Jason Saaristo

• As the CMF (Central Maintenance Facility) manager I am responsible for all refurbishment and rebuild programs in the country. On a daily basis I manage the repairs/rebuild of no less than 10 major end items from UAE's Patriot stock. I currently manage over 30 personnel spread out over 8 shops to include; Radar repair, Launcher repair, Conventional equipment repair, Allied trade shop, Paint shop, Corrosion prevention shop, Welding and metal working shop, as well as the Fabrication shop. I support and coordinate with senior UAE military members to facilitate both short term and long term scheduling of equipment induction into their respective programs.

Served as the Intermediate Support Element (ISE) lead in support of the UAE Patriot program. As the lead, I was responsible for all depot level and Intermediate Maintenance Contact Teams that assist in isolating complex electronic problems between hardware, software and Battery Replaceable Units (BRUs) using a variety of electronic repair and fault isolation procedures such as system diagnostics, unit self-checks, Built in Test Equipment (BITE), and tools and test equipment.

Worked as the senior technical advisor for the Securities & Management Directorate (SAMD) in the Taipei branch office supporting U.S. interests as well as the Taiwan Air Force (TAF) Air Defense program. Worked closely with supporting entities such SHIELD, USASAC, AIT as well as Lockheed Martin and Raytheon to ensure success of the Taiwan program through high level technical and logistical support. For much of my time in Taipei there was no SAMD representative present, which allowed me the opportunity to perform dual roles and gain a vast amount of FMS experience. After fulfilling both roles simultaneously and proving my capabilities, I was quickly promoted and took over as the SAMD in-country lead. As the in-country lead, my responsibilities included the monitoring of all program activities to include long term planning, coordination, and implementation of all program assets. I also coordinated the implementation of an in-house rebuild program that elevated Taiwan's maintenance capabilities. My responsibilities also included the close management of several maintenance activities, to include; GETS, DITMICO, DTE, as well as their MADF (Missile Assemble & Disassembly Facility).

Served as the Flight Missile Simulator Digital (FMSD) manager for KBRwyle in support of the Lower Tier Project Office (LTPO). On a daily basis i would coordinate with FMSD stakeholders from foreign partners such as the Netherlands and Germany as well as U.S. Patriot units to facilitate the understanding of current Techniques Tactics and Procedures (TTPs) of the FMSD system. My responsibilities also included the coordination of upgrades and new system purchases for each participating country.

Worked in support of the LTPO Software division to verify functionality of current and future Post Deployment Builds (PDB). In conjunction with the MEARS program and other diagnostic software tools my team was an approval authority for the fine tuning of current diagnostic testing procedures as well as the introduction of new diagnostic software tests. Planned, coordinated, and executed the Quarterly Maintenance Reviews (QMR) meetings for the Patriot community that included all U.S. Patriot personnel as well as all FMS partner countries.

Led a cross-functional maintenance team consisting of 500 operators, 235 maintainers and 7 external agencies to maintain a readiness rate of no less than 98%. As the senior maintenance officer for a brigade sized element (approx. 2200 personnel), was directly responsible for the day to day maintenance operations and the work performance 235 maintenance personnel. Supply manager for 3 warehouses consisting of 75 supply personnel, over 9000 stocked lines of parts valued in excess of 70 million dollars. Planned and executed the repair and servicing of a vehicle fleet consisting of over 500 vehicles.

• Assigned as the Battalion Readiness Officer(BRC) for 4 different battalions in multiple locations. As the BRC, I was responsible for all the maintenance and logistical activities within the battalion. I consistently maintained a readiness rate of at least 98% through meticulous management of all maintenance assets.