Knowledge Management, Facilitation, Change Management, Organizational Strrategy and Performance, Federal Acquisition and Procurement
ID: 729594 Virginia, USA
Designed, developed, and led our corporate knowledge strategy that led to record year over year growth. Results directly contributed to corporate ability to effectively manage knowledge to capture, transfer, adapt and reuse what we know about what we do; and consistently deliver high quality and innovative solutions to a diverse cross-section of public sector clients, including US Federal Civilian, Defense and Homeland Security Agencies (56 distinct clients across 13 cabinet level departments and seven agencies), as well as local government agencies. Results: 13% organic revenue growth in 2008 over 2007 and a three year combined annual growth rate of over 20%.
Improved the quality in customer solution delivery measured by high marks in regular, independent client quality surveys. Developed and integrated a comprehensive “knowledge based” quality framework and implementing practices that measurably improved client quality assessments of their experience with the company. Results: 90% of existing clients exercised options or contracted for new business in 2008.
Researched and developed policy and contract strategy positions for use by senior decision makers; advised senior AF and DOD executives and field program managers on contract strategy and contract policy for many critical Air Force weapon, space and communication systems.
Led and directed a 132-person contract management operation with an annual operating budget of $7 million managing 4000 government and foreign contracts valued at $18 billion. Resolved program, financial, engineering, production, and subcontract management problems with senior company leadership. Developed extensive experience in change management, business process reengineering, team building, and performance based management implementing benchmark policies, processes, and procedures shared across the command. Led teams responsible for many innovative government-industry acquisition reform initiatives; DOD official at contractor responsible for ISO 9000 series qualification. Led several contract teams responsible for the planning, negotiation, and management of multi-billion dollar cost reimbursement and fixed price space system development and production contracts. Improved and executed significant cycle time improvements in the contracting processes of the satellite program reducing a 300+ day cycle time from proposal request to award to 180 days. Developed a comprehensive contract skills training program with my contracting teams capturing 3 of the 4 annual division contract awards for excellence in contracting performance.
Next Generation Knowledge Management System (KMS) and KM framework for the Wildland Fire Lessons Learned Center (LLC). Six step phased approach (Completed)
• Step 1 – Engagement and Baseline Establishment: Understand LLC environment from perspective of people, processes, technology, and culture and establish an “as is” baseline for the LLC KMS. Develop a “to be” LLC KMS baseline and identify “gaps.”
• Step 2 – Recommendations: Based on output from Step 1, develop an “LLC KMS Roadmap & Implementation Plan” focused on the four perspectives of people, processes, technology, and culture and recommendations for change implementation.
• Step 3 – LLC Discussion and Approval: Present recommendations to the LLC Staff and gain approval to proceed with the Roadmap & Implementation plan.
• Step 4 – Execute the LLC KMS Roadmap & Implementation Plan: Execute the LLC KMS Roadmap and implementation plan as approved.
• Step 5 – Program Management (Ongoing): Mange execution, communication and teaming, and report progress
• Step 6 – Host and maintain “as is” LLC KMS (“Legacy LLC KMS”): Host and maintain until components of the legacy system are no longer relevant or improved through replacement wit higher functioning system(s). This begins with understanding the legacy LLC KMS in Step 1 and is concurrent with Steps 2 through 5.
The Department of Veteran Affairs Acquisition Academy (VAAA) contracted with Working KnowledgeCSP LLC, in Phase 1, to research, develop, and deliver an Enterprise Knowledge Management (KM) Strategic Plan and time phased Road map to provide the foundation and baseline for an innovative, effective and sustainable Enterprise Knowledge Management (KM) System to support VAAA business operations and its training/learning mission.(Completed)
IN Phase 2, we designed, developed, and are implementing a comprehensive KM Framework with enabling technology to address the growing workforce acquisition training and competency challenge facing the Department of Veterans Affairs. Through the Working KnowledgeCSP concept of “Knowledge at the Point of Execution(TM)” the VAAA is able to more effectively keep pace with and stay ahead of the increasing complexities of the government acquisition business and the challenges it presents to the acquisition professionals. The Enterprise KM Framework enables the Academy and its students to “operate faster than the speed of change” while improving the ability to “perform and learn” as part of its business and operating processes and work flows.
A cornerstone of the solution to these challenges is an immediate and continuing VAAA ability to capture, retain, and reuse what the VAAA knows and is continually learning about developing and graduating effective acquisition professionals. The effective leveraging of this critical knowledge is driving an evolution in VAAA infrastructure, strategy, training operations, and internal processes, all necessary to deliver on the VAAA mission, and more importantly, the effectiveness of the contribution that the VAAA and the graduates themselves make and will continue to make to the business of federal acquisition and the support of veteran's and their familes.
Working KnowledgeCSP delivered this solution at the end of November 2011.
A global petroleum and chemical company contracted with Working KnowledgeCSP to address several requirements:
1. Assess knowledge management maturity and deliver a strategic planning roadmap for the implementation of KM concepts, strategy, and implementing practices in one of their major business units.
2. Develop and implement an improved capability for lessons learned capture to address plant shutdowns due to catastrophic events.
3. Conduct a "peer assist," a learning before and risk reduction process, connecting global partners in the development, planning, and configuration of a new overseas research and production facility.(Completed)Knowledge Management Strategy and KM Framework Development and Implementation for the State of Wisconsin (ETF). Ongoing
|Year: 2010||Degree: Professional Degree||Subject: Engineering Management (Knowledge Management)||Institution: The George Washington University|
|Year: 1993||Degree: National Security Management||Subject: National Security Management||Institution: Industrial College of the Armed Forces (ICAF)|
|Year: 1980||Degree: MBA||Subject: Management||Institution: Southern Illinois University at Edwardsville|
|Year: 1973||Degree: BS||Subject: Business and Economics||Institution: Lehigh University|
|Years: 2009 to Present||Employer: Undisclosed||Title: Founder and Principal Consultant||Department:|
Responsibilities:Founder and Principal Consultant
|Years: 2005 to 2009||Employer: Acquisition Solutions, Inc.||Title: Chief Knowledge Officer||Department: C-level (KM)|
Responsibilities:The senior executive who is responsible for ensuring that the organization maximizes the value it achieves through one of its most important assets, its knowledge. helps the company capture, adapt, transfer, and reuse its knowledge to improve individual, team, and corporate performance and shareholder value.
|Years: 1998 to 2005||Employer: SAIC||Title: Deputy Global KM Practice Manager||Department: Strategies Group|
Responsibilities:KM practice development and KM consulting
|Years: 1973 to 1998||Employer: United States Air Force (USAF)||Title: Multiple||Department: Multiple Leadership, Command|
Responsibilities:Acquisition, procurement, and program management
|Years: 1973 to 1998||Agency: DoD, United States Air Force||Role: Various Leadership Roles and Commands||Description: USAF officer|
|Years||Country / Region||Summary|
|Years: 2013 to 2013||Country / Region: France||Summary: Working KnowledgeCSP researched and conducted and advanced lessons learned session for a business unit of a global petroleum and chemical products/service company subsequent to a mjor plant shutdown. The results of the retrospect rovide the company with effective learnings and a roadmap for future policies and actions in the cvenet they were faced with this in the future.
Learnings were shared across the corporation to develop, in advance, protocols to address various aspects of plant shutdowns including internal/external communication and public affairs challenges as well as customer communication/interaction and production and delivery challenges.
|Years: 2013 to 2013||Country / Region: Australia||Summary: Invited speaker for KM Australia, an international knowledge management conference, held in Sydney annually. Presented several plenary sessions and a conducted a half day workshop on planning and implementing KM frameworks in public and private sector organizations.|
|Associations / Societies|
|National Contract Management Association (NCMA); Multiple LInkedIn groups; Institute for Knowledge and Innovation (The George Washington University)|
|Licenses / Certifications|
|Certified Professional Contracts Manager (CPCM)|
|National Board of Directors (elected), National Contract Management Association (NCMA); Chief Learning Officer Business Intelligence Board; Human Capital Executive Board|
|Awards / Recognition|
|National Achievement Award, NCMA; Defense Superior Service Medal (DoD); Legion of Merit Medal (USAF)|
|Publications and Patents Summary|
|Over 30 publications and one book published on the challenges of workforce turnover and knowledge loss.|
|Training / Seminars|
|Workshops and Training on Knowledge Management for individual clients or groups; KM faculty supporting Ark Group LTD Training Sessions throughout the US on the subjects of Workforce Turnover & Knowledge Loss and Succession Planning; Knowledge Management, and Knowledge Management applied to Federal acquisition, procurement, and program management;|
|Broad "Rolodex" of experts and practitioners in the knowledge management and learning fields|
| Expert has 17 years' practical experience in knowledge management and knowledge leadership. He has authored many articles on knowledge management, challenges in federal acquisition, and published a book in 2010 with great reviews concerning the challenges of workforce turnover and knowledge loss.
Expert is a Certified Professional Contract Manager (CPCM) and has 40 years' federal contracting and procurement experience. He is a retired USAF officer in the fields of leadership, federal acquisition, and knowledge transfer and retention.
|Other Relevant Experience|
|Consulting and education in knowledge management and in federal acquisition and procurement.|
Fields of Expertise
corporate strategic planning, cross-functional team, knowledge, knowledge base, knowledge engineering, knowledge worker productivity, management, management contract, mentoring, organization, acquisition, knowledge management, business re-engineering, business continuity planning, business process re-engineering, contract, contract bid evaluation, contract data, contract negotiation, contracting, Cooperative Research and Development Agreement, Department of Defense, evaluation, extended service contract, Federal Acquisition Regulation, government contract, government defense contracting, international contract negotiation, military defense system, national defense, outsourcing, pricing, product reliability improvement, project execution planning, business development, business management, business operations, contact management, continuous quality improvement, contract service management, military, process planning, small business, strategic planning, team building, corporate governance, strategic action planning, succession planning, Advanced Research Projects Agency, integrated product team, cost evaluation, aircraft manufacturer, Defense Contract Audit Agency, quality improvement, communication, military strategic planning, innovation, project planning, information management