Government Resume

1. RICK LAMBERTH
5729 Calverton St.
Catonsville, MD 21228
Cell: (571) 481-6540
Rick.Lamberth@gmail.com
http://www.linkedin.com/pub/rick-lamberth-mba-dml/1a/805/5a0
Availability: Job Type: Permanent, Telework
Work Schedule: Full-Time
Desired
locations:
United States - MD
United States - VA
United States - DC
QUALIFICATIONS: TS/ SCI, retired LTC U.S. Army; a member of the Army Acquisition Corps;
DSCA; DAWIA Level II Manufacturing, Production, & Quality Assurance
certification; OSD LSS Green Belt; Level II; FEMA -Emergency
Preparedness Liaison Officer (EPLO Level II); develops and reviews:
OPLANs, CONPLANs, OPORDs, WARNORDs; Conducts Operations
Research; Contracting and Industrial Management (51C) A,T & L Corps;
DAWIA Level I Contracting certification; Army Multi-functional Logistician
(FA 90A) AMC, Logistics Civil Augmentation Program (LOGCAP) Support
Officer (LSO/COR) AMC; Army Combat Engineer(21B) USACE;
Demonstrated Master Logistician (DML) Intl Society of Logistics (SOLE);
FAR / DFAR; JCIDS; PPBE; EVM; Lean Six Sigma; DOTMLPF; DAS;
Joint Staff Action Officer Course; National Contract Management
Association; Council of Supply Chain Management Professionals.
INTERNATIONAL
EXPERIENCE: Kuwait, Iraq, Afghanistan, Kyrgyzstan, U.A.E., Qatar, Japan, Republic of
South Korea, Germany, Mexico
COMPUTER SKILLS: TSCMIS, ARGOS, DITPR, JITAM / ITAM / PRIMAVERA ProSight,
Homeland Security Information Network (HSIN), SNaP-IT, JCPAT-E,
Microsoft Office Suite, MS Project.
CONTINUING
EDUCATION: U.S. Army Command & General Staff College / Intermediate Level
Education (CGSC / ILE), Production & Supply Chain Management
certificate – College of William & Mary,
Associate Logistics Executive Development Course, Joint Course on
Logistics(JCL), Multinational Logistics Course(MLC), Contracting Officers
Representative Course (COR) - U.S. Army Logistics University; Simplified

2. Acquisition Procedures (SAP), APICS; Project Management Institute;
AFCEA, Joint Interagency Multinational Planner’s Course(JIMPC) - NDU,
Homeland Security Planners Course – NDU, Project Management
Institute (PMI), U.S. Army Manager Development Course (MDC).
PROFESSIONAL SUMMARY:
10/2014 – Present Assistant Program Manager, Department of the Army, Program Executive
Office, Enterprise Information Systems, Plans and Operations Division
(PEO EIS POD) at Fort Belvoir, VA.
PM DCATS manages a suite of more than 100 projects that supports Joint
Warfighters, Major Commands (MACOMs), and Combatant Commanders
(COCOMs). PM DCATS provides worldwide strategic satellite
communications and Wideband Control (WC) systems, long-haul
terrestrial microwave, and fiber optic communications systems, Technical
Control Facilities (TCFs), Combat Service Support (CSS) communications
systems, critical power infrastructure, and combat vehicle intercom
systems. Performs analytical duties related to the project management
office. Duties include tasking by the Project Manager (PM), PEO-STRI,
Chief of Staff Army, Army Acquisition Executive, and the PM’s
customers/users, and may entail extensive research in order to satisfy the
tasking and meet mission requirements. Researches/interprets the
requirements of assignments and coordinates with the Product
Managers/Assistant Program Mangers (APM) of the organization.
Conducts program management activities such as the implementation and
audits/reviews of requisite program documentation, i.e., Life Cycle
Management Plans, the Materiel Release process, documented
Acquisition Strategies, Acquisition Program Baselines (APB) covering the
program’s cost, schedule, and performance parameters, applicable
Milestone Decision Reviews, in-process reviews, Type Classifications,
Test and Evaluation, Higher Level Architecture requirements, etc., for
supported programs. Researches governing requirements and all
pertinent regulations to ensure compliance with requirements governing
program management documentation. Informs the PM and Product
Managers/Project Directors on changing regulation guidance and
requirements relating to the requirements in maintaining program
documentation. Serves as the PM Representative on PEO STRI-level
Integrated Product Teams (IPTs) for such purposes as writing Standard
Operating Procedures. Provides input to the PM, APMs, and Product
Managers on the Project Directors’ performance regarding adherence to
and documentation of program requirements that are governed by
acquisition regulations.
09/2012 – 10/2014 Industrial Specialist / Supply Management Specialist, The Defense
Contract Management Agency is a rich resource of indispensable partners
who contribute to and benefit from integrated missions and programs. We
are an independent combat support agency within the Department of
Defense (DoD). We are the Department's contract manager, responsible for
ensuring Federal acquisition programs, supplies, and services are delivered

3. on time, within cost and meet performance requirements. · Assures the
prime contractor has a documented material purchasing, management
reporting, and control program covering make or buy decisions, purchasing
requirements, source selection, selection of contract types, budgeting, and
estimating to enable the decision making necessary for effective
management of material purchasing. Provides technical leadership by
identifying and reviewing key components of the contractor's supply chain
management and control system(s). Reviews contractor purchase
documents to assure technical, inspection requirements are properly flowed
to the subcontractor. Coordinates surveillance strategies in the area of
Supply Chain Management.
02/2012 – 05/2012 Coker Logistics, Senior Defense Analyst, My position is in the Pentagon
JS J-4 directorate. My Operational Contract Support (OCS) experience in
contingency contracting and the Joint Planning and Execution Community
(JPEC), equips me to apply strategic and operational OCS guidance to
review, comment, and offer corrective inputs to GCC created CONPLANS
and OPLANS. Also, I develop policy, instruction, directive, and joint doctrine
as it relates to OCS. Conduct related edits and reviews. Adapt products for
use in joint education, joint training, and lessons learned.
09/2011 – 01/2012 Compass, Inc, Logistics Planning Support Analyst, My position is
located in the USSTRATCOM Joint Elimination Coordination Element
(JECE) Exercise Training and Analysis Support LOG cell at APG, MD.
Provide daily logistics support, as well as perform logistics planning
activities. SME in the automated logistical support systems utilized by
Army and other joint forces. SME to adequately advise senior government
personnel on the use of logistics related automation and provide status
updates and briefing as required.
04/2011 – 08/2011 MYMIC, Sr. Defense Analyst, My position is located in the Pentagon
(Joint Staff J-8), in support of the Joint Capabilities Division Planning &
Integration Branch. Develop Joint Capabilities Document knowledge
management plan, Clean up and finalize updates of annual Capabilities
Gap Assessment Results, Facilitate O-6 and GO/FO Integration Meetings,
Conduct JCIDS Metrics tracking; Maintain contacts/POC lists, Wikis,
SharePoint; Serve as liaison to all FCBs.
12/2006 – 01/2011 Zel Technologies, Sr. Defense Analyst, My position is located in the
Pentagon (J4/J5/J6/J8), Directorates for Global Strategies Division/IT PfM-
GIG 2.0), supporting the Joint Staff planning process and COCOMs, DHS,
USAID, DISA, BTA, and NECC/NII. We perform quick turnaround
operations research analysis of alternatives in reference to the conduct of
operations, write white papers, develop briefings/plans, and provide real-
time expertise on the binning of Logistics IT systems portfolio analysis and
issues of the Warfighting Mission Area (WMA). Analysis involved in the
effort includes: SNaP-IT, JCPAT-E, JCAs, JCIDs, PPBE, BINs/PEs,

4. functional needs analysis, cost benefit analysis / Earned Value
Management (EVM), and LSS.
11/2006 – 12/2006 USIS, Logistics Analyst, 7799 Leesburg Pike Suite 400 South, Falls
Church, VA 22043.
Performed logistics functions and the procurement and acquisition of
consumable and durable commodities in support of coalition forces in the
Global War on Terrorism (GWOT). Negotiated with third party logisticians
on the prompt and accurate delivery of goods to Southwest Asia (SWA).
Performed follow-up procedures throughout the logistics process to
ensure customer satisfaction.
06/2006 – 10/2006 U.S. Army, Deputy Chief, USACE Operations Center (UOC), 441 G St
NW, Washington, D.C. 20314.
Interacted with the Dept. of Homeland Security (DHS) and FEMA on a
daily basis. Served as the trainer for Homeland Security Information
Network (HSIN). Responsible for writing FRAGOs, WARNORDs,
OPORDs for civil works. Monitored the Global War on Terrorism (GWOT)
operations in Southwest Asia (SWA). Supervised a hybrid team of 12
personnel consisting of GS, contractors, and military. Conducted special
projects / reports for General Officers. Facilitated the cleanup efforts for
Hurricane Katrina through conducting Earned Value Management (EVM)
to monitor variances.
01/2006 – 05/2006 U.S. Army, LOGCAP Operations Support Officer, Kabul, Afghanistan.
Contingency Contracting Officer, Procuring Contracting Officer, Program
Integrator, Assistant Production and Industrial Manager, Procurement
Staff Officer; Wrote and managed Statements of Work (SOW) for logistical
support between the U.S. Army and Kellogg Brown & Root Services in
Afghanistan. Ensured contract compliance with the FAR & DFAR.
Ensured that the work performed was within the Scopes of Work of the
Statements of Work. Performed Independent Government Cost Estimates
to ensure services were performed in the most inexpensive manner. I
administered a $1B Task Order through Earned Value Management
(EVM).
06/2005 – 12/2005 U.S. Army, Logistics Management Specialist, Plans & Programming
Department of the LOGCAP Operations Directorate, Ft Belvoir, VA.
Contingency Contracting Officer, Procuring Contracting Officer, Program
Integrator, Assistant Production and Industrial Manager, Procurement
Staff Officer; Assisted the Chief of the Plans & Programming branch of the
Army Materiel Command’s Logistics Civil Augmentation Program in the
continuous directing of an $18B contract. I managed the project utilizing
Earned Value Management (EVM). Developed peacetime plans to
support contingency logistics operations by identifying contractor

5. requirements prior to deployment. Managed the contract to ensure the
contractor provides the specified level of support in joint and multinational
logistical support operations worldwide.
05/2004 – 06/2005 U.S. Army, LOGCAP Operations Support Officer, Tikrit, Iraq.
Contingency Contracting Officer, Procuring Contracting Officer, Program
Integrator, Assistant Production and Industrial Manager, Procurement
Staff Officer; Wrote and managed logistical Statements of Work (SOW)
between the U.S. Army and Kellogg Brown & Root Services in Iraq.
Ensured that the contracts complied with the FAR & DFAR. Ensured that
the work performed was within the Scopes of Work of the Statements of
Work. Performed Independent Government Cost Estimates to ensure
services were performed in the most inexpensive manner. I administered
a $6B Task Order utilizing Earned Value Management (EVM).
03/2003 – 03/2004 Kellogg Brown & Root Services Inc, Operations Manager, Camp
Udairi/Buehring, Kuwait, APO AE 09330.
Supervised and administered 5, LOGCAP III operational departments.
Served in Kuwait in support of the U.S. Army Materiel Command’s
logistical efforts during Operations Iraqi Freedom and Enduring Freedom.
Assisted KBR’s Task Order Manager in the daily operations and
administration of Camp Udairi’s Life Support Area services and airfield
operations for Coalition Forces. Conducted operations research on
vendors for source selection, and provided governance and oversight of
the work performance of subcontractors. Assisted the Task Order
Manager in the formulation and administration of SOWs and ROMs.
Served as a liaison officer between KBR Services and the U.S. Army at
Camp Udairi/Buehring monitoring POA&Ms utilizing Earned Value
Management (EVM).
Education: Webster University, National Capital Region, Washington, D.C.
MBA in Management, 2008
MA in Procurement & Acquisitions Mgmt., 2012
SENIOR EXECUTIVE SERVICE (SES):
By way of introduction, my name is Ricky J. Lamberth and I am submitting this letter with
resume for review and consideration within your SES corps. With over 34 years of extraordinary
leadership qualifications within the Department of Defense and Department of the Army, both as an
enlisted soldier and commissioned officer (LTC), I possess particular qualities that would be essential
to your agency. My International service to my country includes Iraq and Afghanistan, plus years of
varied situations in other overseas assignments and within the Continental United States (CONUS),
refined my executive skills to make them well-honed and diverse. I was responsible for the
requirements, assets, policies and goals of my nation through my leadership expertise in project
management, procurement, industrial and operational logistics plus contingency contracting. Those
that I served with value me with the utmost highest accord in these areas. Through leading people in
the military and private sector, I have become accustomed to an environment where deadlines are

6. priority and handling multiple jobs simultaneously are the norm. It is my desire to continue and
accelerate my leadership abilities to my nation in your agency. Please, review the following attached
resume and contact me to schedule a mutually convenient time for a face-to-face interview.
Respectfully,
Rick Lamberth
LTC, USA Retired
5 Executive Core Qualifications or ECQs that are necessary skills and abilities:
- Leading People
After 34 years of Department of Defense (DoD) extensive experience in the study and practice of
human motivation and leadership, I know that the most important piece of equipment that we have is
our human capital. Technical capabilities are only as good as our leadership capabilities to inspire
greatness from our people. My 34 years of service has allowed me to follow those that I have
inspired or supported to achieve new levels of personal and professional accomplishments. While
serving as the Logistician for Joint Task Force 134 (JTF 134) in Iraq, I built and inspired a team that
successfully managed over $1B annual acquisition budget and supported over 8,000 service
members to include coalition forces and other members of the U.S. government (USG).
- Leading Change
I lead change from the front because only people are truly multi-dimensional and as a leader I need to
know my people in order to help the organization grow and transform. The diversity of teams and
their individuals never lends itself well to following a methodology. Many years ago, I learned the
concepts of SHU-HA-RI and applying that philosophy in many different environments has led to
unprecedented success. I no longer think about it, I do. Knowing that people who are learning new
skills or are in new environments must go through those three levels provides the baseline I need to
approach each situation flexibly and responsive to whatever opportunities may present themselves or
whatever challenges demand my attention. The training that I have completed in Lean Six Sigma
(LSS) and Continuous Process Improvement (CPI) only serve to re-inforce this maxim. As an
example, three IPTs I built operate completely differently and yet all very successful. The teams are
comprised of junior people, contractors, senior people and an entire mix of capabilities. The common
thread is the customized and iterative approach to communicate, establish common goals and most
of all focus on the individual’s world rather than the needs of the business. I find this approach
naturally led to mentoring individuals outside our work environment and personal satisfaction through
the growth of others. Improving the work atmosphere of my co-workers is integral to achieving team
effectiveness, efficiency, and flexibility.
- Building Coalitions
My training with Command and General Staff Offices College CGSOC , MBA from Webster
University, and Dale Carnegie has helped me to develop competency in development of inclusivity,
respect for others and empowerment of team participants. The key to team building is “engagement”.
Each team person must have ownership/accountability of their contribution or lack of to the final
result. Each team person must have ownership/accountability for their contribution or lack of to the
final result. I serve to set a high standard of work ethic, ownership and accountability to not only do
my part in contribution to the team goals and mission but to help others achieve the same.
- Being Results Driven
Accountability, integrity and honesty are key core principles of my both my professional and personal
life. Negotiating and influencing is a skill that has been critical to my success in logistics. Working on

7. an international scale to negotiate with third party logisticians to obtain prompt and accurate delivery
of goods to Southwest Asia (SWA), was important in support of coalition forces in the Global War of
Terrorism. Through tough negotiations while serving as a Field Ordering Officer (FOO) in Iraq, I
saved the Army and taxpayer hundreds of thousands of dollars.
- Having Business Acumen
My Masters in Business Administration (MBA) in conjunction with the Command and General Staff
Offices College (CGSOC) has helped me to focus on the return on investment (ROI) and earned
value management (EVM). Continuing education in project and contract management i.e. Federal
Acquisition (FAR) Acquisition Program Baselines (APB) Operational Contract Support (OCS) Supply
chain review / audits, logistics analyst for DoD have kept my skills current. My Lean Six Sigma (LSS)
training has added width and depth to my analytical ability by providing me the tools to systematically
remove waste and improve performance. Due to my advice and recommendations to both the 1st
Infantry Division Commander and contractors, I assisted in cutting back costs in the expansion of
military sites in the Multi-National Division - North (MND-N) of Iraq to save the USG
approximately $ 11M dollars per year.