PROFESSIONAL SKILLS

• Over 16 years’ in DoD IT/Logistics Management  Six Sigma Black Belt Professional (SSBBP)

• Creating and Interpreting Regulations  Contract Management/Execution

• Developing Standard Operating Procedures (SOPs)  Tech Data and Configuration Management

• IT Project Design, Analysis and Development  Creating Procedures for EBS/ERP Systems

• Budget Concepts and Human Capital Management  Fact-finding and Recommendations

• DAWIA Program Management II / LCL, IT  Lead Teams of Technical Specialists

• Ph.D. Doctoral Candidate– Business Leadership  Supply Planning and Master Data

• Cloud Computing and Management Master’s Degrees  Ethical and Leadership for Excellence

PROFESSIONAL EXPERIENCE

Enterprise Operations January 2020 to Present

Chief, Regional IT Operations Hours/Week: 40

Duties: Chief Customer Relationship Manager (CRM) for the Western Region of the United States (U.S.) and

primary advisor to the Chief Information Officer (CIO) by comprehensively applying experience with budgeting,

contracting, procurement, and management functions to provide authoritative recommendations and leadership

in support of the Industrial Security Program and Mission Partners.

MISSION ARCHITECTURE:

➢ Responsible for supporting the CIO in managing, directing, and coordinating IT operations which will result in consolidated, consistent network and IT management over a significant multitude of designated access-

elsewhere facilities.

➢ Manage resources and activities for planning, program and project execution, monitoring and evaluation of major OCIO IT investments and initiatives, and advise senior management regarding IT project planning,

budgeting, acquisition, execution of projects and programs; manages the development and maintenance of

OCIO's operational, technical, infrastructure and application systems architectures.

➢ Strategically report and asses Service Level Agreement (SLA) compliance, provide efficient & effective communication with internal and external agencies and infrastructure Issue Resolution (IR) in the Regions

with Reduced Escalation.

➢ Provide guidance on Regional Access Points set up per region (Web Gateway, Security Stack, File & Print Servers, Domain Controllers & Active Directory, Patching/Imaging) and funding for associated regional

support.

➢ Responsible for a wide-range of missions including security as directed by the National Industrial Security Program (NISP), Research and Technology Protection and Counterintelligence.

➢ Directs the improvement activities, and administration of a large portfolio of programs for complex, cross-functional workforce having a unique mission.

➢ Makes decision on work problems presented by subordinate supervisor and/or team leaders and established priorities and schedules.

STRATEGIC PLANNING / PROBLEM SOLVING:

➢ Throughout the performance rating cycle, actively participate in at least one CIO’s continuous process improvement (CPI) initiative and continually assess current processes/procedures to implement changes

resulting in smarter, more efficient outcomes/results or implement changes to produce tangible cost

avoidance/savings.

➢ Develops and implement approaches to measure/improve the customer experience associated with DCSA IT services by conducting OCIO-specific focus groups, interviews, surveys, journey mapping to develop an

understanding of OCIO IT customer experience.

NESTOR GRANADINO (252) 772-5158

➢ Expert advisor on program issues capable of formulating and applying effective analytical approaches to technical issues of multiple dimensions and complexity, and defining and recommending additional and

alternative courses of action that require extensive probing and analysis.

➢ In-depth knowledge of policy and doctrine aspects of the Defense Counterintelligence and Security Agency (DCSA) Industrial Security Program and coordinate plans and objectives in support of long-range projects

and proposals dealing with complex industrial and IT security needs.

➢ Lead a bench-stock effort to keep computer and equipment assets on-hand to streamline the issuance of equipment to new employees and provide better customer support.

➢ Serve as a Team Lead in Continuous Process Improvement (CPI) for the region and tactically assess the organization for process improvement opportunities.

➢ Review agency-wide implemented contracts and provide performance reviews based on the performance and output produced by the contractor companies.

➢ Provide guidance in the Configuration Review Board (CRB) to acquire software and tools for use within the organization to help the end user. To equip them with the right systems to perform their jobs.

ACQUISITION:

➢ Provide recommendations that lead to funding approvals to add Contractor Support (CS) field Technicians to work alongside the Regional Field Office Chiefs (FOCs).

➢ Assist the lead Customer Relationship Manager (CRM) in the development of customer Information Technology (IT) funding requirements and conduct multiple-year planning within the Acquisition and

Budget Management (ABM) tool.

➢ Continuously work with Enterprise Architecture and Engineering (A&E) for acquisition of data systems to develop, monitor, and maintain new implementation of customer capabilities.

➢ On a recurring basis provide consultation and instruction on technical contracts and acquisitions of IT systems/applications with little technical and administrative supervision to employees in a variety of

professional and technical occupations.

➢ Plan, guide, coordinate and manage the work of subordinates related to accomplishing the missions of DCSA and improving customer experience satisfaction.

BUSINESS ADMINISTRATION AND MANAGEMENT: ➢ Centralized a process and review Interface Control Agreements (ICAs), Memorandums of Understanding

(MOU) and IT Service Level Agreements (SLAs) to ensure proper interfaces with other Organizations such

as Defense Information Systems Agency (DISA) or DOD Organizations.

➢ Communicate with external industry organizations Original Equipment Manufacturers (OEMs) to acquire IT equipment to suit our customer needs in the field worth over 15 Million dollars.

➢ Actively participate in initiatives to eliminate duplication, capitalize on economies of scale and free up resources for higher priorities.

➢ Work to ensure interoperability across business systems and share process improvements across the enterprise and with government and industry partners.

➢ Serves as the primary advisor and authoritative consultant on program requirements and approaches for improving program and operational efficiency, and achieving critical program goals.

➢ Although not a Supervisor, provide guidance in a manner to perform the full range of supervisory duties, planning and assigning work accomplished by subordinates who guide and control work.

TECHNICAL COMPETENCE / TECHNICAL CREDIBILITY:

➢ Provide risk management support; identify and mitigate issues with current IT processes and develop/streamline DCSA processes that are in place to better leverage digital transformation.

➢ Acts as the primary interface with OCIO senior leaders to identify and resolve internal organizational issues that may adversely impact customer support and mission objectives.

NESTOR GRANADINO (252) 772-5158

➢ Plan, advocate, and execute large technology project development and demonstration which include mid-Technology Readiness Level (TRL) demonstrations with commercial partners and in collaboration

and partnerships with other government agencies.

➢ Utilize my experience with Engineering practices to better asses a program or project and produce results such as that of implementing a cloud environment for DCSA for enhance IT Performance.

➢ Demonstrate innovative approaches with government funded research and development including partnerships and collaborative efforts to drive process changes/efficiencies and ensure rapid transition

and infusion of robotic and/or human technologies to government and commercial sectors.

➢ Provide exceptional IT experience to DCSA field users by bringing infrastructure/support resources closer to their operating environment and alleviate lead times.

➢ Also, responsible for defining IT customer service benchmarks, strategic planning related to DCSA IT customer needs, and leading a distributed team of customer relationship mangers to strengthen IT

services to enable the DCSA mission.

➢ Implemented and lead a Customer Experience Advisory Council (CEAC) comprised of stakeholders and key providers to identify priorities for improving the overall customer experience.

➢ Establish and enforce database coding, standards, procedures and guidelines and analyze, review and recommends upgrades for existing IT systems application.

➢ Anticipate and provide technical recommendations in the planning of future database expansion, enhancements, and selection.

➢ Develop performance objectives and Statements of Work (SOW) for database changes; including testing for vendor maintenance fixes and unprepared future patching and obsolescence.

➢ Maintain cognizance of program and projects as required including performance, content, schedules, and resources. Assess technical, budget, and schedule risks throughout program/project life cycles.

➢ Lead a team in the performance of System security engineering activities to include requirements, architecture, design, development, evaluation, certification, and accreditation supporting all phases of

systems development and production in the areas of Cybersecurity / Information Assurance (IA) /

system security engineering, and security assessment and authorization (A&A) as per RMF (Risk

Management Framework)

Enterprise Data Solutions Portfolio September 2019 to January 2020

Supervisory Information Technology Specialist (GS-2210-13) Hours/Week: 40

Duties: As a Front Line Manager, first level supervisor, responsible for the Operations and Sustainment Teams

assigning, directing, and reviewing the work of subordinate employees. Utilize leadership skills and management

techniques for planning, scheduling, and coordinating work operations, planning and carrying out the training

and development of employees, evaluating employees' work performance, and in performing all other related

administrative functions.

SUPERVISORY LEADERSHIP MANAGEMENT:

➢ Directed the work of operations of subordinates performing administrative, complex clerical and technical analysis and development of dashboards, reports and data management throughout the enterprise.

➢ Assisted the Division Officer in establishing and executing operating budgets that support the division's Program Objective Memorandum (POM) initiatives and future workload requirements for code J62K.

➢ Coordinate the development of organizational performance measurement tools (e.g., metrics, analysis systems) to assess efficiency, effectiveness, and compliance with regulatory procedures.

➢ Assessed the command structure to realign resources based on priorities, assignment difficulty, and capabilities.

➢ Advised, counseled, or provided instruction to employees on work and administrative matters that resulted in proper application of rules and regulations as outlined by legislative policies and DLA guidelines.

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➢ Interview candidates for positions within the organization/J62K and recommend appointment, promotion, or reassignment to such positions.

➢ Heard and resolve complaints from employees, refer group grievances and/or more serious unresolved complaints as appropriate.

➢ Effected minor disciplinary measures, such as warnings and reprimands, recommend other actions in more serious cases.

➢ Provided oversite of employee accountability by approving/disapproving timecards and ensure time-management principles and guidelines were being followed.

➢ Identified developmental and training needs of employees, providing or arranging for needed development and training.

➢ Initiated ways to improve production, work processes, and/or to increase the quality of the work directed.

EXTERNAL AWARENESS AND PARTNERING

➢ Collaborate the design of meaningful metrics that indicate operational health and inform operational decisions within DLA codes Cyber Security J61, Strategic Technology & Investment J6T, Customer

Experience J6X, Enterprise Infrastructure Services J64 and Strategic Data & Analysis J67.

➢ Continuously interface with business groups throughout DLA to understand organizational needs and design solutions.

➢ Act as a liaison between Defense Logistics Agency (DLA) and Defense Information Systems Agency (DISA) to approve Enterprise Data Warehouse (EDW) patches, server upgrades and storage increases.

➢ Partner with the Enhancement Chief to properly administer test cases that include the integration of data within EDW, User Acceptance Testing (UAT), implementation and also post-production support.

TECHNOLOGY MANAGEMENT AND NATIONAL DEFENSE INTEGRATION

➢ Facilitate in administering Business Intelligence (BI) programs that deal with Hadoop, Qlik, Data Lake, SAS Enterprise Guide, MS Access and Amazon Cloud projects and implementation.

➢ Curate tables and views that serve as the "single source of truth" for Defense Logistics Agency data. ➢ Manage and lead a team of 10-15 analysts and developers that review, track and properly develop code in

order to make modifications to Change Requests (CRQs) that affect DLA Troop Support, Land and

Maritime, Aviation, Energy, Distribution, Disposition Services.

➢ Document DLA data landscape, maintain an inventory of reports, and plan for report consolidation, elimination, and/or improvement.

➢ Direct the automation of existing manual reports and processes to improve operational throughput and enable the DLA Sustainment team to manage by exception.

➢ As the manager for the EDW Sustainment team, participate and steer meetings and daily stand-ups to capture workload status and analyze software problems within incident tickets and break/fix requests.

➢ Spearhead a group of personnel (10-15) that perform Operational functions to maintain the EDW system current monitoring downtimes (planned and unplanned) and ensuring proper system flow of data from

various sources.

FINANCIAL MANAGEMENT:

➢ Scope, fund, and manage formal multi-million dollar data projects through DLA. ➢ Analyze costs, schedules, and performance to develop a baseline for managing the Operations and

Sustainment programs throughout their life-cycle.

➢ Analyze budget, staffing resources, and organization structure to determine the most efficient way to integrate the Government Full-Time-Equivalent (FTE) and contractor resources.

CREATIVITY AND INNOVATION:

➢ Created and appointed a chair to lead the Configuration Control Working Group (CCWG) to ensure prioritization of projects and looking at necessary skill sets available to perform workload priorities.

NESTOR GRANADINO (252) 772-5158

➢ Serve as the Configuration Manager (CM) lead and exercise signatory authority to deploy innovative ideas and creativity brought to management for acceptance or execution.

➢ Build high-quality operational dashboards and reports for DLA leadership, front-line management, and individual business team process owners throughout the organization.

➢ Produced an organizational priority listing that captured Projects, EDW Team Lead, Customer Requirements Owner, Current Project Phase, ECD and category of work which in turn would facilitate in managing

workload more efficiently by the organization.

NATIONAL SECURITY ENVIRONMENT:

➢ Communicate effectively with user authentication groups to ensure provisioning of personnel is done

according to rules and regulations and reduce redundancy in old or legacy user data. ➢ Provide Information Security (INFOSEC) guidance and expertise to ensure proper roles are created within

Qlick, SAS, EBS and other systems to ensure only authorized personnel view sensitive data. ➢ Collaborate with the DISA application hosting facility to ensure compliance and adherence to Risk

Management Framework (RMF) requirements maintaining a proper level of risk management.

VISION AND STRATEGIC THINKING:

➢ Serve as the primary point of contact with adjacent teams such as IT (application development) and DLA Analytics to ensure reports best leverage DLA’s vision and incorporate data-driven insights.

➢ Provide guidance and improvements to current processes to ensure system architects, database administrators, developers follow the most up-to-date business practices that guide us to the CIO’s vision.

➢ On a recurring basis communicate with the Change Data Officer (CDO) in order to prioritize workload for the command and ensure 100% customer satisfaction on deliverable products.

➢ Grasp a diverse range of subjects and work in a fast paced environment which is made of diverse groups and individuals from different technical backgrounds.

➢ Think strategically to improve operating effectiveness and efficiency across the enterprise by leveraging metrics, case studies, and lessons learned.

ENTREPRENEURSHIP/POLITICAL SAVVY:

➢ Provide mentorship to other EDW team leads which propel knowledge transfer/training sessions via Skype screenshare, utilizing Microsoft products and provide recommendations during meetings.

➢ Review Federal legislative processes and Budget processes to better implement this knowledge within Government organizations affecting the overall mission and operations.

➢ Review and compare enterprise-wide perspectives and understand the bureaucratic structures within the DoD, its components and other involved federal agencies.

Supply Chain Technology and Systems Integration August 2017 to September 2019

IT Program Manager Hours/Week: 40

Duties: Primary advisor to the Senior Executive Services (SES) Command Information Officer (CIO) by

strategically reporting to and advising on the organization's strategic goals, digital initiatives and data strategy.

PROGRAM/PROJECT MANAGEMENT:

➢ Performed IT Lifecycle Management functions for assigned systems (DITPR-DON annual portfolio reviews, PBIS-IT updates, audit compliance and remediation, metrics submissions, data call responses) per

timeframes agreed to with originator.

➢ Coordinated the development of organizational performance measurement with SAS, BOBJ, and COGNOS tools (e.g., metrics, analysis systems, dashboards) to assess effectiveness, efficiency, and compliance with

directives and procedures and overall customer support and satisfaction.

➢ Ensured initial certification is established for DoD-owned or controlled information systems throughout the entire system life cycle (SLC) in NAVSUP N6s’ Portfolio in compliance with the Clinger-Cohen Act.

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➢ Ensured Navy approved applications, servers, software and network information is updated and maintained in Department of Navy Application and Database Management System (DADMS).

➢ Analyzed planning and budgeting process performance results using automated systems (e.g., Planning, Programming and Budgeting System [PPBS]) to provide a better analytical basis for decision-making and for putting such decisions into operation.

➢ Ensured operational effectiveness of all awarded contracts by ensuring that Period of Performance (POP) is following the Statement of Work (SOW) and that the deliverables are properly captured in invoices in

compliance with all regulations, policies and SOPs.

➢ Managed and guided (2) Contracting Officer's Representatives Technical Point of Contact (TPOCs) to create technical specification documents in the preparation of contract Statements of Work (SOW) (independent

costs estimates, and issues tasking to government contractors).

➢ Devised Rough Order of Magnitude Estimate (ROM estimate) to estimate the InforM-21 system project’s level of effort and cost to complete that drive costumer support.

➢ Performed Integrated Product Support (IPS) for Enterprise, Program and Systems Level implementation and introduction of technical refresh, modernization, installation of Open Architecture (OA)/Open Architecture

Computing Environment (OACE) in the fleet.

➢ Reviewed data sources and Interface Agreements to ensure Information Management for the 21st Century (InforM-21) data warehouse receives proper reporting and analytics information such as ERP data, ITIMP,

DAAS (DLA), NBIS, ORCAS and other appropriate data sources.

➢ Advised directors regarding policies, procedures, and directives of higher level management or headquarters. ➢ Planned or schedule ongoing Production and Development-oriented work and adjust and re-plan for project

delays, reprioritization, and growth in work packages.

➢ Conducted system analysis to confirm networks, hosting site (Defense Information Systems Agency (DISA)), systems, and applications are certified and accredited (Authorized to Operate ATO) according to

cyber security policies, principles, and practices.

ENTERPRISE ARCHITECTURE (EA) MANAGEMENT

➢ Participated in group studies to analyze, plan, design, implement, document, assess, and manage the enterprise structural framework to align IT strategy and systems with the mission, goals, structure, and

processes.

➢ Guided and provided direction to IT Project Managers in maintaining metadata repositories and data dictionaries to ensure enterprise data is aligned with logisticians and business rules and processes.

➢ Identified gaps in architectural diagrams and provided guidance on how to fill in gaps and how to successfully transition to target architecture for NAVSUP and Navy as a whole.

➢ Took part in various data integration and system consolidation efforts to assess enterprise-level systems to support business processes and utilize emerging technologies.

➢ Actively communicated with customers and stakeholders to educate them in the use and value of enterprise architecture and how the business better function by implementing technology advancements.

➢ Collaborated with senior managers and decision makers to identify, solve, or articulate operational research requirements.

➢ Advocated, and augment the business and IT strategies – and, more specifically, Enterprise Architecture (EA) development and service delivery.

DEVELOPING OTHERS:

➢ Provided leadership and influence to more than (10) NAVSUP Process Owners (GS-14) and ensure customer requirements are met while maintaining healthy relationships to address issues with Enterprise data sharing.

➢ Pioneered a team of (18) Information Technology Specialists that have spearheaded the LOGCELL Aviation and Maritime platforms that will enhance Aircraft, Ships/Submarine and Nuclear readiness.

➢ Worked with Contracting Officer Representatives (CORs) to create, analyze, monitor contracts (pre-award, post-award, cost/price analysis, negotiations, or administration) and resolve problems in acquisition of goods

or services and budgets to assure compliance with Indefinite Delivery Indefinite Quantity (IDIQ) task orders.

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➢ Advocated performance metrics and performance targets for contractors, with the goal of improving processes and systems, and eliminating redundancies within system Architecture and Data Governance

practices.

➢ Supported NAVSUP Reform initiatives and coach the Boston Consulting Group (BCG) contractors in continuous process improvements of data & services, program management, workflows, effective working

relationships and information sharing.

➢ Adviced directors and upper management in evaluating subordinates’ performance, give assistance or provide instruction on both work and administrative matters.

➢ Utilized my experience in Lean Six Sigma to provide expertise in the Federal Supply System, Bill of Materials (BOM) management, OEM repairs, material strategies, plans, and supplier risk management

activities.

BUDGET CONCEPTS AND HUMAN CAPITAL MANAGEMENT:

➢ Developed a strategic plan that captured workforce planning data, current project status and addressed skill

gaps within workforce to stablish a better team of developers, analysts and resource managers.

➢ Provided overall strategic direction to (9) government contractors and (16) Organic full-time-equivalent (FTE) government personnel to ensure system development, sustainment and digital initiatives forward.

➢ Through subordinate supervisors and managers, directed the activities of (49) professional, technical and administrative staffs and manage a budget of $4.5M.

➢ Supported communications with Contracting Officer Representatives (COR) to ensure proper Period of Performance (POP) is captured in million dollar contracts.

➢ Exercised Security of funding to correct Program/Budget Information System – Information Technology (PBIS-IT) funding profile for systems aligns with current Fiscal Year (FY) and future year requirements.

➢ Adjusted staffing levels and work procedures to accommodate resource allocation decisions to ensure projects are fully staffed and that the proper funding is being utilized to by the personnel.

➢ Directed, coordinated, and oversaw information system back-end and front-end development work through subordinate supervisors to ensure IT projects are planned and carried out through completion.

➢ Provided guidance and direction on strategic workforce planning and forecasting, collecting and maintaining workforce management data, recruitment and staffing, performance management and awards.

➢ Coordinated the development of Program Objective Memorandum (POM) to reflect NAVSUP’s Future-Year Defense Program (FYDP), Program Reviews and funding requirements for programs and financial planning.

➢ Served are the Lead in hiring personnel for various positions within the organization by gathering personnel of various grades to be part of interview panels and making overall assessments of interviewees for

appointment to federal positions.

ORAL COMMUNICATION/SPEAKING/WRITING:

➢ Created recurring meetings with organizational leads (SES/GS-15/GS-14) and effectively execute these meetings using proper oral communication, reasoning and writing with corrective courses of actions (COAs).

➢ Executed technical authority and make oral and written decisions in Data Aggregation and Data Compilation within Automated Information Systems (AIS) to minimize classification and security risks while ensuring

compliance with the Trade Secrets Act.

➢ Communicated in a clear, courteous, and effective manner with all co-workers, stakeholders and customers. ➢ Continuously and effectively communicated with Business Systems Center (BSC) Project Managers to

develop and maintain Plans of Action and Milestones (POA&M) to capture project plan information.

➢ Proactively communicated with customers to establish good working relationships, regularly assess customer needs, and handle critical or emerging requirements from the customer.

➢ Propelled corporate Strategy functions involving Strategic and Business Planning and Organizational Process Management which include developing and executing an integrated NAVSUP vision and strategy.

➢ Wrote reports, PowerPoint presentations and courses of action (COAs) on long-range information technology (IT) strategy recommendations maintaining system documentation (e.g., functional descriptions,

maintenance manuals, test, implementation plans) in the development of plans and projects.

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STRATEGIC THINKING:

➢ Developed Strategies, Business Rules, Lean, Supply Management and Supply Chain Business Process to create views in IT Systems that enhance the performance of Program and Inventory Managers in NAVSUP.

➢ Strategized and oversaw and report on policy compliance for Information Management/Information Technology (IT) budget (approx $4.5M) consistent with Command mission and program objectives,

applicable laws, regulations, principles, standards, and resources.

➢ Actively promoted Innovation to bring innovative ideas for implementation to enhance supply support readiness and overall Information Systems integration to making a single supply chain.

➢ Provided Expert guidance on the rapid implementation and development of Enterprise business analytics such as the Logistics Cell (LOGCELL) application by utilizing Commercial Off-The-Shelf (COTS), and

Government Off-The-Shelf (GOTS) packages which drive fleet readiness and response time.

➢ Ensured Navy organizations and program goals are consistent between associated and complementary functional areas and set priorities for employees to meet strategic direction and agency goals in systems.

➢ Conducted studies pertaining to information technology programs, such as metadata repositories, master data, data migration to other systems and ensure projects are tracked and completed in a timely manner.

➢ Advised Project Managers (PjM) in technical plans for data assets to meet organizational data strategy objectives in information technology (IT) program operations to assess the capabilities of the organization's

systems and information technology specifications.

PROBLEM SOLVING:

➢ Prepared plans for the effective application of NAVSUP/BSC resources and manage the replacement of IT systems and/or migration to other systems such as Navy Business Intelligence Services (NBIS) IBM Pure

Data for Analytics (PDA) Powered by NETEZZA.

➢ Attended recurring meetings and provide courses of action (COA) on how to proceed with Technology Refresh’s and technology upgrade that could impact costumer support to the warfighter.

➢ Supported the DoD/NAVSUP mission by identifying, developing, or contributing innovative ideas that can result in Navy process improvements, readiness improvements, or an improved working environment.

➢ Assessed financial information to standardize financial practices and ensure maximum consistency and transparency throughout the Directorate which drive growth and cut costs.

➢ Concurrently worked with CROSS-SYSCOM partners in Additive Manufacturing (AM) to implement a Digital Thread that will enable the DoD stablish 3D printing of parts and weapon systems throughout the

world which will result in reducing lead times and better warfighter support.

➢ Evaluated Information Systems (IS), gather requirements and ensure proper implementation of development and ultimately ensure that the costumer is satisfied with the final product.

PARTNERING/ EXTERNAL AWARENESS:

➢ Evaluated internal and external strategic factors that influenced the scope of IT and Supply chain work performed and oversee personnel who perform administrative support functions in NAVSUP BSC.

➢ Lead, managed and guided the Business Intelligence Center of Excellence (BI CoE) working group which consists of Platform Architects, Business Subject Matter Specialists, and extract, transform, load (ETL)

Specialists and assess the impact of each member on mission success and Digital Initiatives. These personnel

are from various commands such as SPAWAR, NAVAIR, NAVSEA, SSP, ONR and NAVSUP.

➢ Attended face-to-face meetings/conferences with external partners and perform show-and-tell presentations to show our partners the strategic tools available in the command which benefit the DoD as a whole.

➢ Created, reviewed and completed Interface Control Agreements (ICAs), Memorandums of Understanding (MOU) and IT Service Level Agreements (SLAs) to ensure proper interfaces with other SYSCOMs or DOD

Organizations.

➢ Served as engineering Subject Matter Expert (SME) for assigned system projects, working groups, and integrated product teams (IPTs) to provide senior technical direction, guidance, and leadership for

orchestrating the development, integration, maintenance, and operations of DLA and NAVSUP systems.

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PLANNING AND EVALUATING INFORMATION TECHNOLOGY POLICY:

➢ Revised, developed, distributed, and implemented Service-Wide policy and procedures in Systems Security, Information Systems interface and Supply Chain roles which drive corporate rules and Processes.

➢ Enforced compliance with Information Assurance (IA) standards by ensuring that systems have an active Risk Management Framework (RMF) accreditation Authority to Operate (ATO) and dependable control

levels.

➢ Provided guidance and detailed knowledge of DON budget Funding sources that are internal and external to NAVSUP and include Other Procurement, Navy (OPN), Operation and Maintenance, Navy (O&M,N),

Research, Development, Test and Evaluation, Navy (RDT&E,N), and Navy Working Capital Fund (NWCF).

➢ Developed, digested and disseminated local financial policies based on directives and regulations issued by OPM, Office of Civilian Human Resources, OMB, DOD, and Comptroller General (CG) ensure policies and

procedures are provided to Regional Program Directors.

INTEGRATED LOGISTICS SUPPORT (ILS):

➢ Demonstrated leadership in collaboration, innovation, and digital integration by spearheading a team that developed the LOGCELL application which delivers a proactive support concept capable of using data and

measurable goals to improve readiness. With its real-time information technology displays of logistics data

sets, it brings the best of government and industry teams to improve type/model/series (TMS) sustainment.

These effort was recognized with the 2018 DOD Award for Supply Chain Operational Excellence.

➢ Provided guidance in creating and maintaining Functional Design Documents (FSDs) to document Intermediate Documents (IDOCs) categorized into various status types, General Ledger Records which

reflect the value of inventory stocked by a Centralized Accounting and Billing (CAB) activity or commercial

contractor, and ITIMP data for reports such as Purchase Requisitions, Contract Details and Delivery data.

➢ Acted as the center focal point and interpreted directives/instructions from higher Headquarters and provided guidance to Staff Logistics Management Specialist Program Offices to assist them in development Integrated

Logistics Support (ILS) plans and Information Technology capabilities for operational effectiveness.

➢ Supported Average Customer Wait Time (ACWT) integration initiatives to provide inventory positioning analysis and asset visibility for Inventory Managers (IMs) and Logistics Management Specialists.

➢ Revitalized communications with other IT Program Managers in collaboration with Defense Automated Addressing System Center (DAASC) Logistics Support data, stock asset visibility, Material Availability

Report displays, assets on hand and stock due quantities for all afloat and/or ashore reporting activities.

➢ Monitored benchmark standard measures of performance for the organization by analyzing data and reviewing best practices in performance metrics and measures performance against critical success factors to

ensure that performance metrics are linked to the Navy’s strategic plan.

➢ Provided ILS expertise to NAVSUP employees in MILSTRIP, DLA, OTS, iPDM, OM&S, DLA, Inventory Management, and Operators/Technical Manuals, MS Office Suite, forms DD-1149 and DD-1348 processes.

Logistics Engineer Integration August 2015 to August 2017

Department of the Navy Hours/Week: 40

NAVSUP Weapons Systems Support (WSS)

Duties: Coordinator, translator and manager of the Weapon System Support Program (WSSP), Program Support

Inventory Control Point (PSICP)/Defense Logistics Agency (DLA) functions and the management of

Diminishing Manufacturing Sources and Material Shortages (DMSMS). Responsible for the proactive

monitoring and management of issues throughout program lifecycles to assure good weapon system performance

and material availability.

Selected Accomplishments: Directed in a Continuous Process Improvement (CPI) project that resulted in a

reduction of cycle time of Item Improvement Mitigation from an average of (220) days to (80) days, a (60%)

reduction. The Item Improvement Program has resulted in $127 Million of total cost avoidance, comprising of

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$42 Million in approved logistics engineering change proposals and $85 Million in logistics/engineering

solutions.

SUPPLY MANAGEMENT:

➢ Manage and support the Weapon System Support Program (WSSP) to improve operational readiness of critical weapon systems within the Navy (Maritime and Aviation).

➢ Served as NAVSUP’s lead for Defense Standardization Program’s (DSP), DMSMS, GIDEP, Item Standardization, Parts Management and Item Reduction and coordinated these efforts accordingly.

➢ Directed site inspections of major DLA and NAVSUP activities to insure adequacy of labor, equipment, and supply, adherence to schedules and safety plans, and conformance with plans, specifications, and acceptable

engineering practices.

➢ Executed authority to approve new weapon systems to be added to the WSSP and for inclusion to DLA. ➢ Created and implemented a Configuration Control Board (CCB) to review Weapon System Designator

Codes Prioritization, System Coding Configurations, and review of Local Routing Codes (LRCs)

➢ Provided oversight of Special Program Requirements (SPR) submitted by Program Executive Office Program Managers and investigate issues with Procurement and Administrative Lead Times (PLT) /(ALT).

➢ Created, analyzed large amounts of data and disseminated Metrix information providing the viability, effectiveness and efficiency of Technical Referrals and Provisioning programs.

➢ Devised short and long-range action plans to address a wide variety of logistical customer requirements supporting installation and garrison program progress against established objectives.

➢ Ensured compliance with established DOD Supply Chain Management processes and reviewed new strategies to continuously improve logistics mission readiness within the Navy by enforcing NAVSUPINST

4420.35A that mandates that all WSDCs need to be reconciled at least annually since it can be an Inspector

General (IG) finding.

➢ Devised, developed, issued, and implemented DOD and NAVSUP policies, procedures, business rules, and other guidance to assigned Supply Chain functions and Business Process of NAVSUP WSS.

➢ Investigated data redundancies between DLA and NAVSUP and recommended new technologies and best logistics business practices to facilitate process improvements and provide guidance to Navy logisticians.

➢ Performed causative research and data analysis in systems such as FEDMALL (EMALL), CDMD-OA, ICAPTS FMT, REMEDY and DMS-SDW.

➢ Maintained constant communications with DLA’s Weapon Systems Support Managers (WSSMs) and Program Managers to ensure proper weapon system support and Supply Material Availability (SMA).

➢ Researched and analyzed Foreign Military Sales (FMS) National Item Identification Numbers (NIIN) to support various levels of US and foreign organizations concerning new programs, methods, and techniques

affecting country to country support. Provided oversite of Bill of Material configurations and management.

STRATEGIC THINKING AND COST REDUCTION:

➢ Created $4.4 Million cost avoidance by planning for future requirements to support shipbuilding construction by evaluating over (8K) Applications for more than (57K) mission-essential items.

➢ Maximized and streamlined the Weapon System Support Program (WSSP) by managing over (468) Weapon System Designator Codes (WSDCs) for Strategic Weapon Systems (02N), Ballistic Missile Defense (BMD)

and platform ship classes, submarines, equipments and Principal End Items (PEIs).

ENTERPRISE ARCHITECTURE (EA) MANAGEMENT”

➢ Influenced Executives in adopting the PSICP application, provided training on the system, Architecture, Systems Security and designed policy which resulted in reducing thousands of manual working hours.

➢ Reviewed the Weapon System Support Program and identified integration gaps between processes which prompted me to submit an Information Technology Support Request (ITSR) to modify the PSICP application

which handles all DLA Managed material data. This change will reduce thousands of working hours and

Millions of dollars in savings for the Navy and DLA.

NESTOR GRANADINO (252) 772-5158

➢ Delegated personnel management authority personally and through subordinate supervisors to plan for future workload and achieve optimum organizational IT infrastructure and supply support.

ORAL COMMUNICATION/SPEAKING/WRITING:

➢ Provided guidance to the Supply Support Request (SSR) SME to ensure proper Item coding at DLA. ➢ Consult with and advise the Division Director in the development of planning documents, administration and

development of programs and policies.

➢ Strategically communicated with organization directors to resolve issues with response to DMSMS alerts and enhanced the response rate by 60% which allowed for better billing, Audit and FIAR compliance.

➢ Made written presentations on a quarterly basis to clearly present agency-wide problems within Supply Chain Management (SCM) Departments and provide detailed recommendations for corrective action.

➢ Skilled in oral and interpersonal communications required to conduct briefings, give speeches, negotiate requirements and implementation of recommendations from senior management.

PROBLEM SOLVING:

➢ Addressed process weaknesses as well as coordinated resolutions for internal inefficiencies such as DLA support, data transfers and improved the level of support to customers.

➢ Created a complex database for tracking more than (500) DMSMS cases by building relationships with other Program Executive Offices (PEOs) such as NAVSUP, NAVSEA/SPAWAR, NAVAL Warfare Centers,

DLA Operating Officials SUPSHIP, and TYCOMS private contractors and shipbuilders. ➢ Developed analytics to ensure DLA and Navy Managed material use proper Cognizance coding standards. ➢ Conducted studies in a wide range of technical and professional functions involving Technical Data

Repositories, Enterprise Business Suite (EBS) systems and provided solutions to Supply Support.

➢ Enthusiastically investigated and resolved issues pertaining to standardizations, cataloging, value engineering, Engineering Support Activity (ESA) management and utilization of DLA-339 Funding.

➢ Investigated gaps in provisioning and re-procurement processes to ensure synchronization and recurring updates to Allowance Parts Lists (APLs)/Bill of Material (BOM) which affect the Weapon System File.

SYSTEM ENGINEERING AND TECHNOLOGY ANALYSIS AND DESIGN:

➢ Serve as Developer of SAS Enterprise Guide system which enabled me to conduct quick data analysis, generates SQL code, providing statistical data in the form of reports, spreadsheets, summary tables, charts, presentations, one-way frequencies, and logistical regression.

➢ Analyzed current and historic data utilizing SAS, Microsoft Excel, and Microsoft Access to interpret Enterprise Resource Planning (ERP) Single Supply Solution (SSS) Master Data problems involving supply

chain management, material acquisition, supply requisition, and data procedures.

➢ Utilized Microsoft Access and excel to manipulate data extracted and created Functions/Formulas to interpret data more efficiently and report findings to higher managers.

➢ Researched, analyzed and interpreted Engineering Support Request System (ESRS) DLA 339 forms and verified Engineering solutions were conducted in the ICAPS provisioning system and inclusion in ERP.

ORGANIZATIONAL AWARENESS:

➢ Formulated, designed, and developed agency-wide policies, which enabled better support to affecting Navy and Marine Corps programs by tracking future trends in configurations.

➢ Collected and disseminated Metrics to Logistics Management Specialists and Supply Systems Analysts to support Supply Chain and ERP business processes which enabled better support to the warfighter.

➢ Served as Technical Advisor and primary focal point for integration of issues and coordinated with the military services/ Enterprise Business Standards Offices (EBSO’s) and Technical Support Activities (TSA’s)

to ensure standardization practices with Defense Logistics Management Standards (DLMS).

➢ Assessed the overall impact of the (ILS) plan by interfacing with Logistics Engineers to incorporate Engineering Change Proposals (ECPs) and Field Change Bulletins (FCB).

NESTOR GRANADINO (252) 772-5158

➢ Initiated the establishment of a department to address Engineering solutions and restore communication channels to create technology to solve logistics and support improvement.

➢ Oversaw obligation and expenditure of Operations and Maintenance (O&M) funds, including preparation of all budget justification data and Congressional testimony pertaining to funds.

INTEGRATED LOGISTICS SUPPORT (ILS)

➢ Provided Integrated Logistics Support (ILS) through Coordinated Shipboard Allowance List (COSAL) Maintenance actions; managed TRIDENT Strategic Weapons System (SWS) configuration and utilized

configuration management systems and logistics systems parallel to Logistics Data Warehouse (LDW).

➢ Resolved issues with Data discrepancies such as WSSP’s WS3 errors and WS1 Auto Rejects to ensure the fleet has the most accurate COSAL, configurations and allowancing information.

➢ Conducted Provisioning of Maintenance Plans, Supply Support, Technical Manual/Drawing Management, and Configuration changes in Configuration Data Management Database – Open Architecture [CDMD-OA].

➢ Enthusiastically provided guidance and enterprise business rules to maintain Configuration Management (CM) for designated weapon systems, associated components, and related support systems to include

development of new and unique design solutions to problems.

Supervisory, Logistics Management Officer July 2013 to August 2015

United States Marine Corps Hours/Week: 40

Duties: I served as the Deputy to the Director and Chief, Supply Chain Division, Directorate of Logistics at a

large complex multi-mission installation under the command of II Marine Expeditionary Force (II MEF) and 2nd

Marine Air Wing (2D MAW), responsible for overseeing, planning, integration and execution of

installation/garrison logistical programs. Responsible for the execution and management of (16) distribution

centers, (9) distributors, and (160) associates across multiple regions.

Supervisory Duties: ➢ Independently prioritized plans, schedules, and executed major projects developing analytical methods and

procedures best suited to meeting objectives.

➢ Developed authoritative analyses, evaluations, and recommendations that were reviewed for potential influence on broad DON policy objectives and cross program goals, including those with Department-wide,

nation-wide and worldwide impact.

➢ Provided program oversight to Enterprise Resource Planning (ERP) Workforce Management, Travel, and Payroll and addressed all personnel matters accordingly.

➢ Developed and assigned work plans to subordinates, measured performance, provided work improvement, completed performance evaluations, and recommended performance awards or grade increases.

➢ Supervised and approved employee travel plans, certified timekeeping and travel claims, resolved complaints or grievances and effect minor disciplinary measures, such as warnings or reprimands.

➢ Heard and resolved complaints or grievances from employees, and/or elevated them in accordance with command policy and provided disciplinary measures, such as warnings or reprimands as necessary.

➢ Carried out Equal Employment Opportunity (EEO) policies to assure that qualification determinations, selections, assignments, training, promotions, details, discipline, and awards are made/given without regard

to race, color, religion, sex, age, national origin, handicap (physical/mental), or disabled veteran status.

➢ Coordinated efforts with EEO officials during the development and execution of policies affecting personnel. ➢ Effectively communicated support of policies to subordinates and cooperated and participated fully in

development of Affirmative Action Program Plan(s).

➢ Assisted in efforts regarding staffing, motivation, and training to develop all employees, and ensures equitable consideration for training opportunities, and nominations and appointments to boards and

committees.

➢ Instilled the principles of Naval and Marine Corps Leadership to over (1,500) personnel by leading, coaching and mentoring in group discussions to maximize overall leadership potential.

NESTOR GRANADINO (252) 772-5158

➢ Created, revised and routed over (1,500) personnel requests, awards, Point-papers, compliance forms, corrective action requests and numerous documents in standard letter format in accordance with the Naval

Correspondence Manual (SECNAV M 5216.5).

➢ Managed and supervised personnel, including within other organizations. ➢ Provided management, oversight and held personnel accountable and for promotions, recommendations for

corrective actions and commendatory or derogatory administrative arrangements.

➢ Created procedures for dealing with adverse actions, cohesion and morale issues for a 150-person team. ➢ Effectively communicated with Force Structure Managers (FSM) to strategically relocate personnel within

the organization to accommodate shifting workload, training, work schedules and budget restraints.

Selected Accomplishments:

➢ Utilized and trained senior personnel on using the Total Force Structure Management System (TFSMS) Table of Organization and Equipment (TO&E) Reports and other organizational allowancing.

➢ Performed Integrated Logistics Support (ILS) by performing quality assurance to (6) lower echelons of command to ensure compliance with Department of Defense policies resulting in resolving quality assurance

issues dealing with cradle-to-grave life cycle logistics support (LCLS), transportation, redistribution,

warehouse storage and supply inventory management principles and processes.

➢ Managed operations for the Field Supply & Maintenance Analysis Office (FSMAO) inspection by increasing the Supply readiness percentage of (6) organizations averaging from (95%) to (99.89%) by means of

conducting Quantitative Data Analysis (QDA) and Qualitative Data assessments.

➢ Provided mission-essential training to customers, peers and other specialists at lower grade levels on policy, mission decisions and strategies supporting manpower and personnel.

➢ Maintained overview of program and goal accomplishments, budget executions, workload, and manpower utilization of (16) Supply Chain companies utilizing Automated Information Systems (AIS).

➢ Certified planning and implementation of Supply Chain Management (SCM) metrics for acquisitions affecting Agency-wide funds while maintaining the Operating Target (OPTAR) budget for the company.

➢ Ensured customer relationship management by listening to customer complaints, maintaining the best costumer relationship and maintaining customer loyalty to acquisition requests.

➢ Executed logistics chain integration of fielded weapon systems to ensure maximum readiness and sustainability and lead early interface/support with PMs in influencing Life Cycle Sustainment Planning

(LCSP) during acquisition.

➢ Sought out by name to fill positions above grade based on outstanding leadership experience in tactical and operational level planning, management and staffing of personnel, field training, equipment support, and

Supply Chain operations.

➢ Evaluated Contracts and operation reports daily to ensure compliance of policies for budgetary and financial management principles and techniques to determine forecasting requirements and for increasing cost savings

through managed expenditures.

➢ Directed and oversaw all aspects of Disposal Plans for equipment, reviewed documentation, Influence Sustainment Planning and Contingency Retention (CR) and overall headquarters approval.

Logistics Management Officer, Strategic Operations November 2012 to June 2013

United States Marine Corps Hours/Week: 40

Duties: Singlehandedly selected to serve as the Senior Manager in Afghanistan and was deployed for (7) months

in an austere environment in support of Operation Enduring Freedom (OEF). Provided oversight for acquisitions,

issue, disposition and accountability of $40 Million in assets and supplies; supervised and coordinated the

movement of equipment utilizing wide range transportation methods. Served as senior logistics advisor with full

financial accountability for a $2.4 Million operating budget.

Selected Accomplishments:

NESTOR GRANADINO (252) 772-5158

➢ Developed methods to capture program indicators to measure trends and other factors affecting performance and created Standard Operating Procedures (SOPs) and incorporated anticipated changes in policy utilizing

Six Sigma processes which resulted in streamlining the retrograde distribution processes for Government

Property from (75%) to (100%).

➢ Lead (15) personnel in conducting packaging, handling, storage and distribution worldwide. ➢ Forecasted regulatory requirements, analyzed continuous improvement initiatives, and coordinated

Integrated Logistical Support (ILS) with (5) companies to distribute more than ($8,000) Primary End Items

(PEI) or Surplus equipment worth over $535 Million, significantly reducing transportation costs, carrying

costs, capital investment, and inventory management costs by (30%).

➢ Emphasized the overall retrograde philosophy for One-for-one positive inventory control, with signature proof of delivery (POD).

➢ Focal point for management of enterprise PEI sustainment programs (e.g. PEI rotation, Enterprise Lifecycle Maintenance Planning (ELMP), Reset, and fulfillment plans, international programs)

➢ Prepared Performance Work Statements (PWS), Statement of Work (SOW) and Independent Government Estimates (IGE) to ensure contractor compliance to include FIAR adherence.

➢ Monitored material screening & automated disposition based on repair requirements. ➢ Spearheaded expeditious transportation logistics to control inventory velocity, not depth. ➢ Analyzed cost-effective shipping via consolidation & commercial competition. ➢ Single handedly selected by Headquarters (HQ) to serve as the Equal Opportunity Representative in

Afghanistan for nearly (500) personnel and directed over (15) EO complaints using the Formal and Informal

Resolution Systems (IRS) in accordance to policy.

➢ Created a Harassment and Sexual Assault Policy Statement and distributed to all the personnel to ensure they knew of the Zero Tolerance Policy and the preferred methods of handling issues within the company.

➢ Developed new techniques to solve recurring supply support retrograde problems for Redeployment and Retrograde in Support of Reset and Reconstitution Operations Group (R4OG), which resulted in winning the

Marine Corps Logistics Unit of the Year Awards for Fiscal Years 2012 and 2013.

➢ Made decisions concerning changes in, and desirability of, changes in delegated authority; organizational changes; measures of ensuring and/or improving coordination among military and civilian platform

managers; and made decisions regarding management information systems (MIS) for monitoring and

evaluating supply and logistics program progress.

Senior Logistics Management Officer April 2012 to October 2012

United States Marine Corps Hours/Week: 40

Duties: Responsible for the Annual Operating Plan Development, Achieving Productivity Goals, Increasing KPI

Metrics, Project Management, Cost Performance, and process improvement activities. Organized technical conferences with supply chain directors and customers to increase skill sets and enhance mission proficiency.

Selected Accomplishments:

➢ Directed over (15) Technical Assist Visits (TAVs) and presented the findings to Senior Executives to ensure compliance with publication and directives consequently improving the command’s overall readiness.

➢ Audited $980 Million worth of inventory and financial records coordinated receiving, and issuing of services and materials; reconciling supply, in accordance with Federal Acquisition Regulations (FAR).

➢ Created and summarized semiannual Plan of Action and Milestones (POA&M) outlining outstanding discrepancies and/or risks which became an action list for the organization to mitigate supportability risks.

➢ Directed teams of functional, technical, support personnel, training, and career building paths and conducted monthly and annual performance evaluations to ensure standards were being followed.

➢ Drafted Naval messages and correspondence; wrote or updated Supply Department plans, policies, procedures and instructions; conducted Supply Department and Personnel Qualification Standards (PQS)

training; led, participated in, or supported department and command inspections.

NESTOR GRANADINO (252) 772-5158

➢ Participant and Decision-Maker various Integrated Product Teams, Acquisition & Data Management, Shipboard Configuration Management Teams.

➢ Tracked, estimated costs and verified funds for various acquisition actions in (16) Marine Corps companies and prepared periodic status reports to cross-functional teams.

➢ Conduct detailed analysis to determine exact support postures and identify Supply Chain Management (SCM) deficiencies of Marine Corps systems/equipment and plan for corrective action.

➢ Enforced compliance with administrative corporate Supply Chain Management (SCM) policies, manuals, procedures, safety rules and governmental regulations to achieve significant improvements in productivity

and workplace safety.

➢ Supervised, validated and conducted causative research in the company’s cumulative transaction ledger ensuring (100%) transaction accountability of funds used on supply and retail management.

➢ Selected to perform interviews and handled all recruitment and evaluation decisions for the group.

Lead, Supply Chain Operations Manager June 2011 to March 2012

United States Marine Corps Hours/Week: 40

Duties: Provided strategic guidance and effective management of substantive agency programs and activities to

Ground Equipment Program Managers (PMs) and Warehouse Clerks. Reviewed and analyzed operational

reports and the creation of acquisition documents on all aspects of Supply Chain Management to include,

inventory, delivery, maintenance planning with recommendations for corrective action and improvement.

Selected Accomplishments:

➢ Coordinated over $3 Million dollars of equipment transfers and redistributions of excesses and deficiencies of MRAP FoV (Family of Vehicles), communication equipment and engineer and armory assets in support

of (25) organization-wide logistical exercises.

➢ Successfully coordinated Base Property Company issues to ensure the timely ordering, tracking, and receipt of much needed Base Property assets for (13) companies.

➢ Coordinated and scheduled all equipment transfers, initial fielding, and receipts for the company. ➢ Put emphasis on extensive coordination and integration with DLA Distribution Centers to ensure the proper

turn-in of mission-essential inventory and also via electronic storage databases.

➢ Reorganized the unit inventory accounting records to more accurately and efficiently display the company's capabilities through the supply Material Management System, consequently enhancing company readiness.

➢ Major responsibilities include leading and coaching the regional teams to meet or exceed the business KPI's, such as customer service, spending, inventory on-hand, purchasing initiatives, change control, product

transitions, freight and broker negotiations for inbound shipments, among others.

➢ Maintained effective communication with the Motor Transport section to arrange logistical support for transport and protection of critical information material which consisted of Electronic Key Management

System (EKMS) Controlled Cryptographic Items (CCI’s) and communications equipment.

➢ Communicated with Navy and Marine Corps Inventory Control Point Subject Matter Experts for unfilled customer orders that were past the Required Delivery Date (RDD).

➢ Requisitioned/purchased materials utilizing Military Standard Requisitioning and Issue Procedures (MILSTRIP), non-standard and open purchase/credit card procedures.

➢ Advised military and civilian personnel on DLA’s Logistics Information Services (DLIS), Defense Automatic Addressing System (DAAS) within Headquarters Staff ensuring complex business rules were

incorporated with service leads.

➢ Generated and submitted Casualty Reports (CASREPs)-supporting Not Operationally Ready Supply (NORS) and Anticipated NORS (ANORS) requisitions; tracked and expedited material.

➢ As part of the Staff for Headquarters Battalion, ensured compliance of agency programs and activities by analyzing policies, conducting evaluations and advising senior leadership on program management.

➢ Increased productivity by (5%) in three months by volunteering for consecutive Active Duty orders and managing critical duties between the Supply and Tool Room departments.

NESTOR GRANADINO (252) 772-5158

Supervisor, Enterprise Ground Equipment November 2007 to May 2011

United States Marine Corps Hours/Week: 40

Duties: Directed work of the subordinate workforce consisting of over (18) Subject Matter Experts (SME’s) who

performed budgeting, Supply Chain Management, Acquisition Management, Program Management,

Procurement and Warehouse Management consisting of over (300) Inventory records worth over $980 Million.

Directed, guided and supervised the implementation of new methodologies in logistics management for (8)

organizations which enhanced unit readiness and improved business practices. Advance usage of Microsoft Office products, have actively worked thoroughly with various Asset Management Systems (AMS) and worked

closely with ERP Platform systems. Developed Plan of Action and Milestones (POA&M) plans to correct

weaknesses or deficiencies in the all phases of acquisition and addressed cost estimates, Statements of Work

(SOW) documents while ensuring priority and timely implementation of tasks.

Selected Accomplishments:

➢ Supervised and managed the Mechanized Allowance List (MAL) for authorized Table of Organization and Equipment (TO&E) assets and ensured allowance quantities aligned with the Organization’s mission by

reporting and fixing discrepancies to Headquarters Marine Corps (HQMC).

➢ Established a new Supply Chain organization to increase support responsiveness and reduce costs. ➢ Lead and supervised (6) personnel who conducted over (32) quarterly reconciliations for over (60)

Consolidated Memorandum Receipts (CMRs) consisting of mission-essential equipment and ensured correct

End Item information and parent-child configurations within Oracle/ERP Systems.

➢ Implemented over (100) Armory Monthly Serialized Inventories (MSIs), validated results, conducted causative research for corrective action and briefed the Commanding Officer on the status of Handguns,

Rifles, Heavy Crew Weapons, optics and ammunition count accuracy.

➢ Reduced life cycle costs by (15%) by solving problems on storage programs, procurement, supply operations and disposal by developing and maintaining fully indentured Bill of Materials (BOMs).

➢ Functioned as the Team Leader for unserviceable and/or obsolete End Item and parts disposition. As a team, inventoried items by Table of Authorized Material Control Numbers (TAMCNs), NSNs, serial numbers,

DEMIL Codes, Part Numbers, Unit Price and other pertinent information for each item and disposed over

(20,000) items valued at over ($30 Million).

➢ Used detailed technical data from the Federal Logistics System (FLIS) to develop storage space requirements; and store materiel per weight, cube, and clearance factors by categories of supply.

➢ Spearheaded Supply General Purpose Warehouses as it pertains to receiving, inspecting, locating, storing, rotating, safekeeping, issuing, preparing, shipping, material return and disposal of supplies and equipment as

relates to ground Supply Operations.

➢ Championed and implemented Metrics utilizing Lean Six Sigma Processes to expedite fill rate, cycle times, improve maintenance actions and eliminate waste during the implementation of Global Combat Support

System – Marine Corps/Logistics Chain Management (GCSS-MC/LCM) system.

➢ Reduced requisition request cycle time by (80%), from (3) days to (10) minutes. ➢ Participated in studies to identify gaps in Logistics practices, Supply processes and equipment business

practices and implemented a training program to teach Supply personnel within the department on

Continuous Process Improvement (CPI) and long-range planning.

➢ Managed repair parts inventories exceeding 20,000 line items: Storeroom Items (SRI), Depot Level Repairables (DLR), Controlled Material, Operating Space Items (OSI), Ready Service Spares (RSS),

Maintenance Assistance Modules (MAM) and Hazardous Materials (HAZMAT).

➢ Managed the Load Out and Stowage of Operating Space Items (OSI), Special Tools and General Use Consumables List (GUCL) prior to organizational movement. This evolution is completed in two weeks and

supervised an integrated team of (14) military personnel. Provided Supply training as necessary.

➢ Tracked, estimated costs and verified funds for various acquisition actions and facilities and prepared periodic status reports to cross-functional teams.

NESTOR GRANADINO (252) 772-5158

➢ Critical thinker, open to alternative views to optimize decision-making.

Strategic Logistics Manager March 2007 to October 2007

31st Marine Expeditionary Unit (MEU), 3D MARDIV, III MEF Hours/Week: 40

Duties: Self-directed oversight of the Tactical Logistical Landing Group organization located on the Navy’s

ship-to-shore movement control of the USS ESSEX LHD-2 and the DDG ships for Marines, equipment, and

supplies. Coordinated the movement of over 10K passengers, 50K tons of supplies, in support of over 60

missions over seven months. Advised Navy and Landing Force (LF) commanders, and Navy control officers of changes in the LF portion of the landing plan and their effects on the tactical situation ashore.

Selected Accomplishments:

➢ Utilized the Command Journal application as the single point of reference and input for significant events in the landing force to facilitate operational decisions more efficiently.

➢ Reviewed, logged in journal and processed more than (100) requests ➢ Utilized multiple Automated Information Systems (AIS) applications to track movement of personnel. ➢ Created multi-mode transportation plans for fast intercontinental delivery of high-priority personnel and

equipment ensuring highest possible level of mission capability.

➢ Ensured personnel with signatory authority approved requests of ship-to-shore and ship-to-ship movements. ➢ Developed Metrics for budget requirements by creating Program Support Data (PSD) sheets. ➢ Effectively utilized man-portable communications system to talk with naval ships, which is also able to send

and receive scanned data loaded from equipment marked with Radio Frequency Identification (RFID) tags.

➢ Liaison to external commands to provide support for the rapid movement of Marine Expeditionary Forces from the sea base-to-shore and tactically deliver personnel and heavy equipment ensuring full accountability.

➢ Scheduled recurring movements of personnel using Ship to Shore Connector (SSC) Landing Craft, Air Cushion (LCAC) vehicles.

➢ Coordinated the efforts of multiple international organizations and ensured rapid completion of fast paced air logistics requirements for all US Naval activities throughout the Middle East.

Warehouse Operations Officer September 2005 to February 2007

United States Marine Corps Hours/Week: 40

Combat Assault Battalion (CAB), 3D MARDIV, III MEF

Duties: Responsible for planning, analyzing, and coordinating Supply Chain requirements within (4) 50,000sqft

distribution centers containing over (10) Million National Stock Numbers (NSNs) valued in excess of $25

Million. Coordinated and spearheaded all aspects of the flow, which included receiving, inventory control, distribution, shipping, customer service, accounting, transportation and maintenance actions. Assured timely operational support and integration of new or changing Supply and Services logistics (Supply Management,

Supply Operations, Food Service, Central Issue Facility, Laundry and Dry Cleaning, Bulk and Retail Petroleum,

Oils and Lubricants), Hazardous Materials Management Plan planning, and logistics supply mobilization support

planning and execution.

Selected Accomplishments:

➢ Achieved 100% accuracy in adhering to budget limitations and guidelines through the utilization of logistical and historical data to calculate and forecast future requirements.

➢ Assessed Supply Chain solutions for potential introduction of automated controls and systems for mission processes, data flow, and reports which resulted in the implementation of Broadened Arrangement of

Resources from A Basic Accessory Relocation Application-Supply Issue and Recovery System

(BARBARA-SIRS) Warehouse Inventory System.

NESTOR GRANADINO (252) 772-5158

➢ Oversaw (5) cross functional project teams for Personnel Effects (PE), coordinated logistical support and performed storage management for Marines being deployed overseas and stored PE in temporary warehouse

holding facilities.

➢ Captured Inventory Manager Procurement Due-In, Due-Out and On-Hand quantities in Automated Information Systems (AIS) to improve impact on timeliness and accuracy of inventory.

➢ Ensured delivery of over (500) Unfilled Customer Orders (UCO’s) which brought an immediate positive impact to the fleet, returned working capital funds to the battalion for continuing operations.

➢ Enforced automated procedures to create Military Standard Requisitioning and Issue Procedure (MILSTRIP) requisitions, process incoming and outgoing supply status, receive and store material, process

carcass replies and tracking inquiries in addition to updating all logistics data files within the organization.

➢ Conducted, collected and analyzed (9) Wall-to-Wall inventories ensuring (100%) accountability of warehouse stocked items and sub-custody items utilized for unit deployment preparation.

➢ As the Subject Matter Expert for Bill of Material (BOM) processes, inspected and ensured the proper routing for more than (300) requests through the channels for approval and confirmed proper requisitions were

inducted for mission essential material for field operations.

➢ Maintained a common operational picture with supply distribution centers emphasizing logistics modernization efforts during Operation Iraqi Freedom / Operation Enduring Freedom (OIF/OEF).

➢ Lead (15) personnel effectively in conducting packaging, handling, storage and transportation. ➢ Managed Radio Frequency Identification (RFID) Tag project, creating 100% accountability for all cargo,

providing Headquarters visibility on cargo movement status from door to door.

➢ Executed logistical actions necessary to accept, account for, prepare equipment for shipment and maintain in-transit visibility by supervising data entry personnel, supply clerks, warehouse workers, forklift and Heavy

Equipment (HE) operators who perform a wide variety of Supply Chain duties to obtain maximum use of

equipment, facilities, and personnel in a safe environment.

➢ Completed and scheduled personnel to attain Forklift licenses and safety awareness training courses. ➢ Utilized and supervised the use of Material Handling Equipment (MHE) in (9) warehouses such as,

conveyors, cranes, industrial trucks (forklifts, pallet jacks, tractors and scooters) and Storage Equipment

(four-way pallets and crates).

➢ Provided warehouse hazardous material management training and utilization of Hazardous Material Inventory Control System (HICSWIN) software and peripherals.

➢ Excellent in project management, planning and organization skills and ability to work and deliver in changing environments while adhering to specified deadlines

EDUCATION

• Doctor of Philosophy (Ph.D.), Business – Organizational Leadership, Northcentral University, 2020-2022

• Masters of Science (M.S.) Degree, Cloud Computing and Architecture, University of Maryland, 2020-2022

• Masters of Science (M.S.) Degree, Strategic Management, University of Maryland, 2019

• Graduate Certificate, Leadership and Management, University of Maryland, 2019

• Certificate, Life Cycle Executive Leadership Program (LCELP), Institute for Defense and Business, 2018

• Graduate Diploma, Command and Staff College (CSC), Air University, 2017

• Bachelor of Science (B.S.) Degree, Management, University of Maryland, 2014

• Technical Certificate, Computer Operator, Department of Labor, 2014

• Associate of Science (A.S.) Degree, General Studies, University of Maryland, 2013

PROFESSIONAL CERTIFICATIONS

• Certified Project Management (PjM) Essentials, 2021

• Certified Defense Acquisition Workforce Improvement Act (DAWIA) Program Management (PM) Level II, 08/2019

Program Management (PM) Level I, 08/2018

• Certified Six Sigma Black Belt Professional (SSBBP), 2016

NESTOR GRANADINO (252) 772-5158

• Certified Information Systems Security Professional (CISSP), 2016

• Certified Information Security Manager (CISM), 2012