Don Bates Email and Phone Number

As Program Manager for LMI’s Army Materiel Command (AMC) G-3 Logistics Support Services contract, lead 10-person team providing operations center and readiness support to the Command. Responsible for coordinated customer relationship management, project planning and execution, recruiting and onboarding new team members, and preparing and presenting project deliverables.

As Technical Coordinator for LMI's DLA R&D Military Unique Sustainment Technologies (MUST) Program, develop, manage, and coordinate R&D to improve effectiveness and efficiency in the military clothing and textiles supply chain. Responsible for:• Building and maintaining relationships with stakeholders, including DLA HQ and C&T, Military Services, C&T vendors and manufacturers, LMI subject matter experts, and partner contractors. • Leading solution architecture and analytical studies, business process re-engineering, and information technology R&D projects. • Working with stakeholders to identify opportunities to apply current capabilities to new functional areas, as well as develop new capabilities that can enhance functional areas currently served.

Led 45-person agency that improves Army logistics readiness by enabling standardized, auditable, and data-driven business processes and systems. Day-to-day oversight of human resources, budget, facilities, and information management. Oversaw G-4 efforts for: • Logistics data analysis and data management. Ensure logistics data is synchronized with Army Vantage and OSD ADVANA data analytics platforms to provide accurate, relevant, and timely information to Army and OSD Senior Leaders, such as dashboards for Small Arms/Light Weapons and Supply Chain Business Health Metrics. Support Logistics Data Steward through Logistics Data Asset Management (LDAM) forum’s five lines of effort.• Logistics enterprise architecture. Ensuring existing and reengineered business processes are standardized, auditable, and integrated across domains to improve the effectiveness and efficiency of defense business systems, with current emphasis on Enterprise Business Systems – Convergence (EBS-C).• Predictive Logistics, a revolutionary change leveraging improved technologies and policies to automate today’s manual processes; will provide system health, usage data, and critical levels of battlefield supplies/capabilities, allowing for the near real time integration of data to improve combat decision-making.Led data analytic and digital benchmarking and training across the G-4, determining current and required skills of the workforce and required training to fill the gap, resulting in a data-informed workforce that knows how to use data and digital tools to improve Army logistics.Led organizational change, transforming the Logistics Innovation Agency (LIA) into LESA, from mostly logisticians managing projects to a leaner, more agile, and efficient workforce of logisticians, data analysts, and enterprise architects conducting analysis and developing architecture products to enable better informed decisions across the enterprise.Awarded Superior Civilian Service Medal.

Led $30M per year, 67-person agency that delivered innovative logistics policy, process, and program solutions for the current and future Army. Day-to-day oversight of human resources, budget, contracts, facilities, and information management. Oversaw numerous logistics analyses, programs, and tools, to include:• Execution of the Logistics Integration Capstone (LogIC) Event; identified innovative ways to implement predictive logistics; used current technologies to improve sustainment management by reducing Soldier touch points, gaining process efficiencies, and improving data quality.• Execution of Army’s $1B Second Destination Transportation – Centrally Managed Allotment (SDT-CMA) program. In 2018, AAA attested that SDT-CMA processes were no longer a material weakness. Generated >$275M in Army cost savings and avoidance. • Transitioned Army’s Third Party Payment System and Transportation Account Code (TPPS/TAC) Management to Army Sustainment Command in FY19; 295 freight accounts generating ~2M payment records worth ~$1B per year. • Architecture analysis of Logistics Domain's annual Organizational Execution Plan, supporting Title 10, USC §2222, regulatory requirements. Identified automation gaps and duplication; eliminated 80 defense business systems and ~$300M cost avoidance. • Reliability and Cost (R&C) suite of tools; used to rationalize Army’s depot maintenance POM funding decisions by identifying systems and units with low readiness and high costs.• Artificial intelligence and machine learning (AI/ML) pilot to assess and demonstrate how AI/ML algorithms and methodologies can identify flaws in Army logistics master data; potential to save Army ~ $90M by applying across all logistics master data. • Business Case Analyses (BCAs) for Ammunition Management and Accountability, Condition Based Maintenance Plus (CBM+) Store and Forward, and Organizational Clothing and Individual Equipment (OCIE); potential to save Army $25M-$35M if solutions implemented.

Led 30-person team of government and contractor analysts and logisticians; responsible for providing cost-effective, responsive, quantitative and qualitative assessments of logistics policy, programs, and processes for G-4 and Army logistics enterprise. Oversaw numerous logistics analyses and programs, to include:• LIA’s organizational change and response to numerous HQDA organizational reviews (Army Headquarters Transformation (AHT), Functional Area Review Group (FARG), and Comprehensive Review); resulted in a refocused LIA remaining G-4’s Field Operating Agency. • Impacts of Sequestration; developed seven vignettes that led to talking points for G-4 speeches and testimony.• G-4’s Sustainment Life Cycle Cost (LCC) Improvement effort, identified data gaps in current and future logistics systems; developed Program Assessment Tool to identify risk associated with program change decisions. • VCSA Special Project on Property Accountability; resulted in 14 major findings, across five broad areas, and 18 recommendations.• “Digital Arms Room” process and policy assessment; implemented recommended policy changes to enable more efficient, automated arms room processes (receipt, store, issue). • 360 Degree Logistics Readiness Business Intelligence (BI) Dashboards, the Army’s first logistics dashboards to provide total asset visibility of Army equipment and repair parts.• LIA’s Logistics Process Center, a laboratory of simulations, emulations, and live logistics STAMIS systems; demonstrated and evaluated emerging logistics technologies and processes.• LIA’s Lean Six Sigma (LSS) implementation; resulted in two certified LSS black belts, who completed numerous LSS black belt projects. • SORTS predictive readiness analytic methodology, based on key performance indicators, such as order cycle time, customer wait time, and backorders; supported VCSA’s monthly Strategic Readiness Updates.Awarded Department of the Army Commander's Award for Civilian Service.

Vice President for Finance and Management and as Director of MORS, a 3,000-member professional society. Program Chair for 1,100 person annual symposium; responsible for coordinating 33 working groups, six composite groups, eight special sessions, and plenary session.

Led/managed the JWARS Program, an OSD-sponsored $100M, 60-person, state-of-the-art simulation development program designed to analyze transformational warfighting concepts and capabilities associated with joint theater warfare. • Ensured required warfare areas were represented - Command and Control (C2); Communications; Intelligence, Surveillance, Reconnaissance (ISR); Force Application and Protection for Land, Maritime, and Air/Space; and Focused Logistics.• Redesigned JWARS development process; continued with rigorous software development practices while transitioning to user-driven development approach; co-located joint collaborative analysis team (representing users) with software development team, significantly improved quality/usability and led to JWARS’ first successful operational use. • Developed/executed long range plan for JWARS use and development; analyzed program requirements; developed vision, goals, and objectives to meet requirements; developed POM submissions, assembled yearly budgets, and managed contracts to achieve goals/objectives. • Coordinated development/verification, validation, and accreditation/user support with 55 user sites and stakeholders – OSD/Joint Staff, Military Services, COCOMs, and DOD Agencies. • Prepared/presented decision briefings to Joint Capabilities Board, a three-star level board under the JROC; resulting in JROC support for JWARS continuance.Represented PA&E on DOD M&S Working Group (MSWG). Led M&S-focused Program Review teams that examined alternative strategies for:• Management/funding of $1.5B Joint Task Force training simulation development program; DepSecDef shifted management and funding from Joint Staff to Army; reallocated >$250M.• Improving Command, Control, Communications, Intelligence, Surveillance, and Reconnaissance (C3ISR) M&S capabilities; DepSecDef reallocated $60M toward shortfalls. Awards: OSD Award for Civilian Service; SOLE's Field Award for Simulation Development.

President and Trustee of the Washington Chapter of INFORMS. Led three-year strategic planning effort, resulting in a distinct vision and mission for society, as well as quantifiable goals and objectives to support this vision. Symposium Chair for two consecutive 200-person symposiums. Awarded Moving Spirit Award by INFORMS.

Led 15-person, 18-month USMC wartime munitions requirements study that developed improved technique for computing munitions requirements and resulted in USMC savings of $3B for significantly reduced wartime logistics burden. Documented process in Marine Corps Order — The Marine Corps Capabilities-Based Munitions Requirements Process.Developed methodologies for calculating USMC War Reserve Equipment Requirements, for prioritizing capabilities/deficiencies for USMC planning/programming, and for calculating USMC anti-armor requirements; resulted in more justifiable PPBE requirements. Experimented with new logistics concepts and equipment through USMC Warfighting Laboratory’s Sustainment Limited Objective Experiment with survey development, data collection, survey review, and experiment reconstruction. Supervised over 150 drivers, mechanics, communication technicians, ammunition technicians, and food service specialists. Maintenance manager for 800-Marine school, 4,200-weapon armory, and 150-truck motor pool; maintained equipment at 93% readiness rate. Awarded Meritorious Service Med, Navy / Marine Corps Commendation Medal, Navy / Marine Corps Achievement Medal

Taught Quantitative Methods, Introduction to Logic, Descriptive Statistics, & Numerical Analysis.