Ray Calvin Lawrence III

Manage a team of Heating, Ventilation, Air Conditioning (HVAC) service technicians responsible for a multi-million dollar contract servicing the largest hospital chain in central Florida to include regular scheduled maintenance, emergency repairs, upgrades, new equipment installation, and temporary rental solutions; coach, counsel, train and develop all service employees; drive continuous improvement through company performance management process, technical product training programs, and standard work adherence; maximize cash flow by ensuring prompt invoice generation, managing expense budgets and increasing utilization of the service team; drive customer satisfaction through consistent communications and service follow up; ensure environmental, health and safety compliance within service team

Led a commercial HVAC depot conducting 24/7 operations in a tri-state area; supervised personnel installing, decommissioning, maintaining, and repairing industrial cooling equipment, industrial air compressors and generators (valued at over $10,000,000); coordinated logistics with trucking companies and supply vendors; direct heavy machinery (cranes/forklifts) moving and securing equipment; managed inventory to include documentation, ordering, tracking and receiving; enforce compliance with all OSHA and EPA requirements; managed budget by controlling spending, forecasting requirements, cutting waste, and shrewd labor utilization.

• Oversaw all facets of employee administration: candidate selection and interviews, onboarding, safety and technical training, work schedule, quarterly and annual evaluations, exit interviews, etc.
• Established two depots from the ground up: selected vendors (evaluated proposals and negotiated rates), purchased all tools and equipment, coordinated building and equipment requirements (security, power, fuel, maintenance, etc.)
• Implemented Lean principles: created audits, conducted rapid improvement events, increased technician efficiency through standardized work, developed training process for new technicians
• Responsible for an operating budget of over $1,000,000; maintained costs below budget every year

Developed curriculum for the Federal Bureau of Investigation’s Training Academy; analyzed previous curriculum content; proposed changes to structure, content and delivery method; conducted focus groups and created survey to ensure training content met real world needs.

Led various organizations conducting unique military intelligence missions directly supporting Army and Joint Forces Commanders; supervised intelligence collection, analysis and production; defined mission, identified requirements and gathered resources for intelligence collection activities; provided professional development and mentorship to the personnel of the unit; planned, directed and evaluated organization-level training; supervised all facets of administration; coordinated personnel regulatory requirements with higher headquarters; ensured good order and discipline.

• Utilized the ADDIE model to restructure organization core competencies training; created realistic scenario-based training

focused on skills needed to survive in a hostile environment

• Created leadership training program utilizing lecture, mentors, and hands on performance assessments; developed the junior leaders’ knowledge, skills and abilities required to effectively lead their subordinates
• Reorganized organization’s structure to account for a 20 percent increase in personnel; ensured proper personnel placement and expanded mission capability
• Coordinated and de-conflicted intelligence collection and reconnaissance resources; conducted collection performance assessments ensuring operational requirements met and assets properly allocated
• Continuously evaluated collection capabilities and emplacement of assets to ensure maximum effect of collection efforts; frequently liaised with allied intelligence teams to maximize coverage of the Area Of Responsibility (AOR)
• Planned and supervised intelligence and language training for deploying personnel; reduced mission transition time by more than 30%