aircraft health of fleet program. Coordinated maintenance analysis and technology integration issues. - Pushed future state of logistics. Developed first ever digital technical manual distribution process for Air Force Reserve C-130 aircraft. Brought devices and digital content to the point of maintenance. - Analysis methods increased aircraft mission capable rates from 71% to 77%. Created aircraft utilization and service life roadmap. Catalyst for organizations 2008 Maintenance Excellence Award.

Managed 320+ military and civilian personnel, representing 13 NATO countries, supporting 17 E-3A AWACS aircraft worth $5.5 billion at NATO's only operational flying base. Planned, coordinated and directed daily maintenance, managed support equipment, and controlled unit safety, security, personnel, quality assurance, and training programs. - Built NATO’s first disabled aircraft recovery program. Authored operating instructions and developed initial training program. Negotiated first support contract with in country commercial provider.

Commanded several maintenance flights of up to 320 personnel encompassing all aspects of aircraft maintenance, launch, and recovery. Responsible for the safe and effective operation of organizational and field level maintenance activities as well as the planning and execution of flying, training, and all unit aircraft deployments. - Developed a new B-1B flight scheduling concept that dramatically increased aircraft performance and lowered non-operational times. Other units benchmarked and installed new process. - Increased critical aircraft capability by laying out a strategic roadmap that optimized the global movement of U-2S intelligence aircraft and associated high demand sensor equipment.