WALTER E. BRINKER, JR.

2089 Wilbur Street

Eastover, North Carolina 28312

(910) 339-7805 (Home); (281) 703-2881 (Cell)

walt_brinker@hotmail.com

OBJECTIVE

Project Manager / Project Controls Planner

SUMMARY

PMP. Top Secret/SCI clearance. ITILv3. Deputy project manager at L-3 Communications, Inc., for Personnel Recovery Mission

Software project to recover personnel isolated on a battlefield. Twelve years of project controls experience in engineering and

construction industry at Fluor: planner/scheduler, change management, warranty manager, end-of-month reports for Fluor and

client; preceded by 26 years of increasingly responsible decision making, problem solving, team building executive experience

with the U.S. Army, and corporate security, following graduation from West Point. Raised performance levels of multidisciplined

organizations by training and motivating people and focusing on results. Further demonstrated organizational skills

through planning and supervising operations and relocating of large organizations; managing successful program of a major

hardware system; supervising administration for senior executives; and implementing effective programs for security, customer

service, and safety. Two combat tours as infantry commander in Vietnam (Silver Star, Four Bronze Stars, Purple Heart).

PROFESSIONAL EXPERIENCE

L-3 COMMUNICATIONS, INC. – Fayetteville, North Carolina

Deputy Project Manager and Project Manager

April 2010 – July 2012

  · As acting project manager before a critical “failover” test when customer, USAF, declared that our system would not work,

convinced customer to test, and rallied my disheartened staff. The test was a huge success; customer was thrilled.

  · Routinely provided the agenda, led discussion, and recorded outcomes of bi-weekly conferences with customer, which

helped the team understand project issues and focus on the most important ones. Between conferences used action items

list to follow up on decisions and commitments – which maintained forward motion with actions.

  · Using project schedule, planned major activities and deliverables by coordinating with subject matter experts – which

permitted all to see interrelationships and plan to optimize them. Customer then could see critical paths and adjust.

  · For two programs serving Special Operations Forces, prepared and implemented a system to manage deliverables and key

documents, ensuring that all players are aware of deliverable requirements, input schedule, and due dates to customer.

Ensured timely submission of tracked deliverables. Prepared and finalized key deliverables; submitted them to customer.

FLUOR, INC. & DUKE-FLUOR DANIEL, INC. – Sugar Land, Texas

Project Controls Engineer and Warranty Manager

1997 – October 2009

  · Developed pre-FEED, FEED and EPC schedules for a variety of gas, oil and chemicals projects (GASCO’s Shah Gas

Development, others) – using Primavera P3 and P6. Managed recurring schedule and progress updates for these projects.

Analyzed schedules for “what if” scenarios in support of management decision process. Facilitated communication among

engineering and support discipline leads, engineering managers, project engineers and project managers – which

prevented missed deadlines and wasted time.

  · Assisted lead planner/scheduler for FEED schedule for Floating Processing Storage and Offload (FPSO) vessel (Conoco

Phillips’ Bohai): participated in update meetings, recording engineering lead comments; updated the Primavera schedule.

Coordinated with engineering leads to resolve issues with planning, scheduling and resources.

  · Managed all detailed engineering phase change management actions for FPSO vessel (Hyundai Heavy Industries’ Kizomba

B), resulting in client recognition of 52,000 additional billable man-hours (75 percent increase; $3.4 million) for the Houston

office: received Fluor Spotlight Award. Also, served as manager to coordinate external interfaces between the FPSO and

other major portions of the project.

  · Organized, documented, and prepared recommendations for 450 warranty claims on a DFD $280 million cogeneration

power plant (Whiting, Indiana) while coordinating with functional experts. Initiated work and followed up on claims, through

client, project manager, procurement, contracting, and working directly with suppliers. Result was expeditious resolution of

the claims – most at no cost.

  · Administered all detailed engineering phase home-office change management actions for $2.8 billion project (Yanpet),

resulting in recognition by client (Mobil) of nearly 60,000 additional billable man-hours and $4.2 million for the Houston

office; also prepared client’s monthly reports: received Fluor Daniel “Most Valuable Performer” Award.

GRADONI & ASSOCIATES – Houston, Texas

WALTER E. BRINKER, JR.

1994 - 1997

Marketing Manager and Investigator

Responsible for obtaining new clients for a small (8-person) private investigation firm, and for investigating a variety of cases.

  · Added 75 new clients, generating approximately $100,000 in sales.

  · Achieved high client satisfaction through quality investigative work and reporting, and close coordination with clients.

TEXAS MEDICAL CENTER – Houston, Texas

1993 – 1994

Manager, Security and Services

Responsible for administering security of the largest medical and health care center in the world through third party, contracted

security of 50 personnel and a budget of over $1.3 million per year.

  · Eliminated customer concerns and saved about 23% of operating costs ($400,000 per year) by implementing in an orderly

fashion the transition of the security function from an in-house police department to third party, unarmed, contracted

security – while minimizing the risk involved.

  · Achieved high customer satisfaction and compliance (20,000 vehicles per day), and very low crime rate by developing

policy and directing efforts of the new security firm to support unique, politically sensitive security and customer service

requirements of 40 member institutions.

  · Improved communication and information flow by enhancing credibility and cooperation with its institutions and municipal

support agencies through chairmanship of Security Advisory Council, personal visits, speaking engagements, initiating

improvements, responding quickly to requests for assistance, and close coordination.

  · Increased safety and safety awareness among employees through chairmanship of the Parking Operations and Security

Safety Committee, which used a cross section of employees to identify concerns, recommend solutions, and provide

feedback.

AMERICAN PROTECTIVE SERVICES, INC. – Houston, Texas

1991 - 1992

Branch Manager

Responsible for profit and loss while managing ten administrative supervisors and 285 on-site personnel for a security firm

operating in Houston with 75 clients and annual revenue of $5.2 million.

  · Increased profitability of all accounts by earning excellent reputation for service and client satisfaction, which permitted

establishment of fair billing rates.

  · Streamlined operations by decreasing overhead costs: reduced staff 15 percent; inventoried equipment and property;

eliminated unnecessary support contracts.

  · Increased morale and performance quality of employees by instilling teamwork among a diverse group of salaried

managers who were accustomed to a climate of distrust and cliques, and by communicating with the security officers areas

of interest, policy changes, and benefits, convincing a majority that “Management cares”.

UNITED STATES ARMY

1966 –1990

Commander, Staff, Planner, Trainer, Major Hardware System Manager

Served in a variety of command and staff positions in training, operations, force modernization, and logistics. Completed

service in grade of lieutenant colonel with outstanding fitness reports.

  · Conducted successful missions with high esprit de corps while leading American infantry soldiers and advising South

Vietnamese allies in combat during two Vietnam tours, saving many lives at the enemy’s expense.

  · Rejuvenated 165-person infantry company having severe morale and drug problems; within one year, unit went from last in

the battalion to first in terms of all measurable qualities.

  · Trained 800-person mechanized infantry battalion, which resulted in highest combat readiness rating, after testing, among

ten similar organizations.

  · Ensured high performance of a reinforced brigade-sized unit during an important training exercise by planning and

supervising all details of orderly, phased movement of 3,400 personnel by air and 1,000 vehicles by train from Texas to

California and return. Result was rating of “highly combat effective” in Army subjective evaluation.

  · Ensured efficient modernization of mechanized infantry battalions by management of product improvements and

distribution of major new weapon system, at Department of the Army level, requiring delicate negotiations among powerful

senior Army officials who sometimes had conflicting agendas. Top Secret security clearance.

EDUCATION

Graduate Level Management Course, US Army Command and General Staff College, Fort Leavenworth, Kansas – 1981

MA, Business Management, Central Michigan University, Fort Meade, Maryland – 1980

BS, Engineering, US Military Academy, West Point, New York – 1966

Graduate from US Army Ranger and Airborne schools - 1966