1. Jack A. Meyer, Jr.
349 Whitewater Lane, Oswego IL, 60543
OBJECTIVE: To secure a challenging program management position where proven leadership, management, team building
skills, and decision-making abilities will contribute to the productivity and profitability of an organization.
Stellar provider with extensive supply chain, maintenance, logistics, program management and production/operations knowledge.
Over 30 years’ experience as a problem solving decision-maker in demanding leadership positions in a variety of organizations.
Exceptional ability to create team unity. Accustomed to working with senior level management. Polished customer interaction.
Particular strengths include superior results in delivering:
Supply Chain Management
Personnel Leadership Training
Manager, Fast Jet/UAS Logistics Programs
Northrop Grumman Corporation, Rolling MeadowsIL March 2013 - Present
Decision maker responsible for cost, schedule and performance of all Integrated Logistics Support (ILS) activities related to the
LITENING Targeting System and Radio Frequency Information System(RFCIS), and F-16 Block 16 Distributed Aperture System
(DAS) product lines. Develops, administers, and provides technical performance guidance to functional organizations for all contracts.
Manages repair cycle effort, consults on software/hardware upgrades,assures production completion, ensures propercustomer
training, and coordinates field service activities while ensuring ILS elements are completed within performance requirements. Directs
work of assigned employees.
Role Model for LPMs; processes/procedures are a leadership benchmark for entire organization – selected by management to
perform as lead logistician for new product line group.
Awarded LogisticsExcellence Award, Second Quarter 2013 for superior logistics management performance.
Manager, Programs - (Logistics Program Manager (LPM))
Northrop Grumman Corporation, Rolling MeadowsIL 2010 - March 2013
Responsible for cost, schedule and performance of all Integrated Logistics Support (ILS) activities related to the Infrared Counter
Measures (IRCM) suite of avionics programs for all United Kingdom (UK) customers. Develops, administers, and provides technical
performance guidance to functional organizations for all contracts. Ensures all aspects of effort are completed within performance
requirements. Directs work of assigned employees.
Benchmark performance! Co-developed and sold to leadership, the process to place UK IRCM material management under
Logistics control. Ensures near real time visibility from order to delivery and provides more effective asset repair process.
Took lead to revamp UK IRCM systempublications; new technical detail efforts now more streamlined and reproducible.
Customer: “…best publicationswe have seen since program started – more effective…”
Product Support Manager, Radio Frequency Combat Information Systems (RFCIS),
Northrop Grumman Corporation,Rolling MeadowsIL 2009 - 2010
Decision maker with P&L responsibility for cost,schedule and performance of all repair and sustainment support activities related to
the RFCIS suite of avionics programs. Directed work of assigned employees to ensure: effective supply chain management, efficient
material movement, quality asset depot repair/modifications, and on-time delivery of proper training, publications, support equipment,
and logistical data to effectively operate RFCIS systems.
Resurrected long-dormant effort to support currently fielded systems. His team exceeded 2009 financial goals; realized $7M+
in performance improvements in one program alone!
Did it again in 2010 - Operating Margin nearly doubled!
Logistics Product Manager, Northrop Grumman Corporation,Rolling Meadows IL 2005 - 2008
Responsible for the cost,schedule and performance of ILS activities related to the IRCM suite of avionics programs. Developed,
administered, and provided technical performance guidance to functional organizations for all contracts. Ensured all aspects of effort
are completed within performance requirements. Directs work of assigned employees.
Point-man responsible for construction of IRCM repair facility in United Kingdom. Expert navigation through difficult
export requirements provided cradle to grave effort that included site location, building design/construction,foreign
government coordination, and equipment procurement. $3M+ effort delivered ahead of schedule!
Earned Sector Presidents Leadership Award for superb program leadership, performance, and customer support.
2. Assistant Professor of Aerospace Studies/Commandant of Cadets (College Faculty Member) 2003 - 2005
Recruited, trained, motivated, and counseled Cadet Corps of 155 highly qualified young men/women as prospective US Air Force
(USAF) officers. Provided top-notch leadership training, military discipline, and educational/career guidance.
Training program lacked credibility before arrival; missed or no training the norm; in-depth analysis led to development of
matrix that tracked required/ancillary cadet training; lauded by superiors as “benchmark.”
Military Division Chief (Program Director) 2002 - 2003
Single manager/Deputy Division Chief for 7 different weapons systems in the USAF inventory. Directed efforts of 40 personnel in 9
different skill areas while working with 1,200 contractor personnel. Delivered all program management, engineering, configuration
control, and financial management activities. Managed all contractor programmed depot maintenance and modifications with an
annual budget of $432 million. Ensured the operational safety,suitability and effectiveness of each weapon system.
Directed audit of C-21 aircraft maintenance activities to solve effectiveness drop. Identified root cause of declining aircraft
maintenance trends and devised program to fix immediately. Mission effectiveness doubled in < 5 months.
When late contractorsoftware delivery threatened critical KC-10 navigation systemupgrade timeliness, negotiated vendor
workarounds to ensure timely delivery; modificationdelivered on time.
Chief, Bomber Branch (Logistics Engineer) 2000 - 2002
Led 775-person logistics team performing depot maintenance and modifications for USAF’s 81 B-1/B-52 aircraft. Managed $142
million budget while performing a 600,000 work-hour program integrating engineering/production teams while driving efficiency,
effectiveness,and ensuring best value. Forged planning, scheduling, supply teams to maximize product throughput.
Fine tuned aircraft production line to overcome huge parts and aging aircraft issues - met efficiency goals for first time in two
years then beat them by 10%. Slashed productiontimes a phenomenal 25%; earned command’s top maintenance unit in ’01.
Led Division prep for ISO 9000 certification; Aircraft Business Area passed on first attempt - largest DoD unit ever registered.
Evaluator: “…best Foreign Object Damage program I’ve seen!”
Squadron Maintenance Officer (Operations Manager) 1999 - 2000
Second-in-command of Europe’s largest maintenance organization with 595 personnel in 29 personnelskill areas. Directed all
logistics support for second-line maintenance of USAFs European-based C-130E and C-9 aircraft fleets. Delivered effective
management of USAF’s largest weapons stockpile in the European theater of operations as well as it’s only T-56 engine/propeller
repair facility and $80 million in support equipment.
Planned and directed error-free shipment of nearly 2 million pounds ofmunitions during the 1999 Kosovo Conflict.
Point-man planning movement of 267 tons of cargo & 431 personnel during humanitarian airlift missions to flood ravaged
Mozambique. Superb efforts like this led to selection as Senior Maintenance Officer of the Year for 1999.
Improvement! – Designed/implemented quality maintenance training plan emphasizing “back to basics” practices/proactive
supervisory involvement to isolate root causes and target improvement areas. Task pass rates improved to best ever 97%!
Squadron Maintenance Officer (Traffic/Operations Manager) 1997 - 1999
Directed mission production operations for 19 C-130E combat aircraft. Led organization of 210 personnelin 11 different disciplines,
responsible for aircraft and equipment inventory worth $60 million with an operating budget of $10 million.
Kosovo crisis – with 16 hours notice, planned/led generation of 188 sorties - unmatched 97% departure reliability.
Directed maintenance production schedule of 3,000+ flights/9,476 flying hours; USAF’s top aircraft maintenance unit in ‘99.
M.S., Logistics Management - Air Force Institute of Technology, 1992 - GPA: 3.74
Extensive research led to thesis: An Analysis of Performance Measurements to Drive Competitiveness in a Depot Maintenance
Dean’s List, Professional Designation by the Society of Logistics Engineers (SOLE).
B.S., Aviation Maintenance and Management - Lewis University, Romeoville IL, 1984 - GPA: 3.37
School Dean’s List, National Dean’s List.
United States Air Force Air Command and Staff College (Senior Level Management Training), 2001
Graduate coursework in personnel management, advanced teambuilding strategies,and leadership/professionaldevelopment.
Retired United States Air Force Officer. Completed University of Tennessee Center for Executive Education’s Performance Based
Logistics program. Acquisition Logistics Level One certified in the Department of Defense Acquisition Professional Development
Program. Graduate of USAF’s Officer Training School, the Aircraft Maintenance Officer Course, the Supply Officer’s Course, th e
Aircraft Mishap Investigation course,the Advanced Logistics Officer Course, the Nuclear Weapons Officer Course, and the Academic
Instructors School. Possessesa Federal Aviation Administration Airframe and Powerplant technician license.