Expert Details

Expert in Re-engineering Department Structures and Processes (adding new perspectives and values)

Expert ID: 731878 Maryland, USA

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Consummate executive advisor, senior team player infusing lean, unconventional and high performance enterprise solutions that instill excellence, motivating and forging new alliances and replacement of failing centralized operations and business cultures. Center of Excellence champion driving cooperative performance plan goal setting, mutual and clear ownership of program costs and elimination of disruptive silo operations and separate goal interests. Exceptional insight of decisiveness tactics that eliminate bureaucratic barriers and ineffective functional structures interfering with decision-making processes across department teams, strategic plan development and project execution. Pioneering leader driving realignment strategies that revise and match to KPI performance goals for rapid delivery of high performance ERP transformation goals, IT infrastructure operations and change management strategies.

Over 15,000 hours executive level project and financial management expertise shaping organization vision, missions and goals across varied industries in leadership roles such as Director, Deputy CFO, Budget Chief, Comptroller and ITPM. Offering over fifteen years C-suite experience mitigating decisive roles between executive steering committees, project charter teams and change control boards for timely and unimpeded execution of IT/SDLC/LCCE/ETL projects and KPI goals. Certified LSS Green Belt and Charter Lead expertise effectively managing stakeholder/client quick win solutions.

Pioneering leader driving effective realignment strategies for top 1000 organizations and academia clients providing clients and stakeholders with structures and processes that facilitate department lead re-organization plans into effective structures and functions that get out of the way of cohesive decision-making processes that match KPI performance goals. Over 15, 000 hours of specialized project leadership experience advising enterprise leaders, global partners and department teams shaping organization vision, missions and goals in various leadership and support roles. Forward thinking visionary shaping enterprise goals through continuous learning and coaching increasing department team learning engagements using lessons learned, F2F coordination and fusing shared values at the team and corporate level. C-suite conflict management expert instilling mutual cooperation and consensus between vendors, SBUs and BLOs.
High performing Senior Global Consultant, coach and mentor possessing a solid track record leading SBUs and department teams through brain-storming activities that transition into world class enterprise business process solutions shrinking ineffective structures and silo operations into effective horizontal and vertical processes speeding goods and services to customer markets. Relationship management expert mixing vendor relationships and different disciplines that transition into department stretch goals and short-lived project activities that spark creativity and innovation into autonomous KPI driven activities resulting in sustainability plans for cost containment, risk mitigation and revenue generation opportunities. Portfolio/program/project SME collaborating over fifteen years of supervisory experience as a group coordinator leading ERP, IT infrastructure and capital planning teams across Aerospace/Aviation, Defense industry and corporate sector markets. Unfettering commitment to fostering alliances and relationships that tear down cultural barriers and silo operations into flexible and responsive decision-making processes and specialized frameworks that accelerate department team KPI/KPE goals to improve the triple bottom line: economic, social and environmental performance. Organization architect re-engineering business processes and dysfunctional staff practices into dynamic action plans and goals spreading best practices across its divisions speeding delivery of projects, capital plans and change management initiatives.

Expert may consult nationally and internationally, and is also local to the following cities: Philadelphia, Pennsylvania - Reading, Pennsylvania - Lancaster, Pennsylvania - Baltimore, Maryland - Frederick, Maryland - Gaithersburg, Maryland - Bowie, Maryland - Wilmington, Delaware - Vineland, New Jersey - Alexandria, Virginia

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Education

Year Degree Subject Institution
Year: 2005 Degree: Master's in Finance Subject: Financial Management & Strategic Planning Institution: U.S. Army Senior Staff College
Year: 2014 Degree: Diploma Executive Leadership Program - IT Subject: IT Strategic Planning and Implementation Institution: Kellogg School of Management - Northwestern University
Year: 1988 Degree: Bachelor of Science Subject: Business Management Institution: Northwestern University
Year: 2004 Degree: Diploma Financial Comptroller Subject: Financial Management - Defense and Government Institution: Air University - U.S. Air Force

Work History

Years Employer Title Department Responsibilities
Years: 2013 to Present Employer: Undisclosed Title: Senior Global Consultant Department: Sales Responsibilities: High performing Senior Global Consultant, coach and mentor possessing a solid track record leading SBUs and department teams through brain-storming activities that transition into world class enterprise business process solutions shrinking ineffective structures and silo operations into effective horizontal and vertical processes speeding goods and services to customer markets. Relationship management expert mixing vendor relationships and different disciplines that transition into department stretch goals and short-lived project activities that spark creativity and innovation into autonomous KPI driven activities resulting in sustainability plans for cost containment, risk mitigation and revenue generation opportunities. Portfolio/program/project SME collaborating over fifteen years of supervisory experience as a group coordinator leading ERP, IT infrastructure and capital planning teams across Aerospace/Aviation, Defense industry and corporate sector markets. Unfettering commitment to fostering alliances and relationships that tear down cultural barriers and silo operations into flexible and responsive decision-making processes and specialized frameworks that accelerate department team KPI/KPE goals to improve the triple bottom line: economic, social and environmental performance. Organization architect re-engineering business processes and dysfunctional staff practices into dynamic action plans and goals spreading best practices across its divisions speeding delivery of projects, capital plans and change management initiatives.
Years: 2009 to 2013 Employer: U.S. Federal Government Title: IT Chief, Fin. Mgmt Branch; Dep. CFO/ITPM Department: DHS OIT/State Dept/NOAA Responsibilities: As an IT Chief, Financial Management Branch for DHS, recognized archaic and complex structures were disrupting decision-making processes between the CIO/DCIO, eight Division Chiefs and over 50 project teams; re-engineered ineffective functional processes and behaviors by streamlining multi-functional incorporating new technologies such as a project e-form decision tool that customized decision-making processes and accelerated approval of enterprise-wide IT projects from over six weeks to less than seven working days. Spearheaded an ETL Master Data Management (MDM) project managing the collection, migration and analysis of management data files from over 100 project codes stored in various file systems and various formats (Word docs, PDF, spreadsheets, plain text, email etc) and various database servers like MS SQL Server, Oracle and MySQL; transformed data archives into value and actionable data included in DHS executive budget summaries that resulted in a defensible $504 million Office of Information Technology (OIT) budget and AOP. Organized a Tiger Team and supervised Mission Action Plan (MAP) project milestones that corrected seventeen Notice of Findings Reports (NFR) surpassing KPMG/GAO audit performance goals during 2012 earning a DHS Directorate award. Audited the organization’s debt management process and billing collection processes; launched a transparent finance project operation to reconcile and recover over $100 million in Undelivered Orders (UDOs) and over $37 million from overlooked contract close outs; cleaned house and retired outdated IT project codes, UDO and Task orders. Promotion, transfer to the Dept. of Commerce as the first Deputy CFO/PM to lead a start-up $482 million end-to-end financial and program office U.S. Satellite operation; launched an HR capital strategy to fully staff a functional Budget Division staff. Organized and managed specialized project teams from NASA, NOAA, U.S. Air Force and technical consultants that delivered Cost Variances, EVM analysis and WBS frameworks as part of a new Joint Polar Satellite System (JPSS) multi-billion dollar, five year U.S. weather satellite strategy partnered with Japan and Europe. Exercised master project finesse fostering project team cooperation to develop customized satellite scope specifications for a Program Office Estimate (POE) and a $943 million baseline three year budget submission forwarded to the Office and Management and Budget (OMB), House and Science Committee members; these efforts would have taken over six months but were completed in less than 45 days and were approved in the FY2012-15 President’s Budget (PB). Recruited by the Department of State in 2009 as a Senior Governance Advisor to deploy to Iraq to reverse ineffective Iraqi Provincial governance trends and capital planning processes; understood the criticality for quick, effective decision making that would accelerate State Department Maturity Model goals and Provincial Reconstruction Team (PRT) Work Plan goals to transition U.S. operational control over to the Iraqis by year end 2011. Listened to Provincial leadership and their long-standing capital planning frustrations; developed action plans and leveraged cultural knowledge expertise guiding them through executive planning processes and governing techniques without reliance on Ministry leadership empowerment that overcame Government of Iraq bureaucratic processes. Mentored and coached Iraqi provincial council members on governance processes that turned around budget execution rates from 46% to 95% within six months as well as successful submission of two capital investment budgets containing over 300 projects resulting in leadership achievements from U.S. Coalition Forces, the Ambassador to Iraq and Secretary H. Clinton.
Years: 2008 to 2009 Employer: Atlanta Planning Bureau Title: Manager, Capital Plans (CIP)/PMO Department: Dept. of Aviation Planning Responsibilities: Hired as the first Manager, Capital Improvement Plans (CIP) for Atlanta in 2008; identified ineffective functional barriers between various Department of Aviation levels and executive management; quickly drafted and implemented PMO initiatives that streamlined capital planning processes and steered stakeholder decisions from concept through detailed planning. Delivered the first comprehensive set of capital projects to repair the city’s $1 billion dollar aging airport infrastructure, asset management operations, roadways and runways, airport security operations and outdated IT infrastructure. Procured a commercial off the shelf (COTS) PMO software application and pioneered a new BI process that provided comprehensive metrics to various airport Directors, airline industry specialists and engineers turning project concepts into the city’s first $6 billion dollar, 15-year Comprehensive Development Plan (CDP) and Regional Transportation Plan.
Years: 2007 to 2008 Employer: Hines Real Estate Investment Trust REIT Title: Corporate Controller/Portfolio Financial Manager Department: NY Group Commercial Property Operations Responsibilities: Hired as a C-Level Controller during 2007 to lead a top rated REIT financial and PM operation in NY; quickly re-engineered ineffective stove-pipe operations and dysfunctional support operations into effective KPI goals and portfolio efficiencies. Drafted innovative variance dashboard metrics and SOPs that quickly established performance metrics across the NY Group Portfolio exceeding KPI goals by 37% within 90 days and reducing cost inefficiencies by 10% during 2007. Mitigated contentious vendor relationships between the Group VP, twelve property managers for the portfolio’s $50 million dollar utilities energy contract with ConEd and energy consultants; revised AP/AR operations and streamlined a 7,000 annual invoice operation upgrading DataStream 7i and Timberline data entries that turned-around vendor relationship confidence levels. Overcame a lack of perceived audit controls stemming from late utility payments, invoice errors and late payment fees; reconfigured corporate auditing functions adding performance evaluation schemes that emphasized data entry accuracy, teamwork and task results and surpassed financial KPI goals within 90 days earning high praise from the Group CFO and ConEd.
Years: 1998 to 2007 Employer: Dept. of Defense; U.S. Army Title: Director;Branch Chief; PM/Comptroller Department: Joint Staff Operations Responsibilities: DOD senior management career appointments to manage TS operations as Budget Chief; Director, Resource Management; Joint Staff Comptroller and project/program manager advising executive teams and global partners from. Quickly adapted project team specialization according to rapid scope changes and shifting resource allocations; worked hard to instill high accountability by finance and project teams enforcing self-accountability discipline during remote site operations. Managed agency level relationships with the Army Corp of Engineers, Defense Contracting Management Agency, the Departments of State & Treasury, Foreign Military Sales and combatant commands during Global War on Terrorism (GWOT). Quickly transitioned into a global PM expert acquiring a mastery of re-inventing and re-designing traditional project staff platforms and functions into mobile and responsive project teams operating under short-lived project team life cycles, short-lived project configurations that transitioned into combat enablers. Fine tuned adhoc field-reported data processes under short feedback cycles into timely and up-to-date exchange of program information reported to executive leadership such as LTG David Patraeus, LTG Dempsey, members from Congress, OMB and President Bush; recognized with numerous agency and organization accolades.

Government Experience

Years Agency Role Description
Years: 2009 to 2011 Agency: State Department Role: Senior Governance Advisor - Iraq Description: Recruited by the Department of State as a Senior Governance Advisor to deploy to Iraq to reverse ineffective Iraqi Provincial governance trends and capital planning processes; understood the criticality for quick, effective decision making that would accelerate State Department Maturity Model goals and Provincial Reconstruction Team (PRT) Work Plan goals to transition U.S. operational control over to the Iraqis. Mentored and coached Iraqi provincial council members on governance processes that turned around budget execution rates from 46% to 95% within six months as well as successful submission of two capital investment budgets containing over 300 projects resulting in leadership achievements from U.S. Coalition Forces, the Ambassador to Iraq and Secretary H. Clinton.
Years: 2011 to 2012 Agency: Dept. of Commerce/NOAA JPSS Program Role: JPSS Dep. CFO/Budget Chief Description: Promotion, transfer to the Dept. of Commerce as the first Deputy CFO/PM to lead a start-up $482 million end-to-end financial and program office U.S. Satellite operation; launched an HR capital strategy to fully staff a functional Budget Division staff. Organized and managed specialized project teams from NASA, NOAA, U.S. Air Force and technical consultants that delivered Cost Variances, EVM analysis and WBS frameworks as part of a new Joint Polar Satellite System (JPSS) multi-billion dollar, five year U.S. weather satellite strategy partnered with Japan and Europe. Exercised master project finesse fostering project team cooperation to develop customized satellite scope specifications for a Program Office Estimate (POE) and a $943 million baseline three year budget submission forwarded to the Office and Management and Budget (OMB), House and Science Committee members; these efforts would have taken over six months but were completed in less than 45 days and were approved in the FY2012-15 President’s Budget (PB).
Years: 2012 to 2013 Agency: DHS Office of Information Technology (OIT) Role: IT Chief, Fin. Mgmt Branch/ITPM Description: As an IT Chief, Financial Management Branch for DHS, recognized archaic and complex structures were disrupting decision-making processes between the CIO/DCIO, eight Division Chiefs and over 50 project teams; re-engineered ineffective functional processes and behaviors by streamlining multi-functional incorporating new technologies such as a project e-form decision tool that customized decision-making processes and accelerated approval of enterprise-wide IT projects from over six weeks to less than seven working days. Spearheaded an ETL Master Data Management (MDM) project managing the collection, migration and analysis of management data files from over 100 project codes stored in various file systems and various formats (Word docs, PDF, spreadsheets, plain text, email etc) and various database servers like MS SQL Server, Oracle and MySQL; transformed data archives into value and actionable data included in DHS executive budget summaries that resulted in a defensible $504 million Office of Information Technology (OIT) budget and AOP. Organized a Tiger Team and supervised Mission Action Plan (MAP) project milestones that corrected seventeen Notice of Findings Reports (NFR) surpassing KPMG/GAO audit performance goals during 2012 earning a DHS Directorate award. Audited the organization’s debt management process and billing collection processes; launched a transparent finance project operation to reconcile and recover over $100 million in Undelivered Orders (UDOs) and over $37 million from overlooked contract close outs; cleaned house and retired outdated IT project codes, UDO and Task orders.
Years: 1998 to 2007 Agency: DOD; U.S. Army Role: Director; Chief; PM; Joint Staff Comptroller Description: DOD senior management career managing TS operations and budget plans as Budget Chief; Resource Management Director; Joint Staff Comptroller and program/project manager surpassing agency goals from. Quickly adapted project team specialization skills to manage shifting project scope and schedules; worked hard to instill high accountability by finance and project teams overseeing multi-million dollar projects at remote site operations. Managed project activities at agency level with the Army Corp of Engineers, Defense Contracting Management Agency, the departments of State & Treasury, Foreign Military Sales and combatant commands during Global War on Terrorism (GWOT). Quickly transitioned into a global PM expert mastering the transformation of traditional project staff platforms and functions into mobile and responsive project teams operating in large scale and adaptive operations under short-lived project team life cycles and project configurations in support of major and minor construction projects, IT infrastructure strategies, and large scale aviation, maritime and logistics operations for major combatant commands and NATO allies. Fine tuned field-reports and data processes into timely and up-to-date adhoc reports forwarded to executive leadership such as LTG David Patraeus, LTG Dempsey, members from Congress, OMB and President Bush; recognized for leadership achievement.

International Experience

Years Country / Region Summary
Years: 2000 to 2003 Country / Region: Kuwait Summary: DOD senior management career managing TS operations and budget plans as Defense Cooperation Committee (DCA) Branch Chief - Kuwait; Resource Management Director - Kuwait.
Years: 2004 to 2006 Country / Region: Iraq Summary: Joint Staff Comptroller and Iraqi Security Forces Fund (ISFF) and Iraqi Relief and Reconstruction Funds (IRRF) program and project manager for Multi-National Security Transition Command-Iraq working for LTG David Patraeus.
Years: 2009 to 2011 Country / Region: Iraq Summary: • Recruited by the Department of State in 2009 as a Senior Governance Advisor to deploy to Iraq to reverse ineffective Iraqi Provincial governance trends and capital planning processes; understood the criticality for quick, effective decision making that would accelerate State Department Maturity Model goals and Provincial Reconstruction Team (PRT) Work Plan goals to transition U.S. operational control over to the Iraqis by year end 2011.
Years: 1996 to 1996 Country / Region: Japan Summary: Aviation Office LNO in support of Orient Shield military exercises with Japanese military forces.

Career Accomplishments

Associations / Societies
AAAE; AAAA; ASMC.
Licenses / Certifications
PMP; RMP; SIX SIGMA GREEN BELT; GDFM/CDFM.
Professional Appointments
Chair - Joint Cooperation Committee (JCC) U.S. CENTCOM; Chair - Joint Requirements Review Board (JRRB) MNSTC-Iraq; City of Atlanta Concept Review Board (CRB) and Senior Review Board (SRB); DHS OIT Change Control Board.
Awards / Recognition
DHS Management Director Award 2013; Dept. of State Secretary H. Clinton Leadership Achievement Award; U.S. Ambassador to Iraq Leadership Achievement Award; Bronze Star medal Program Management Leadership Award - Iraq; Secretary of Defense Joint Service Award Program Management - Iraq.
Publications and Patents Summary
Publication in the Armed Forces Journal spring 2006 volume titled "Financial Operations during Wars and Natural Disasters."

Additional Experience

Training / Seminars
Organized, planned and presented White Papers and Executive Summaries to clients within the private and public sector as well as academia on how to organize and launch a Program Management Office (PMO) operation; integration of a capital asset management reparation strategies including developing a renewal and replacement strategy with stakeholder interests in mind. Forward thinking visionary shaping enterprise goals through continuous learning and coaching skills increasing department team learning engagements from lessons learned, F2F seminars and fusing shared values at the team and corporate level.
Vendor Selection
Organized and managed vendor contracts for specialized projects and teams mobilized from NASA, NOAA, U.S. Air Force and technical consultants from MCR, Telecote, General Dynamics and Northrop Grumman that delivered Cost Variances, EVM analysis and WBS frameworks as part of a new Joint Polar Satellite System (JPSS) multi-billion dollar, five year U.S. weather satellite strategy partnered with Japan and Europe.
Marketing Experience
Pioneering leader driving effective realignment strategies for top 1000 organizations and academia clients providing clients and stakeholders with structures and processes that facilitate department lead re-organization plans into effective structures and functions that get out of the way of cohesive decision-making processes that match KPI performance goals. Over 15, 000 hours of specialized project leadership experience advising enterprise leaders, global partners and department teams shaping organization vision, missions and goals in various leadership and support roles.
Other Relevant Experience
C-suite conflict management expert instilling mutual cooperation and consensus between vendors, SBUs and BLOs. Process champion ensuring executive steering committee decision processes do not interfere with project charter direction, team activities and goals allowing change control board actions to execute IT/SDLC/LCCE/ETL projects and KPI goals. Certified LSS Green Belt and Charter Lead expertise turning quick win solutions into deliberate KPI performance achievements.

Fields of Expertise

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