//David Peeler, Colonel, USAF (Ret)
David Peeler, Colonel, USAF (Ret)

Project Description

David Peeler

Key Specialties

  • Cost Estimating & Schedule Analysis

  • Risk Analysis

  • Innovation/LEAN Six Sigma

  • Strategic Visioning

  • Earned Value Management (EVM)

  • Base Realignment and Closure (BRAC)

  • Government Source Selection

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David Peeler

Colonel, US Air Force (Retired)

Colonel David Peeler, USAF (Ret) has a distinguished career spanning over 25 years and covering all aspects of USAF financial management—finance, accounting, budget, and cost estimating—in the operations and maintenance; test; and acquisitions and procurement arenas. He completed four deployments to the Central Command area of responsibility, gaining significant insight into tactical, operational, and strategic operations, and directly supported various efforts ranging from special forces teams to advising the stand-up of Afghanistan’s second Air Wing. Colonel Peeler has significant information technology (IT) cost and schedule experience; as well as a wide proficiency in innovation efforts.

Significant Career Accomplishments

  • Deputy chief financial officer (CFO) for Air Force Life Cycle Management Center (AFLCMC) $255B in active funds; managed 170 personnel across four divisions, supporting 14 program executive officers (PEOs)and assisted in managing an additional 2K+ personnel supporting $1T worth of acquisition and sustainment programs.
  • Acted as Air Force Materiel Command Financial Management Directorate (AFMC/FM) continuous process improvement (CPI) tsar, leading seven successful LEAN implementations with three accepted by SAF/FMF for ownership and USAF-wide implementation. Results reduced USAF-wide accounts payable/accounts receivable reviews by 87%, eliminated 92% of overburdensome compliance checklist items and instilled trust.
  • Teamed to form CSAF vision on weapons acquisition process/organization in 2030 and provided method for integrating industrial and informational age technology in PEOs.
  • Led AFLCMC Financial Improvement & Audit Readiness (FIAR) team of 300 which accomplished three main objectives: 1) examined Statement of Budgetary Accounts (SBA), government-furnished property (GFP) clauses in 9K contracts worth $22B, and military equipment valuation; 2) advocated/gained numerous large implementation concessions which met intent; and 3) engaged in discussions about materiality and immateriality vis-à-vis workload.
  • Responsible for analyzing high impact strategic risks for world’s largest biotech company. Analyzed risk tolerance, acceptance, and mitigation strategies, as well as attempts to monetize both risk mitigation and regulatory activity against the costs of doing nothing.
  • Responsible for planning, directing, and supervising budget formulation and financial execution of $66B in annual USAF research, development, test, and evaluation (RDT&E), procurement, military construction, family housing and Base Realignment and Closure (BRAC) appropriations

Key Positions

  • Deputy Director, Financial Management, AFLCMC
  • Director of Staff, 379th Air Expeditionary Wing
  • Director of Risk Management, Amgen, Inc.
  • Deputy Director, Budget Investment, SAF/FMBI
  • Deputy Director, Financial Management, Electronic Systems Center (ESC), now part of AFLCMC
  • Comptroller/Commander, 66th Air Base Group, 354th Fighter Wing & 379th Air Expeditionary Wing

Education

  • Master of Strategic Studies, Army War College
  • Master of Military Operational Art & Science, Air University
  • MS, Cost Analysis, Air Force Institute of Technology (AFIT)
  • BS, Economics & Mathematics, Troy University
  • BA, Political Science, Berea College, KY
  • Army & USAF War Colleges
  • Air Command & Staff College
  • USMC & USAF Command & Staff Colleges
  • Squadron Officer School