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James A. HEARN III
802 Magnolia Bend Home: 210.209.9504
San Antonio, Texas 78251 E-mail: james.hearn@yahoo.com
Cell: 210.852.6777
Highly skilled,
results-oriented senior professional with successes in diverse operational
environments. Extensive expertise in
operations, logistics, facility management, air and ground transportation,
customer service, and personnel management. Keen problem solver skilled at
implementing viable solutions and achieving the right result. Strong strategic
and operational planner. Known for integrating personnel from differing ethnic,
cultural and technical backgrounds into seamless teams. Dynamic leader and communicator with excellent liaison skills.
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General Management |
Operations Management |
Program Management |
Strategic Planning |
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Financial Management |
Facility Management |
Transportation Management |
Project Management |
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Distribution |
Logistics |
Fleet Management |
Inventory Control |
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Training and Development |
Contract Management |
Analysis / Forecasting |
Negotiation |
· Led geographically separated, seven
person freight, passenger, and aircraft operations team in Australia, the only
one of its kind on the continent. Initiated CEO-directed manpower and
operations study on organizational operations on the Royal Australian Air
Force. Drafted six position descriptions
encompassing all key duties in the operation. Converted 12 military into five
civilian positions, hiring five U.S. and local nationals. Coordinated
relocation, pay allowance, and human resource processing actions. Negotiated
staff salary increases through US Department of State. RESULTS: Allowed 12 existing staffers to transfer to
over-tasked units to mitigate manpower shortages. Converted organization
increased support standards, including customer satisfaction, aircraft
in-commission rates, on-time departures, and cargo movement timelines.
· Led a 280-person cargo and
passenger operation with six facilities in a 24 hour, high volume operating
environment in Japan. Facilitated the movement of 55,000 tons of cargo and
88,000 passengers on 810 aircraft monthly. Pinpointed shortfalls in cargo
movement for originating, terminating, and transiting cargo. Initiated and chaired working group to
analyze operations. Identified specific
bottlenecks with reparable assets being retrograded to the United States for
repair, and a complete lack of direct cargo movement service within two key
cities. Directed corrective actions to
reprioritize affected cargos, and started customer coordination to gauge
desired end state for adding new city support. Synchronized onward surface
movement with aircraft arrival schedules, and replaced some aircraft routes
with cheaper truck routes. RESULTS: Total retrograde parts
movement time slashed by 24 hours, realizing a 50% reduction and quicker return
of repaired parts to field units. New
city cargo movement service saved $8,000 per fiscal year. Scheduled 442 trucks instead of airlift,
moving 1,800 tons of cargo and saving $2 million over three years.
· Identified shortfall in automated
asset tracking during cargo movements in Europe. Championed the purchase of
$587,000 in automated information technology hardware and software, including
radio frequency identification capability. Crafted deployable kits to be set up
in even the most austere environments and locations. Directed and oversaw the
implementation of more than 20 separate locations during a period of
significantly increased operational tempo.
RESULTS: Created new capability that
ensured 100% accountability of all assets moving in the enterprise
transportation system. Provided senior
leaders with a tool to monitor distribution performance in busiest timeframes.
·
Recognized
need to streamline the local vehicle repair program in the busiest operation in
the United Kingdom. Existing process
caused significant delays for scheduled and preventative maintenance, with
customers waiting up to 14 days for the return of repaired assets. Crafted a
team-based repair concept, assigning teams to key customers to ensure
personalized service and repair at customer’s location. Created metrics to
identify customer satisfaction. Developed new customer notification process for
scheduled vehicle repairs. RESULTS: Raised customer satisfaction to
95% with improved process. Arranged for 1,200 vehicles to receive scheduled
maintenance, achieving a 45% increase in on-time performance. Oversaw 4,192
vehicle maintenance workorders with a 92% fleet in-commission rate, the highest
amongst all similar units in Europe.
PROFESSIONAL EXPERIENCE
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UNITED STATES AIR FORCE, Major |
1995 – 2007 |
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Executive Director – U.S. Air Mobility Squadron, RAAF Richmond, Australia |
2005 -
2007 |
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Director, Freight and Passenger Air Logistics
Operations, Yokota,
Japan |
2004 -
2005 |
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Senior Manager, Freight Operations, Yokota, Japan |
2003 -
2004 |
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Senior Manager,
Passenger Operations, Yokota,
Japan |
2002 -
2003 |
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Director, Strategic
Planning and Deputy Director, Budgeting, Ramstein, Germany |
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Chief, Airlift and Surface Transportation Policy, Ramstein, Germany |
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Chief, European Contingency and Operational Plans, Ramstein, Germany |
2001 -
2002 |
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Chief, European Transportation Programs, Ramstein, Germany |
1999 -
2000 |
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Manager, Fleet Operations, RAF Mildenhall, United Kingdom |
1998 -
1999 |
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Manager, Operations Planning, Budgeting, and Support
Staff, RAF
Mildenhall, United Kingdom |
1997 -
1998 |
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Manager, Vehicle Maintenance, RAF Mildenhall, United Kingdom |
1996 -
1997 |
EDUCATION
Graduate, Mid-Management Training
Program, United States Air Command and Staff College, Maxwell, Alabama
M.A., Organizational Management,
University of Phoenix, Phoenix, Arizona
Graduate, Advanced Logistics
Officers Course, McGuire AFB, New Jersey
B.A., History, Angelo State
University, San Angelo, Texas
ADDITIONAL INFORMATION
Active Secret U.S. Government
Security Clearance
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