Jonathon Kline

DLA Enterprise Business System PMO

• Serve as operations manager for the EBS portfolio, overseeing branch managers and coordinating execution across the program's Scrum teams.
• Own portfolio-level metrics and management reporting, translating team data into governance dashboards and executive-ready status updates.
• Lead Program Management Office (PMO) functions — process standardization, delivery governance, and portfolio-wide reporting cadence.
• Serve as backup to the Portfolio Manager, representing the portfolio in leadership decisions and stakeholder engagements in their absence.

Paul J Ford (Structural Engineering Consulting)

• Developed the business case for expanding internal software development capability, securing leadership buy-in to build out a dedicated engineering function.
• Defined new technical roles and led hiring efforts to build out the team.
• Trained incoming staff and stood up Agile Scrum practices from the team's first sprint onward.
• Deployed an Atlassian-based toolchain to support sprint planning, backlog management, and documentation.
• Piloted Agentic Development practices, introducing AI-assisted coding agents into the team's development workflow.
• Built and maintained an enterprise backlog of requirements spanning new feature delivery, maintenance, and documentation.
• In addition to ongoing consulting duties, served a concurrent 2-month appointment as Interim IT Director (Apr–May 2026): maintained continuity of IT operations, led the search for and hired a permanent Tech Operations Manager, implemented a new IT ticketing system, audited user accounts/software licenses and IT service contracts, and performed a gap analysis to inform the incoming manager's roadmap.

DLA Enterprise Business System PMO

• Led Infrastructure & Technical Quality Branch; supervised 9 federal and 10 contractor staff across 6 Scrum Teams, executing 35–40 projects annually.
• Oversaw full program lifecycle (requirements, design, development, testing, deployment, sustainment) with cost/schedule/risk accountability.
• Directed SAP ERP modernization (S/4 HANA, ICAM integration, cloud migrations, automation/testing).
• Unified backlog leader: designed and implemented ServiceNow dashboards for enterprise portfolio visibility; integrated demand management and capacity planning.
• Metrics working group: established KPIs, dashboards, and governance reports used by leadership to measure delivery performance and inform resource decisions.
• Championed concepts for dedicated Agile teams and scaled Agile practices, accelerating delivery cycles and improving stakeholder satisfaction.
• Results: reduced delivery lead time by 30% via Rapid Improvement Event; institutionalized portfolio-level backlog reviews and roadmaps; enhanced executive decision-making through data-driven reports.

DLA J62 Applications

• Managed enterprise applications (ELLIS, VPH, PBEMS, RecTrac, Axe Monitor) supporting procurement, contracts, logistics, and compliance.
• Product Owner for VPH tool; delivered MVP enabling procurement officers to conduct enterprise-wide reporting and analytics.
• Migrated legacy systems to secure cloud; achieved ATO, CAC, and PKI integration.
• Acquisition leadership: served as COR for multiple IT contracts; authored PWS, evaluated proposals, and supported source selection boards.
• Deployed Axe Monitor scanning solution; improved Section 508 compliance across agency web applications.
• Regularly briefed senior executives and stakeholders on portfolio status, risks, and milestones.

DLA Land & Maritime

• Established CPI/EPM branch; led Lean Six Sigma portfolio, mentored belts, and instituted governance.
• Reactivated CPI pipeline, benchmarked 7 organizations, and launched executive steering group to sustain improvements.

DLA Land & Maritime

• Served as COR for the IHS Global service contract (Haystack, Specs and Standards, ILS Mart, Catalog Express); built a revised scope of work and a plan of action and milestones to avoid any lapse in support ahead of the 2015 contract renewal.
• Built a manual reporting process for the T/Q Helpdesk, mining team email volume to show support demand and response trends.

DLA Land Customer Operations

• Served as DLA's primary point of contact for the prime vendor supporting HMMWV spare parts at Red River and Letterkenny Army depots, sustaining 100% on-time parts support.
• Led integration of logistics support between DLA, Army TACOM, and the prime vendor across the transition to EBS.
• Documented DLA business processes for ILP/IPV audits, coordinating directly with Army and DoD Inspector General teams.
• Served as Product Owner for the DARRT web tool, managing user access, requirements, and testing.

DLA Aviation Supply Chain Detachment

• Supported DLA supply chain procurement as an engineering consultant; coordinated with Military Engineering Service Activities and served as a technical consultant on fraud investigations.
• Requalified Titeflex, an aerospace hose manufacturer, to fulfill critical wartime backorders during the Iraq War.
• Represented DLA on the DoD Corrosion Steering Committee.

General Castings, Delaware, OH

• Gained foundry and steel-forming manufacturing experience; conducted software-based process modeling (Magmasoft) for rapid prototyping with ductile and grey iron casting.