David W. Lester

• Built a four-state operating rhythm across IL/WI/IN/MI, using Excel, PowerPoint, SharePoint, Teams, dashboards, trackers, and field handoff tools to manage staffing, asset lead times, event readiness, resource needs, risk, and leadership reporting.
• Developed leadership-ready reporting that captured 80+ outreach events, 200 centers of influence, 115 high-school access gains, and 36 college access gains through 20 April 2026, giving leaders clearer visibility into outcomes, decisions, and next actions.
• Coordinated cross-functional execution across operations, Public Affairs, digital support, field teams, external partners, and senior leaders, turning scattered activity into cleaner handoffs and measurable follow-through.

• Led administrative, workforce, training, acquisition, facilities, service-contract, and operational support across five departments, directing 40 direct reports and 404 staff supporting 2,866 personnel.
• Standardized governance, reporting, and readiness routines for 63 inspection and compliance programs, giving leaders clearer visibility into ownership, risk, staffing, resource needs, and follow-through.
• Reduced acquisition cycle time 30%, lowered operating costs 15%, improved process efficiency 25%, and supported $300M in salary-disbursement accuracy tied to workforce decisions.
• Redesigned onboarding and training operations, cutting wasted labor 50% and developing training for 500+ executives and department heads.
• Strengthened staffing, procurement, budget, and contractor controls, delivering $2.5M in contractor savings and reducing pharmacy contractor expense by $750K.

Special Assignment: Director for Administration & Supply Chain Director, U.S. Navy Medical Treatment Facility / Trauma Center

• Directed daily operations for a $4.5M healthcare clinic, leading 100 staff across seven departments serving 5,500 beneficiaries and supporting 33 military commands across four states.
• Managed supply chain, logistics, facilities support, contracting reviews, budget execution, patient administration, IT, equipment readiness, and distribution controls across permanent clinic and deployed trauma-center environments.
• Delivered more than $5M in annual savings through continuous improvement and waste reduction; led sustainable procurement work that reduced carbon footprint 30% and generated $2M in annual savings.
• Managed more than $18M in capital, facilities, and equipment programs, including clinic renovations, sterile storage modernization, facility upgrades, maintenance, repair, and equipment procurement.
• Established policy and budget controls, implemented distribution strategies, and improved logistics performance, reducing supply-chain costs 15% and improving material-logistics efficiency 20%.
• Built KPI-based logistics oversight that gave leaders clearer visibility into supply status, equipment readiness, accountability gaps, and resource risk.

• Standardized medical recruiting operations through policy review, process documentation, market analysis, and internal training, improving outreach execution, application flow, reporting discipline, and cross-functional coordination.
• Built healthcare talent pipeline partnerships with universities, teaching hospitals, medical schools, and campus leaders, increasing recruiting activity and program applications 85% and helping achieve 100% of Navy Medicine’s annual medical officer recruiting goal.

• Rebuilt a high-variance Central Supply, Purchasing Agent, Store Room, Breakout Room, and Central Warehouse operation into a disciplined, accountable supply-control model; reduced loss 40%, improved accountability and accuracy to 98%, cut supply-chain costs by more than 70%, and contributed to a Federal Employee of the Year “Outstanding Team Award” nomination by the Chicago Federal Executive Board.
• Oversaw healthcare supply chain operations across purchasing, inventory, storage, breakout, central warehouse, distribution, service contracts, IT support, staffing coordination, and SharePoint-enabled reporting.
• Standardized procurement, logistics, inventory, routing, service-contract, distribution, and resource-control processes, translating acquisition policy into daily workflows teams could follow.
• Introduced critical-commodity controls and real-time inventory counts, improving on-time delivery 25% and cutting inventory holding costs 10%.
• Strengthened resource control through logistics work supporting 7,000+ staff and 40,000 recruits, 200+ annual contracts, a $50M vehicle contract, and a $5M inventory with 100% accountability.

• Managed logistics, acquisition, procurement, travel, supply, and resource-control work for a large Navy training organization serving 7,000+ staff and 40,000 recruits.
• Controlled procurement and contract activity across 200+ annual contracts, 98% compliance, a $50M vehicle contract, and a $5M inventory maintained with 100% accountability.
• Managed high-volume financial and supply controls, including 10,000 purchase-card transaction files totaling $3.3M, a $2.5M operating fund, $700K in annual supply funds, and $250K in quarterly ordering funds.
• Trained 150 procurement officers on federal acquisition, contract negotiation, and procurement practices, improving procurement cycle time 25%.
• Processed 2,200 mission-essential travel requests valued above $450K and coordinated $3.4M in material supporting recruit-training requirements.