The Karta Team Program Manger is Dennis K Redmond.

Mr. Redmond has over 26 years of overall working experience in strategic positions including Project Manager, Senior Military Analyst, Director Plans, Director of Individual Training, Commander, 3d Battalion, 10th Infantry Regiment, Strategic Policy Planner, and as a Battalion Ops Officer.

Mr. Redmond is an Army Subject Matter Expert on Army organizations and missions, and Joint organizations and missions. As a Senior Military Analyst, Ground Operations, Mr. Redmond was the Ground Operations Planner for Joint Force experimentation and the Standing Joint Task Force Headquarters. He developed and provided his expertise to Joint experimentation on current and future force doctrine, organizations, training, materiel, leadership, personnel and facilities.

Mr. Redmond provided outstanding leadership as the Director of Individual Training, TRADOC, by developing policy, providing management and operational oversight, evaluating programs, and coordinating resources for all Army institutional training. These duties include leader development for military and civilians, aviation, functional, international and inter-service training at 27 TRADOC schools, five Army training centers and other DoD training locations.  He managed an annual throughput of 330,000 students supported by 11,500 faculty, instructing 1634 separate courses with an annual budget of over $770 million.

Project Manager                                                             April 2004 to Present

Mr. Redmond is the business process and an Army Subject Matter Expert on all matters pertaining to Army organizations and missions; Joint organization and missions; and Training and Doctrine Command's organization, mission, and responsibilities.  He provides SME support on other Army/Air Force training programs and initiatives.

Senior Military Analyst                                          August 2003 to April 2004

Mr. Redmond was the Ground Operations Planner for Joint Force experimentation and the Standing Joint Task Force Headquarters. He provided Army subject matter expertise on all aspects of current, interim, and future force doctrine, organizations, training, materiel, leadership, personnel and facilities. Mr. Redmond integrated and coordinated all aspects of full spectrum joint warfighting capabilities of the Joint Task Force into effective and coherent operations. He also worked as part of joint team in identifying appropriate force structure designs in conjunction with applicable Joint Force concepts.

TRADOC                                                                      July 2000 to July 2003

Director, Individual Training

As the Director, Mr. Redmond developed policy, provided management and operational oversight, evaluated programs, and coordinated resources for all Army institutional training. His duties included leader development for military and civilians, aviation, functional, international and inter-service training at 27 TRADOC schools, five Army training centers and other DoD training locations with annual throughput of 330,000 students supported by 11,500 faculty, instructing 1634 separate courses with an annual budget of over $770 million. He led a Directorate comprised of 20 military and 20 civilians engaged in managing TRADOC's primary mission of training soldiers and leaders. Mr. Redmond also reviewed and analyzed status reports and program updates for yearly POM submissions.  He was the Lead for Army’s transformation of Officer Education from platform-led training to training conducted via distance learning. Mr. Redmond planned, developed, and implemented the Chief of Staff Army directed Commanders’ Distributed Learning Safety Course. He led efforts to develop, resource, and implement a wide variety of training strategies and transformation initiatives to improve Army institutional training. Mr. Redmond implemented changes to TRADOC-wide individual and collective training strategies as a result of TR 350-70 revisions.

He personally prepared and briefed individual training resource requirements to DA budget organizations, led multiple process action teams and study groups for DCSOPS-T and provided operational expertise in support of TRADOC input to Army Transformation; Army Training and Leadership Development Panel; Army Training Infrastructure Architecture and other missions as directed. Mr. Redmond prepared CG, TRADOC on myriad of training, training support, and BASEOPS support issues for two congressional field hearings. He was an active member of Integrated Process Team for individual training support issues for Future Combat System; Unit of Action/Employment and other Objective Force Initiatives.

US Army Engineer School and Center                      June 1998 to June 1999

Director Plans, Training Mobilization

Mr. Redmond was an Installation G3 responsible for BASEOPS planning, controlling, directing, coordinating, managing and executing training of over 46,000 soldiers annually. He was also responsible for staff supervision, direction, coordination and control of all installation plans, training, and mobilization programs, including: emergency operations, range/training area use/operations; reserve component support, aircraft/airfield operations, and anti-terrorism/force protection requirements. Mr. Redmond supervised a directorate of 125 military and civilian personnel with an annual budget of over $4.5M. Installation training lead for APIC, PMR, and strategic vision for garrison operations. He was directly responsible for strategic planning, programming, and executing integration and reception of Chemical and Military Police Schools into Fort Leonard Wood to form the Maneuver Support Center (MANSCEN). Mr. Redmond led study teams developed synchronization matrices to determine installation capabilities for ranges, classrooms, equipment, and other logistical support for stand up of center. He conceptualized and stood up the first Chemical Surety Branch in compliance with Chemical Defense Treaty requirements. Mr. Redmond planned and programmed Fort Leonard Wood's support to reception and integration of the inaugural Rapid Assessment Initial Detection Team (RAID) [Now called Weapons of Mass Destruction Civil Support Team - one for each state]; planned, prepared and executed training for the nation's first 10 RAID teams in support of fledgling Homeland Defense mission. He also developed, planned and coordinated several installation and local community exercises for Y2K contingency operations. Upon completion of this assignment, he attended US Army War College at Carlisle Barracks for one year.

US Army Engineer School and Center                      May 1996 to May 1998

Commander

As the Commander of an Infantry Basic Combat Training Battalion consisting of 87 military, eight civilians and their families, he was responsible to annually transform 5,000 initial entry soldiers into physically fit, disciplined, confident soldiers trained in basic combat skills. He directed and coordinated activities; assigned duties, responsibilities and scope of authority; reviewed and modified work plans for the organization. Mr. Redmond also improved overall graduation rates by 20% as measured by higher headquarters through active leadership and personal intervention in all aspects of training. He was responsible for executing an annual non-personnel operating budget in excess of $95,000. Mr. Redmond prudently managed scarce resources and stretched limited dollars with no diminution of product. He was the lead in planning and hosting several high profile DoD visits such as CSA, Federal Advisory Committee on Gender Integrated Training and the DA Committee on Women in the Military.

US Army Element, Joint Staff                         September 1994 to April 1996

Strategic Policy Planner

Mr. Redmond worked as the Strategic Policy Planner for Strategy Division and Nuclear Arms Control Division, J5, Joint Staff.  He planned and coordinated directly in the development of the regional engagement aspects of US National Military Strategy. Mr. Redmond represented Chairman, Vice Chairman, and J5 on Operational Joint War-fighting Capabilities Assessment (OPJWCA) and multi-level DoD strategy meetings. He was directly responsible for troop strength and overseas infrastructure issues. He was also the Lead liaison to European Command, Special Operations Command, Southern Command, Transportation Command, Department of the Army and Headquarters Marine Corps. While serving in Nuclear Arms Division, he was responsible for the preparation of Joint Staff positions on compliance and implementation of the Intermediate Range Nuclear Force (INF) Treaty, Strategic Arms Reduction Talks Treaties (START I II), Open Skies Treaty and formulating national arms control policy for the Chairman on nuclear control matters. He served as Joint Staff Advisor to US delegations participating in fast-paced, multilateral arms control negotiations with high-level diplomats and military personnel from Russia, Ukraine, Belarus, and Kazakhstan. Mr. Redmond also advocated Joint Staff positions and defended Service equities at White House hosted interagency meetings with representatives from OSD, CIA, Arms Control Development Agency, and State Department each session routinely resulting in key Presidential Policy Decisions.

·        MS, Strategic Studies, US Army War College

·        MS, Systems Management, Florida Institute of Technology

·        BS Biology, University of Delaware

·        Joint and Coalition Policy Planner, Joint Forces Staff College, 1996

·        Legion of Merit – 1999

·        Defense Meritorious Service Medal – 1998

·        Meritorious Service Medals - 1990, 1994

·        Association of the United States Army

·        Military Officer's Association