1. DOUGLAS K. BROWN
7512 S. 30th
Terrace Home: (623) 670-9677
Phoenix, Arizona 85042 dougbrow n.db@gmail.com
SUMMARY
MBA degreed Business Leader w ith 20+ years’ experience in generating revenues and achieving cost savings/profits utilizing expertise in
Program Management, Marketing, Contract Negotiations, Purchasing and Program Planning. Process driven business leader skilled at project
management, procurement, supplier, development/management, production planning, employee management and operations management
w ithin dynamic environments. Collaborative communicator w ith a solid record of accomplishments in negotiating/developing successful
relationships w ith internal and external global customers. Engineering team leader for several Softw are and Hardw are projects and programs for
Honeyw ell Aerospace, Finance/Healthcare/Insurance Information Technology Program/Project Management, NASA and DOD projects.
PROFESSIONAL DEVELOPM ENT and KEY QUALIFICATIONS/CERTIFICATIONS
 Customer Management  Process Improvements  Six Sigma Green Belt Certified
 Revenue Generation  Root Cause Analysis  AGILE and Scrum methodologies
 Program/Project Management  Problem Resolution  Data Base Management
 Contract Negotiations/Management  Operations Management  MS Office Suites
 Method 1 Project Management  Truth in Negotiations Act  CPIM
 Microsoft Project  PMUWS  INCOTERMS 2000
 Anti-Trust Training  Benedict Real World Negotiations  Financial Analysis
 Imitational Liability  Training Dynamics Negotiating Skills  Managing Exports
 Contract Management  AVSOFT Database  Work Breakdow n Structure
 Authoring Contracts  Annual Sales and Marketing Seminars  Six Sigma Green Belt
 Preventative Law  Program Management Professional  Green Belt for Grow th
 FAR/DFAR Training  Secret Government Clearance  PMP coursew ork
 Earned Value Management  PMBOK  Business Analysis
 Microsoft Project  Clarity  Audit training
 Wells Fargo Technical Project Procurement Analysis
 IT Risk and Information Security platforms
PROFESSIONAL EXPERIENCE
WELLS FARGO, Phoenix, Arizona (Sub-contract) 4/2015 – 5/20/16
Connectivity CoE Practice Leader – Compliance Management
Acts as a liaison betw een client area and technical organization by planning, conducting, and directing the analysis of complex business
problems to be solved w ith automated systems. Provides technical assistance in identifying, evaluating, and developing systems and
procedures that are cost effective and meet business requirements. Works w ith user groups to provide training, resolve questions, assess user
needs, and recommend changes. Prepares specifications for system changes. Develop systems test plan components and test scripts. Act as
an internal consultant w ithin technology and business groups by using quality tools and process definition/improvement to re-engineer technical
processes for greater efficiencies.
 Lead and support multiple risk and compliance activities
 Connectivity Center of Excellence leader building a Patch management process and tooling for Wells Fargo IT
 Responsible for leading a small project team to create process and tools supporting the Enterprise Patching Program, leading in US
Government Audit readiness
 Center of Excellence Practice Lead, this role w ill help support project and program activities in alignment w ith the Enterprise
Patching program
 Accountable for leading CoE activities as program lead, drives resources in order to meet program deliverables, and manages
project plan, risk tracking, issues log, and overall communications for the Connectivity CoE
 Supporting multiple projects and activities across netw ork infrastructure in support of risk and compliance
 Supporting audit readiness activities, operational risk consultation and oversight, and or multiple project related activities in support
of high profile initiatives
 Written/oral communications throughout the organization at all levels to include executive teams
WELLS FARGO, Phoenix, Arizona (Sub-contract) 5/2014 - 12/2014
Project Manager
Project Manager responsible for managing technical project teams through the Wells Fargo SDLC process. Responsible for
inventory/operations and financial analysis for several projects simultaneously. Used technical project management experience to manage
operational changes and methodologies for their Oracle implementation, resulting in savings and a leaner IT assets distribution/management
process.
 Interacted w ith bank personnel to develop and test complex applications concerning Foreign Exchange transactions and Dodd
Frank Compliance reporting projects
 Responsible for communication to all levels regarding the various IT projects progress
 Developing forecasting tools to better utilize IT assets and resources
 Plan and manage IT procurement and logistics activities for US based operations
 Responsible for development and analysis of various reports to assist in IT management
 Daily responsibility for financial and data analysis capabilities
 Daily use of Microsoft tools, SharePoint, PMUWS and STAMP
 Worked w ith Foreign Exchange business team and Dodd Frank compliance business teams

2.  Softw are updates/implementations for applications
 Data security management
 Managed SDLC/Agile projects implementing softw are updates
 IT Risk and Information Security platforms
 Prepared/managed/reported on various programs and projects and budgets simultaneously
 Written/oral communications throughout the organization at all levels to include executive teams
 Managed all levels of development and planning for programs and customer requirements, to include contractual obligations
American Express, Phoenix, Arizona 3/2013 –11/2013
Director of Programs
SCRUM Coach/Master
 Lead an Engineering team through the AGILE processes to deliver tw o w orldw ide CAS initiatives
 GRMS to Big Data Platform to Hadoop to reduce storage and processing, resulting in overall IT annual budgetary savings
 Mainframe process improvements for the CAS team
 Coordinate w ith all technicians and managers to assure a smooth delivery of US Government required governance and audit results
to American Express.
 Run daily meetings to identify current status for asset audit and any concerns, report w eekly notes to the management team.
 Weekly reporting to upper management on current status.
 Decreased standard time required for Infrastructure audits and reporting, through introduction of new processes.
 Lead several customer facing softw are application projects
 Utilized expertise in SharePoint
 IT Risk and Information Security platforms
 Managed direct and indirect resources
 Prepared/managed/reported on various programs and projects and budgets simultaneously
 Written/oral communications throughout the organization at all levels to include executive teams
 Managed all levels of development and planning for programs and customer requirements, to include contractual obligations
American Express, Phoenix, Arizona (Sub-contract) 10/2012 – 3/2013
Project Manager
Managing 2012 Fall Audit and results for IT assets as w ell as Softw are Applications creation updates.
 Interacted w ith Amex personnel to develop and test complex applications concerning American Express Travel operations
 Responsible for communication to all levels regarding the various IT projects progress
 Developing forecasting tools to better utilize IT assets and resources
 Plan and manage IT procurement and logistics activities for US/foreign based operations
 Responsible for development and analysis of various reports to assist in IT management
 Daily responsibility for financial and data analysis capabilities
 Daily use of Microsoft tools
 Softw are updates/implementations for applications
 Data security management
 Managed SDLC/Agile projects implementing softw are updates
 Coordinate w ith all technicians and managers to assure a smooth delivery of US Government required audit results to American
Express.
 Run Bi-w eekly meetings to identify current status for asset audit and any concerns, report w eekly notes to the management team.
 Weekly reporting to upper management on current status.
 Decreased standard time required for Infrastructure audits and reporting, through introduction of new processes.
 Utilized expertise in SharePoint
 IT Risk and Information Security platforms
 Written/oral communications throughout the organization
CVS/Caremark, Phoenix, Arizona (Sub-contract) 12/2011 - 4/2012
Project Manager
Managed Enterprise services resources to complete projects. Assisted w ith organizing Technical Team PMO organization.
Created and administered SOWs. Facilitated “account engagement team” meetings and calls to gather, evaluate, and develop solution
requirements SOWs for client requests. Assists in getting clear on project outcomes and EIT Shared Services resources required to achieve
project successes.
 Worked w ith PBM IT to develop accurate forecasts for people and materials and update Clarity PPM accordingly; forecast accuracy
is of critical importance to delivering high-quality products on time, w ithin cost perimeters, and to customer satisfaction.
 Coordinated w ith all EIT Shared Services teams to ensure understanding of PBM IT projects and technology orders to avoid or
resolve issues related to successful engagement delivery, and makes using IT products and services easier.
 In conjunction w ith the Demand Team, assist the Director of PBM Account Management in ensuring IT resources are appropriately
directed to support the ordered service/project, coordinating w ith Architecture, Service Operations, and Service Management teams
to ensure high-quality end-to-end service.
 Helped to coordinate project/service handoff to engagement project managers.
 Managed SDLC/ Agile projects implementing Java and C# softw are updates
 Projects w ere all high in Data Security management
 Utilized expertise in SharePoint
 IT Risk and Information Security platforms
 Managed direct and indirect resources
 Prepared/managed/reported on various programs and projects and budgets simultaneously

3.  Managed all levels of development and planning for programs and customer requirements, to include contractual obligations, to
include security updates
 Written/oral communications throughout the organization
WELLS FARGO, Phoenix, Arizona (Sub-contract) 2/2010 - 11/2011
Project Manager
Project Manager responsible for managing technical project teams through the Wells Fargo SDLC process. Responsible for
inventory/operations and financial analysis for several projects simultaneously. Used technical project management experience to manage
operational changes and methodologies for their Oracle implementation, resulting in savings and a leaner IT assets distribution/management
process.
 Interacted w ith bank personnel to develop and test complex formulas to calculate interest for consumer lending: personal loans (secured
and unsecured), home equity loans (HELOCs), automobile loans, etc.
 responsible for managing computer and IT assets (laptops, desktops and servers) through security encryption and imaging processes
 Dedicated to meeting the expectations and requirements of internal and external customers; establishes and maintains effective
relationships w ith internal customers and suppliers to gain their trust and respect
 Analyze/Manage computer/server asset inventory levels for Wells Fargo nationw ide
 Draft/review processes for tracking and managing IT assets throughout US operations
 Responsible for communication to all levels regarding the various IT projects progress
 Developing forecasting tools to better utilize IT assets and resources
 Plan and manage IT procurement and logistics activities for US based operations
 Responsible for development and analysis of various reports to assist in IT management
 Working on Oracle WMS softw are implementation and change management activities
 Daily responsibility for financial and data analysis capabilities
 Daily use of Microsoft tools, PAC2000, WANDA, SharePoint, Oracle, Plainview and STAMP
 Worked w ith Loans and credit groups Interacted w ith bank personnel to develop and test complex formulas to calculate interest for
consumer lending: personal loans (secured and unsecured), home equity loans (HELOCs), automobile loans, etc.
 Softw are updates/implementations for applications
 Data security management
 Managed SDLC/Agile projects implementing Java and C# softw are updates
 IT Risk and Information Security platforms
 Project/Product manager for DataMart application
 Project Manager responsible for integration of Wachovia applications into Wells Fargo
 Written/oral communications throughout the organization
QIVLIQ, Phoenix, Arizona 12/2008–7/2009
Program Manager
Government Contract Program Manager responsible for managing a team, consisting of Military and Sub-Contract employees, to renovate a
Military hospital. Responsible for project budgets, cost savings, schedule and customer satisfaction. Project result is low ered facility operating
costs, and millions in future program savings. Utilized WBS, PMBOK and EVM skill sets.
 Program Manager in charge of Hospital to Clinic renovations to include moving IT infrastructure and improved customer proces sing
 Change and schedule management for hospital operations during renovation project
 Review ed, negotiated and managed major supply sub-contracts, achieving savings for both time and budget
 Draft/review internal/external customer statement of w ork(SOW) documentation, achieving internal and external customer clear w ork
direction
 Responsible for communication to all levels impacted by the w orkbeing performed to modify the hospital, to include media releases
 Worked closely w ith Tri-West during transition to assure minimal customer impact caused by move to new building
 Planned and managed procurement and logistics
 Used E-Procurement Tools and SharePoint
 Written/oral communications throughout the organization
HONEYWELL INTERNATIONAL, Phoenix, Arizona (Manpower Sub-contract) 4/2008–8/2008
Project Manager
Project Manager responsible for leading Honeyw ell Automation and Controls Flagship product, the C300 Controller, outsource team.
Responsible for project budgets, cost savings, product build, and test solution at overseas producer. Project resulted in low ered operating
costs, and millions in procurement savings. Utilized WBS, PMBOK and EVM skill sets.
 Global softw are markets and risk mitigation
 Negotiate and finalize agreements and performed contract analysis
 Update, prepare and issue request for bid/quote/proposal/information documents to qualified suppliers, receive supplier offerings,
prepare summaries, equalize offerings, negotiate clarifications, issue appropriate contracts, statements of w orkand purchase orders.
 Review ed, negotiated and managed major supply/procurement sub-contracts, achieving millions in savings
 Draft/review internal/external customer statement of w ork(SOW) documentation, achieving internal and external customer clear w ork
direction
 Drafted and maintained project schedules through coordination of Honeyw ell and supplier resources
 Led engineering/project team through technical issues w ith suppliers
 Provided all stakeholders w ith timely information and maintained a database w ith information concerning various projects
 Used E-Procurement Tools and SharePoint
 Managed direct and indirect resources
 Prepared/managed/reported on various programs and projects and budgets simultaneously
 Written/oral communications throughout the organization and aviation customer and vendors at all levels of executive teams to the
production floor teams
 Managed all levels of development and planning for programs and customer requirements, to include contractual obligations

4. ADTRON CORPORATION, Phoenix, Arizona 5/2007-4/2008
Program Manager
Program Manager for Flash Disk Drives. Responsible for all aspects of Flash Drive product life cycle, from initial concept to End of Life.
Chairman of the Integrated Project Team (IPT) consisting of Engineering, Operations, Quality and Finance Functions. Grew existing and new
accounts through active account engagement w hile looking for w ays to improve relationships. Created business/engineer processes and
Standard Operating Procedure (SOP) documents, to include Product Life Cycle SDLC and HW/SW engineering methodology, improved
product development in terms of cost, schedule and quality w hile improving documentation. Utilized WBS, PMBOK and EVM skill sets.
Managed softw are development projects in Java in an agile environment.
 Chairman of the Executive Review Board (ERB), responsible for clear documentation/communications betw een the Executive staff and
the rest of the facility regarding resources/budgets and new opportunity evaluations
 Created several new w orksheets and other business tools w hich have reduced variations in organizational communications as w ell as
processing time requirement improvements
 Drafted, negotiated and managed customer contracts both commercial and Government DOD, improving business development
 Manage Programs/projects ranging from $1-5 million per year and customers ranging from Boeing/BAE to DOD military integration
suppliers, achieving improved customer satisfaction
 Created /Trained Corporate Policy for using Agile project methodologies to maximize assets and reduce personnel distraction and efforts
 Led Softw are and Hardw are design teams for JAD (Joint Application Design), RAD (Rapid Application Development) and DRP (Disaster
Recovery Planning).
 Responsible for technology roadmaps and product lifecycle
 Dedicated to meeting the expectations and requirements of internal and external customers; establishes and maintains effective
relationships w ith internal customers and suppliers to gain their trust and respect
 Project team also responsible for application updates due to Linux SW rolls
 Process Audit management
 Managed direct and indirect resources
 Prepared/managed/reported on various programs and projects and budgets simultaneously
 Written/oral communications throughout the organization, customer and vendors at all levels of executive teams to the production floor
teams
 Managed all levels of development and planning for programs and customer requirements, to include contractual obligations
 Development included DOD required patches to the various systems
DUCOMMUN TECHNOLOGIES, Phoenix, Arizona 9/2006–4/2007
Program Manager
Program Manager accountable for total customer account management and customer focal teaming w ith the Marketing/sales effort. Grew
current accounts w hile adding additional customers, and increasing profit margins through process improvements. Leader for tw o Integrated
Product Teams (IPTs), Honeyw ell and Raytheon, w hich recognized gains in quality and margin improvements as w ell as increases in contract
w ins. Managed several accounts from Commercial Aviation, to Military Missile Systems. Transitioned DOD product line from one DTI facility to
the Phoenix facility w hile leaning and improving production. Utilized WBS, PMBOK and EVM skill sets.
 Introduced Government Contract Traceability DOD processes to product teams, improving adherence to US Government contracting
requirements
 Led Harness assembly team transition during critical customer delivery schedule, helping to set up new production team, equipment and
facilities, transition completed w hile maintaining high customer satisfaction ratings and improving operations
 Led Program Management group in processing archive contracts to assure records retention for periods identified in contracts
 Coordinated/directed customer service and repair concerns for Honeyw ell and Raytheon products
 Performed various Program Manager related duties as required
 Managed direct and indirect resources
 Prepared/managed/reported on various programs and projects and budgets simultaneously
 Written/oral communications throughout the organization, customer and vendors at all levels of executive teams to the production
floor teams
 Managed all levels of development and planning for programs and customer requirements, to include contractual obligations
 Development included DOD required patches to the various systems
HONEYWELL INTERNATIONAL, Phoenix, Arizona 1994 – 2005
Program Manager
Responsible for several programs profit and loss by product (P&L) as w ellmanaging w orkforce planning and scheduling. Product line manager
for one of Honeyw ell’s Flight Management Systems (FMS) and manager to the engineering team that supported the product. Progr am
Manager for commercial aircraft retrofit from proposal to FAA/JAA/EASA certification. Utilized WBS, PMBOK and EVM skill sets.
 Negotiate and finalize agreements and performed contract analysis
 Update, prepare and issue request for bid/quote/proposal/information documents to qualified suppliers, receive supplier offer ings,
prepare summaries, equalize offerings, negotiate clarifications, issue appropriate contracts, statements of w orkand purchase orders.
 Led HT9100 FMS team to their first FAA certification beating company targets to meet schedules and customer requirements
 Represented Honeyw ell during high level technical sessions through verbal and w ritten communications to customers, peers, suppliers,
and industry experts
 Led Engineering hardw are and softw are teams to FAA certification FMS SW/HW updates on MD11, MD10 and 717 w hile successfully
managing cost, schedule and quality.
 Led 757 FMS team to early FAA certification on the Boeing 757 BLK05 upgrade saving budget and adding a valuable Intellectual
Property
 Customer manager for customer services issues dealing w ith Long Beach Boeing platforms, achieved increased customer ratings w hile
adding business.

5.  Program Manager for several STC and FAA certifications for 737 Classic Navigator and EGPWS retrofits, resulting in millions in revenue
and new business development. Developed and managed various sub-contract/procurement suppliers required to complete retrofits for
the various airline customers.
 Received training in SCRUM/Agile methodologies
 Worked directly w ith FAA for STC and DO178B certifications for new and existing products
 Used Agile project methodologies to maximize assets and reduce personnel distraction and efforts
 Customer manager for various Flight Management System and Displays for Commercial (Boeing/Airbus) and Commuter aircraft as w ell
as Military projects
 Managed direct and indirect resources
 Prepared/managed/reported on various programs and projects and budgets simultaneously
 Written/oral communications throughout the organization, aviation customer and vendors at all levels of executive teams to the
production floor teams
 Managed all levels of development and planning for programs and customer requirements, to include contractual obligations
 Development included aviation FAA required patches to the various systems
Airline Contract Manager, Air Transport Division
Develop/manage 45 airlines’ avionics equipment contracts, w ith a total value of $350M - $500M, w ithin Russia/CIS, Europe, Africa, Asia and the
Middle East.
 Grew revenue by $25M by negotiating and authoring contracts w ith global airline customers.
 Negotiate and finalize agreements and performed contract analysis
 Led Green Belt for Grow th Project w ith $25M revenue earnings potential by evaluating spares database and shifting cultural paradigm to
generate new business sales.
 Reduced disputed collections from $6M to $50K w ithin one year by redesigning the order management process utilizing Green Belt
methodologies.
 Achieved 60% improvement in customer communications cycle time as team leader that conceptualized digitizing contract/customer account
databases.
 Achieved 50% reduction in overall factory inventory w hile improving customer satisfaction and on time deliveries by applying lean product
forecasting methodologies.
 Consistently earn “green” ratings from w orldw ide customers in Voice of the Customer matrix.
 Contract Audit
 Managed direct and indirect resources
 Prepared/managed/reported on various programs and projects and budgets simultaneously
 Written/oral communications throughout the organization, aviation customer and vendors at all levels of executive teams to the production
floor teams
 Managed all levels of development and planning for programs and customer requirements, to include contractual obligations
Operations Planner - BRGA
Key decision maker that consistently achieved customer demands by master planning materials and linearizing w eekly production that resulted
in grow th from 17 to 50 units per w eek on five product lines.
 Reduced operating dow n times by 25% by managing engineering change orders to the product.
 Achieved cost savings of $500K by offloading portions of product line to local subcontract suppliers.
Project Planner – Space Systems Operations
Proposed material procurement strategies for NASA based new business initiatives w hile planning/coordinating materials, manpow er and
production for the Reaction Wheel Assemblies product line that generated a high percentage of the division’s total revenue. Effectively managed
internal/external customer communications regarding production/delivery schedules. Created and managed materials databases for four product
lines.
Purchasing Buyer/Planner - BCASD
Planned and cost effectively purchased discrete electrical components by interfacing w ith engineering and production teams. Developed and
managed supplier base.
Production Control Manager - BCASD
Planned and coordinated Avionics assemblies and sub-assemblies through production process from piece parts through SMT to final assembly
and test.
EDUCATION
University of Phoenix, Phoenix, Arizona.
Masters in Business Administration, MBA
Arizona State University West, Glendale, Arizona.
Bachelor of Science in Marketing School of Management
MILITARY SERVICE
UNITED STATES AIR FORCE 1986 - 1992
Maintenance Specialist Crew Chief
Developed and managed teams that evaluated, troubleshot and resolved avionics, hydraulic, engine, structural maintenance, and sheet metal
fabrication problems. 2 years as active reserves.