Charlie Neal

Knoxville, TN 37931 Phone: (865) 742-8405 Email: nealct56@comcast.net

Career Objective
To serve as an IT management leader with accountability and authority to oversee planning, development, and implementation of innovative and customer focused solutions that exceed company performance goals, delight the customer, and deliver results per timeline, quality, and budget requirements.

Summary of Qualifications
Goal-focused professional with proven communication and problem solving skills across diverse organizations; comfortable with multi-level projects - from C-level/boardroom to hourly/shop floor, and capable of consistently delivering results aligned with business requirements. Extensive experience in business requirements discovery and project/operations management roles with demonstrated expertise in: > > > > Project Leadership & Facilitation Project Portfolio Management Strategic & Tactical Planning Outsource Services Relationships > > > > Requirements Analysis & Process Streamlining Multi-site & Multi-organization Collaboration Infrastructure & Applications Management Operating & Capital Budget Management

Demonstrated managerial and technical leadership with sound decision making and analytical skills coupled with strong knowledge and application of software development lifecycle from business case/feasibility analysis, requirements definition, function & system design, implementation, operations/maintenance, and retirement. Organizational effectiveness skills, IT and business unit interaction, including attention to detail and management of multiple, complex projects with concurrent deadlines. Life-long learner with style-flexing talent including extensive group facilitation skills. Computer fluent and willing to travel as necessary.

Education
Master of Business Administration - University of Tennessee - Knoxville, TN Bachelor of Science, Chemical Engineering - Tennessee Technological University - Cookeville, TN

Professional Experience and Selected Accomplishments

Senior Project Manager and Senior Facilitator Integrated Manufacturing Technology Initiative (IMTI) - Knoxville, Tennessee (Currently providing business development support on a project-by-project basis) Developed strategic implementation plans and white papers for multi-year, multi-million dollar strategic programs with specific experience related to power sources including batteries, fuel cells, and hydrogen pathways for the U.S. military and federal government. Led strategic planning projects for diverse DOD initiatives in orthotics and prosthetics, manufacturing incentives, manufacturing modeling and simulation, and sustainable manufacturing. Developed project scope definitions, prospectuses, and topic orientation documents for strategic planning workshops involving U.S. military, federal government, industrial, and academic participants. Facilitated diverse teams through a structured strategic assessment and planning methodology. Prepared and delivered workshop results and strategic implementation documents. Developed concise approach to assess power source technologies versus performance requirements, over time, relative to funding, and including technology and manufacturing readiness levels. This approach enabled clear identification of technology maturity and actions needed to increase maturity. The resulting strategic document is in use by the U.S. military to initiate projects for technology maturation/insertion. Nov. 2005 to Aug. 2011.

CIO, Partner, Project Manager CIR Technologies - Knoxville, Tennessee

Sept. 2004 to Oct. 2005.

Developed service offerings and performed telecommunications bill auditing and infrastructure assessments to identify options for cost reduction, increased storage capacity, network responsiveness, and improved risk management via off-site storage/back-up services. Deputy CIO and IT Manager for Infrastructure and Applications Bechtel Jacobs Company - Oak Ridge, Tennessee

Apr. 1998 to July 2004.

Conceptualized and developed policies, procedures, architectural/technical guidance, and implementation of priorities and timetables for the corporate IT strategic plan. Managed infrastructure services and information systems for five-sites in three-states with direct responsibility for $10M annual budget inside an $800 million environmental management and remediation company. Responsible for infrastructure operations, applications portfolio, outsourced service contracts, budget development and tracking, service level performance, and architectural definition documentation. Recommended, developed and consolidated the first company-wide IT strategic plan. The resulting plan served as the foundational basis that enabled the IT organization to achieve 20% budget reduction during the next fiscal year planning cycle without service reductions. Recommended and developed a Software Control Board. The resulting management structure and process improved expenditure accountability, functional line management ownership/participation, increased senior management awareness of budgets, and reduced IT software development expenses by 50% over four years. Analyzed processes and conceptualized improvements to revamp help desk personnel accountability for help tickets. Assigned full life cycle resolution accountability to a single lead help desk person resulting in near elimination of help desk request backlog and increased customer satisfaction from 80% to 96%. Led collaborative effort that identified service group grievances between union and non-union personnel, facilitated a team of service providers to perform task evaluations and developed a clear listing of responsibilities for each group. This activity was supported by labor relations, union, and contracted services organizations and virtually eliminated grievances against non-union providers. Project and IT Department Manager Lockheed Martin Energy Systems, Oak Ridge, Tennessee

Nov. 1995 to Mar. 1998.

Managed departmental IT services and led an operations process assessment team. Consolidated waste management divisional and business unit IT operating budget from dispersed site and department budgets. Deployed and managed operations of desktop computing across the Central Waste Management Division. Led the company-wide comprehensive waste inventory tracking system collaborative development and process improvement initiative across five sites in three states. Identified best-of-class operations and implemented strategic actions to rectify problem areas resulting in reduced operating costs of $1.8 million over 3 years. Project Manager and Technical Lead Lockheed Martin Energy Systems, Oak Ridge, Tennessee

May 1991 to Oct. 1995.

Led a company wide, three-state/five-site, business processes, and systems improvement project. Direct responsibility for a $1.1M annual budget. Acted as technical advisor/liaison to senior waste management operations steering team to communicate technical progress and to incorporate operational priorities. Led multi-site project team in the analysis of existing waste tracking processes, data collection and form processing, process improvement recommendations, and system change implementation. Recommended and re-engineered company-wide waste management bar code use and tracking processes/systems which eliminated re-labeling costs and improved tracking capabilities thereby saving $500,000 initially and $150,000 on-going plus reduced container shortages by 90%. Project Manager and Systems Engineer Martin Marietta Energy Systems, Oak Ridge, Tennessee

Jan. 1988 to Apr. 1991.

Responsible for information systems and business processes assessments as part of the Computer Integrated Manufacturing (CIM) program for in the Health, Safety, Environment, and Waste (HSEW) business area across the Y-12 National Security Complex. Worked with the HSEW functional managers and business system project manager to led HSEW teams in the use of Information Engineering with extensive process and data modeling. Created the first comprehensive set of information requirements and systems functionality needs for HSEW information systems which was used to prioritize information systems initiatives. Project Leader and Facilitator Martin Marietta Energy Systems, Oak Ridge, Tennessee

June 1984 to Dec. 1987.

Responsible for support of manufacturing information systems modernization projects inclusive of project planning and facilitation services. Facilitated development of current state and future state process models and descriptions for the inventory and shop floor control functions. Led implementation planning team for the roll-out of a plant-wide resource-smart production scheduling and execution system Facility Start-up Engineer Union Carbide, Oak Ridge, Tennessee

Dec. 1979 to May 1984.

Provided technical and field engineering support during facility construction/start-up for the feed and withdrawal systems in the Centrifuge Pilot Demonstration Facility (CPDF) and for the cooling water and balance-of-plant systems Advanced Engineering Test Facility (AETF). Developed start-up test procedures and acceptance tests. Developed operations procedures and trained systems operators.

References
Available upon request