Chris Canniff

As a Customer Solutions Manager, I work closely with AWS DOD-Navy customers as they work towards AWS adoption to support their missions. Through collaboration with AWS sales, solutions architecture, software development and service teams, I guide customers through the operational, educational and governance aspects of a successful AWS cloud journey. I am the primary point of contact for information technology-related questions around cloud services and work with all stakeholders to define needs, identify appropriate resources, set goals, track and report progress, develop schedules, and communicate to all necessary parties.

I managed all phases of development and production of the Navy’s newest cargo aircraft the CMV-22B Osprey. Responsible for managing customer requirements and integrating urgent systems upgrades to meet operational and interagency requirements by executing an annual $60M+ budget and over $450M in production funding. I also managed five multifunctional product management teams with 12 direct reports. Major accomplishments in this role include: 1st CMV-22B aircraft delivered to US Navy • Restructured Navy team by working across the organization to add and staff three new military positions supporting engineering logistics and program management functions. • Consulted the aircraft production team to determine root cause and corrective action of quality issues, while maintaining overall program schedule. • Led multiple teams to deliver new communications capability to the platform while saving over $15M and reduced development schedule by over six months. • Led customer focused user groups to determine requirements. Then conducted market research to determine most cost-effective solution.

As Product Manager for Development and Integration of Mission Planning Software Suit I executed $58M annual budget and oversaw team of 30 product managers and engineers. I conducting life cycle management of mission planning tools for U.S. military aircraft and international partners. Major accomplishments in this role include: • Executed cost, schedule, performance for software integration program; streamlined approval process for release of new software version, reducing timelines from 12 weeks to 2 weeks. • Utilized under executed funds to start transition to microservices architecture accelerating development by six months • Developed program to qualify and provide authority to operate for digital device use by pilots while in flight providing increased safety and customer experience. • Transitioned current software cyber certifications to the Department of Defense Risk Management Framework (RMF).

As the International Programs Director, I managed 90+ professionals that covered the fields of Logistics, Program Management, Engineering, Contracts, Financial and Disclosure/Export Control. I executed $5.5B program across 12 countries and 25 international agreements. I was responsible for the cost schedule and performance of each agreement in order to meet contract and customer requirements. Major accomplishments in this role include: • Performed needs assessment and feasibility analysis to determine location of foreign military partner's training location; balanced competing interagency requirements and legal restrictions to find optimized solution • Built a $1.4B foreign military sales case in record time (under six months). Working through customer requirements as well as interagency restrictions. • Developed the requirements and syllabus for partner country aviation maintenance and pilot programs training over 200 maintenance personnel and over 50 aircrew. • Led realignment planning efforts, leading to cost-wise readiness and sustainment for domestic and international MH-60 community despite reduced budget.

PROJECT MANAGER / INTEGRATED PRODUCT TEAM LEAD, LEVEL 2 Oversaw team of 14+ budget analysts, logisticians, engineers, and technicians and administered $100M+ budget.  Led complex and technical program that was awarded $45M+ in contracts during tenure to deliver systems and enhanced capability to V-22 helicopter fleet.  Saved government $50M+ over life of program by leading team of 12 engineering students in performing full requirements analysis and integration efforts for U.S. Marine Corp’s top priority urgent need. PROJECT MANAGER / INTEGRATED PRODUCT TEAM LEAD, LEVEL 2, CONT’D  Conducted cost estimates and led multiple requirements reviews for future program funding capabilities.  Established communication and workflow plan for Communication, Navigation, Integration/Sensors Ancillary Systems integrated product team, increasing efficiency and productivity in managing cost, schedule, and performance.  Utilized Small Business Innovation Research contracting to develop long-term replacement data transfer system, providing increased capability 3+ years ahead of schedule.

MANAGER, TRAINING AND SAFETY Oversaw training and safety program planning and execution for 250+ member unit during transition to new helicopter airframe as well as relocation to new base.  Program management expertise during transition helped unit achieve operational capability 6 months ahead of established transition timelines and $240K under budget.  Identified and mitigated risks during relocation to new base, ensuring seamless return to operations.  Led two teams consisting of 20+ personnel conducting 24-hour flight operations and 350+ mishap-free flight hours during overseas deployments; participated in multi-national exercise that strengthened international relations.  Revitalized training department’s scheduling process by creating long-term scheduling and tracking system, improving readiness and preparation of all aircrew for transition to new airframe.  Spearheaded preparation efforts for annual evaluation of unit and organized and executed multiple safety seminars resulting in enhanced safety awareness for all personnel.

ECONOMIC ADVISOR, CIVIL AFFAIRS Served as Economic Advisor to senior executive during deployment to Iraq.  Acted as approving officer on funding efforts over $500K.  Communicated regularly with Department of Treasury, Department of State, and USAID government representatives as well as major logistics contractor KBR, local business representatives, and local government officials.