Jim Bowie

• Senior leader responsible for multiple contract and program management vehicles, performance analysis and improvement, achieving cost, working capital, and revenue goals, leading geographically separated workforce teams, driving business development, and tangible results that drive customer satisfaction.

• Executive advisor, lead trainer, and implementation expert focused on strategy, leadership development, and performance improvement for corporate, government, and non-profit organizations.

• Command Group Continuous Performance Improvement Lead for U.S. Army Materiel Command, Tank-Automotive and Armament Command, Program Executive Office Ground Combat Systems. • Developed integrated enterprise-level Strategic Planning and LSS programs, training modules, and deployment schedules for U.S. Army and U.S. Air Force clients.

• Provided Subject Matter Expertise and facilitation focusing on organizational transformation across global operations • Led “Conduct Air, Space, and Cyber Operations” Fuel Optimization effort for Headquarters, U.S. Air Force Operations, Plans, and Requirements, achieving perpetual, sustainable solution achieving $500M savings per year. • Contributed to the development of technical and price proposals in the form of oral, written, and graphic inputs leading to multiple contract awards including a $99M BPA.

• Production and Supply Chain Manager accountable for inventory management, safety compliance, assembly process engineering, production and direct labor efficiency, and personnel development for over 100 associates. • Designed and implemented multiple LSS improvement initiatives including warehouse maximization, traffic management systems, and database projects focused on consolidation and reporting of essential customer satisfaction and operational performance metrics enabling real-time decision making.

• Implemented multiple aspects of LSS methodology in all procedures to ensure greater operational accuracy and efficiency, speed, quality, and throughput in an active combat environment. • Redesigned Multinational Corps-Iraq redeployment systems including manpower and materiel administration and global supply chain management which reduced redeployment execution lead time from four months to two weeks, increasing operational capacity and force footprint.

• Created and implemented manufacturing CPI programs including functionally-integrated measurement analysis program, systems, and reports, stabilizing operations and reducing variation across enterprise functional areas. This led to a reduction in non-conformances by over 90% in four months and enabled the establishment of a new product line with no requirement for additional personnel and a cost savings of $600K per year.

• Accountable for inventory management, production tracking, and personnel development for over 60 associates. • Established enterprise Lean Transformation initiatives, a high-impact Lean Six Sigma training program, practical and effective strategic and operational visual communications, perpetual 5S efforts, and Kanban systems.

• Commander of an Opposing Force Motorized Rifle Company consisting of five T80 tanks, eight BMP infantry fighting vehicles, five Bradley Fighting Vehicles, and over 250 personnel with zero losses and over 40 victories in battle.

• Managed all operations of air freight transportation corporation in the Mid-Atlantic area • Utilized Business Process Re-engineering and Lean methodologies to improve supply chain agility, reducing required loading resources and cycle time by 50% with hybrid cross-docking construct.