Donald Haley Email & Phone Number

Raleigh, North Carolina, United States

-Member of the Budget Development and Execution Process Working Group designed to develop an improved budget development process to assist areas receive allocations sooner in the fiscal year and to provide transparency during the execution process. -Member of the Beltsville Strategic Plan Working Group designed to develop options for the future of multiple facilities in the near and long-term. -Member of the Facilities Planning team designed to identify and implement a financial plan to improve aging facilities with limited fiscal resources. This group successfully generated a 5-year plan which earmarks funding prior to allocation for prioritized projects while offering areas flexibility to complete non-capital improvements.-Utilized SharePoint to receive project data from labs to support budget development, then migrated this data into OneNote to conduct 10 project planning sessions over the course of a week, completing 100 project reviews. This virtual, streamlined model significantly reduced the time spent by management and subject experts in project review and expedited data necessary for budget development.-Recognized inconsistent tracking of personnel vacancies, led the Resource Management team to clean up all positions and created a visual organizational chart to show projected separations, pending hires, and vacancies. Created a dashboard to efficiently show the status of hiring actions for vacancies thus providing management with timely information while using simplified language. The dashboard enables the team to provide better recommendations for future hiring and enables budget personnel to quickly identify changes which affect fiscal resources for the next FY.-Took quick action to gain access grants processing software and utilized outdated user guides to learn the existing process, ultimately completing and submitting approximately 10% of the Farm Bill inventory for signature. Led a team of 4 specialists to complete 100% of provided agreements.

Greater Pittsburgh Region

-Quickly learned the policies and procedures of the DOJ, not hesitating to reach out for advice from mentors, headquarters, and other supervisors within the Division. Interviewed employees and reviewed reports from previous years to learn the strengths and weaknesses of the Division to ensure that the Division provided reliable administrative support to the rest of the district in the key areas of Financial Management, Human Resources, Contracting/Support Services and IT. -Worked closely with HR and supervisors to fully implement a digital PWP process from start to finish.-Corrected deficiencies in the timely preparation of quarterly reports.-Oversaw the construction and reconfiguration of new offices.-Just prior to arrival, the office assessment team found significant problems in the area of Financial Management and Acquisitions; and he worked with the Division to correct all the deficiencies by changing procedures, ensuring proper documentation and separation of duties; and reviewing all open contract files and purchase card transactions. Under his leadership, all problems identified were corrected without any unnecessary delay. He also restructured the property management process which produced increased efficiency in asset management. -Advocated to hire critical gaps within the administrative organization to ensure the strategic plans he continue in the coming years and would also encourage employee development and provide for succession planning.

Pittsburgh, Pennsylvania, United States

Head Coach to a team of more than 40 teammates in 6 departments.-Expanded pay card system to all students, to include arrival, separation, and incentives pay.-Developed Purchase Request (PR) tracker which interfaced with departmental financial accounts; and provided access for all staff to enhance transparency and improve customer service.-Instituted Director-Level procurement representatives to manage PR flow by consolidating orders received throughout the week.-Successfully migrated campus to full fiber optic, doubling network speed.-Inserted IT language into work order request system to make trouble tickets more efficient.-Increased cell phone deployment to teleworking staff.-Rapidly received and deployed more than 300 tablets and Chromebooks with hot spots for students to use in a virtual environment.-Redistributed maintenance supplies to organized storage level closer to the heart of campus and disposed of all unused or outdated supplies.-Organized warehouse by disposing of excess items no longer serviceable to prepare for either the department to be relocated or fully located in the warehouse.-Started an internal “swap meet” email with photos for various departments to move furniture and other items to departments in need.-Completely renovated the primary dish room (improved drainage, new hood/exhaust system, A/C installation, stainless steel walls and FRP ceilings, LED lighting, and updated automated dishwasher chemical system).-Installed Bluetooth enabled temperature sensors in all chillers, coolers, and freezers which interface with a cloud-based system utilized by Safety & Security. This provides real-time data to appropriate personnel to prevent food loss due to power or mechanical issues.-Utilized pandemic timeframe to complete more than 30 projects valued at more than $1M.-Installed of an integrated campus LED clock system and new LED sign at entrance to the main building.-Received a 100% Score and compliance with all departments.

Greater Pittsburgh Area

Oversaw all rental and service operations for a 75-person commercial linen processing facility, including logistics/transportation, inventory, maintenance, facilities, finance, and human resources. Other responsibilities include:-Led/participated in monthly safety meetings and overall training initiatives.-Served as Facilities Manager, coordinating engineering operations with production to minimize outages.-Performed safety observations, reviewed all observations to identify trends, investigated any incidents.-Provided one-on-one and group coaching to supervisory and production employees.-Performed annual performance evaluations, and create development plans.-Regularly communicated with key customers.-Reviewed company KPIs to facilitate process improvements.-Interfaced with union representatives.-Reduced working inventory by 25%.-Reduced overtime by 40% and 0.5% as a percentage of sales.

Greater Pittsburgh Area

Oversaw all rental and service operations for a 25-person specialty branch, including logistics/transportation, maintenance, facilities, finance, and human resources. Led all branch sales and presented monthly P&L statements. Other responsibilities included:-Led/participated in daily and monthly safety meetings and overall training initiatives.-Performed safety observations, review all observations to identify trends, investigates any incidents.-Provided one-on-one and group coaching to supervisory and field level employees-Performed annual performance evaluations, and creates development plans.-Regularly communicated with key customers-Reviewed company KPIs to facilitate process improvements-Looked for new business opportunities and performed job walks at potential customer sites.Key Achievements.● Recovered over $1.3M in bad debt in the first four months of 2019.● Achieved 20% year over year (YOY) revenue growth from $10M to $12M.● Maintained over 400 pieces of equipment valued at over $16M. ● Developed on-call resolution teams to assist with after-hours customer service issues while providing technicians and supervisors with the ability to plan for time off and improve morale throughout the branch.● Led the team to maintain a perfect Total Recordable Incident Rate (TRIR), improving on our growing 1000-day record of no recordable safety violations.● Directed the branch through a business acquisition and unfortunate downsizing.*ORACLE PEOPLESOFT HCM (human capital management)*ORACLE COGNIZANT CATALYST ERP*IBM COGNOS TM1 BI (business intelligence)

Greater Pittsburgh Area

Expanded educational opportunities for veterans and military families by developing a University-wide strategic plan which included targeted master’s degree programs, certification programs, and alternative tuition programs.Key Achievements● Partnered with 23 academic institutions, 11 corporations, and 3 veteran service organizations, improving the transition platform to reduce underemployment for nearly 400,000 veterans and military family members in the region.● Led a cross-functional university taskforce, developing more than 50 viable solutions to expand enrollment of military-related students and resulting in gross revenue of $110K per student.● Expanded the current veteran’s education facility by over 400% to provide updated technology, study areas, business offices, and a student-friendly environment.

Greater Pittsburgh Region

Developed organizational plan to fulfill the Center’s mission; established policies and procedures for operation and functioning of the activity; inspected activities to ensure efficient operation and initiated corrective action; exercised control and provided guidance for the district. Directed all business operations (accountability, administrative services, training, operations, logistics, facilities) for a district of 300 personnel across 13 business groups.Key Achievements● Consistently maintained all business functions in the top 5% across the region and was identified as the best district in 2017.● Enhanced the employee onboarding program by leading senior professionals to provide instruction on professionalism, corporate structure and policies, information technology systems, and benefits, cultivating employee effectiveness and reducing reeducation by 50%.● Resolved employee absenteeism by 70% through collaboration with local community leaders to provide childcare options and expanded family resources. Developed succession planning models.● Slashed travel and personnel costs by $3.5M annually by instituting an improved logistical model for the national funeral honors program.● Assessed 66 regional primary and secondary business functions to determine the best application of human resources and provided upper management 23 solutions for assessment measures.● Directed the district through 2 equal opportunity surveys, resolving all employee and division issues through focus teams and grievance procedures.● Fostered a teamwork environment conducive to open dialogue across the organization, ensuring the Center achieved the Retention Excellence Award (minimum 80% retention) for 3 straight years, 30% above the national norm.●Developed the first branch level transgender policy in the nation, which led to the successful inclusion and retention of the first fully transitioned transgender employee.I left this position upon retiring from the Navy.

Williamsburg, Virginia, United States

In charge of human resources -- including hiring and training practices, travel, payroll and employee development programs and benefits; managed daily office operations including facilities management; ensured policies were in place for business functions to run smoothly. Named the Junior Executive of the Year for 2014.Key Achievements● Analyzed, planned, and executed a corporate restructure affecting 5000 employees, merging 4 major business groups and 40 business programs into a matrix organization, leading to $25M in annual savings. Ensured employee utilization was 30% more efficient by developing an organizational people and processes manual based upon the new matrix organization.● Improved communication between overseas divisions and national headquarters by standardizing reporting processes and instituting world-class customer service methods.● Resolved multiple pay issues which had not been able to be resolved for more than a year, significantly improving morale and operational excellence.● Led a team of 30 personnel to complete the transition for the new Chief Executive Officer with less than 6 weeks’ notice.● Developed and managed a $1. 3M budget, and campaigned for an additional $400K grant after receiving only enough funding to complete 70% of operations for FY15, enabling 92% of operations to be executed. Standardized budget submissions to capture requirements more effectively, leading to a 26% increase in operations.● Coordinated multi-agency support for 16 operations in 10 international countries.● Developed 12 executive level talent management recommendations to overcome leadership challenges for a 15,000-strong organization.

Williamsburg, Virginia, United States

In charge of operations and training, directing compliance with policies and procedures for the organization; inspected activities to ensure efficient operation and initiated corrective action. Direct supervisor for 7 full-time and 30 part-time personnel.Key Achievements• Executed 25 programs and a team of 13 subject matter experts covering maintenance and quality assurance programs, leading the division to a 91% compliance inspection rating.• Monitored and coordinated 306 personnel to prepare for overseas assignments, resolving a 5% dropout rate to achieve 100% employment.• Developed standard procedures upon receipt of a new skills management system and trained others on these procedures which have now been incorporated as the company handbook used by 15,000 personnel. Trained all divisional employees on Operations Center training.• Developed more than 20 company policies to increase operational readiness from 26% to 80%.• Coordinated with 7 oversight agencies and logistical representatives to conduct the division’s first ever multi-week training event by dividing the 500-person division into 13 balanced functional teams, ensuring personnel completed all 50 required tasks and training events during this event, and resolved all schedule conflicts to ensure 100% completion.• Established a standard daily routine for the full-time staff as well as a standard monthly routine for the part-time employees, incorporating web-based programs for telework employees.

Sevilla Area, Spain

• Led 150 personnel in providing security for VIPs and high value assets at various locations throughout Europe, Africa, and Southwest Asia, executing 47 security operations into 43 countries, protecting intelligence and maritime assets worth a combined $2B.• Developed policy and procedure for a portable Evacuation Control Center for humanitarian assistance and disaster recovery support, improving response time for such events by 40%.• Developed an innovative training regimen focused on job skills, physical fitness, and certifications which led to 98% operational readiness and 60% promotion rates.• Developed and executed the first ever sustainment certification inspection with 8 months less execution time than the standard 12 month redeployment cycle.• Developed a pay-tiered qualification program to enhance professional development and long-term replacement flexibility for the division.• Provided overseas directors with anti-terrorism/force protection expertise, and streamlined operational procedures for employing security forces in support of contingency operations.• Integrated 75 personnel from another division to mitigate manpower deficiencies, ensuring 100% capacity for African and European assignments.

Norfolk, Virginia Area

• Led 14 work teams supporting 6 functional areas to achieve excellence during a complete certification, achieving near perfect scores of 99.5% in 2 areas.• Dramatically improved the material condition of the ship prior to decommissioning• Meticulously planned and executed asset protection measures to ensure ship safety at 24 different ports in multiple European and African countries and Russia, including cities where Navy ships had never docked.• Invested more than 100 man-hours to update qualification standards and team assignments. Chaired over 50 qualification boards and developed round the clock manning assignments to provide additional training opportunities, leading to an additional 32 qualifications.• Revived the force protection team’s capability due to a robust training plan, earning a nearly flawless certification score and enabling the ship to defeat more capable platforms and defend against 5 separate swarm attacks.

Taught history and leadership courses to 180 total students.• Developed multiple processes to ensure continuity of primary and secondary job assignments, including a formal process to ensure end of semester action items were completed.• Successfully petitioned the head executive of Naval Reactors to expand the selection aperture to an additional 10 degree plans for nuclear engineering students.• Launched an online learning tool to train all students on general requirements, saving over 400 man-hours.• Expanded the awards program, providing students a 25% increase in scholarship opportunities, and collaborated with the university to provide potential military students with leverage in the admission process.• Advised 80 senior students to a 94% employment rate to their first choice employer, and prepared 5 students for successful interviews with Naval Reactors for employment.• Streamlined the medical program which led to significant time and cost savings.• Negotiated a 75% reduction in Sailing Club dues.• Stepped in to advise and teach 60 freshman students when the incumbent was fired.

Norfolk, Virginia Area

• Rapidly completed all qualifications 75% faster than average employees.• Volunteered to teach college Algebra and Intermediate Algebra to nearly 60 students when the instructor fell ill.• Developed a series of online lectures to help other personnel achieve their basic nuclear engineering qualifications.• Routinely supervised unqualified propulsion plant managers to ensure they received appropriate guidance and training in order to qualify.• Provided unmatched leadership and technical expertise during 3 inspections.• Coordinated all testing, maintenance, and emergent repairs to ensure mission readiness, leading to the successful manufacturing of a $6B national asset. • Monitored material deficiencies and conducted regular, detailed inspections to ensure timely corrections.

Jacksonville, Florida Area

• Developed the unit’s website and trained personnel on all aspects of the scheduling process. Maintained the website to keep current with personnel issues, scheduling, current briefs, and newsletters.• Created 8 inspection packages for submarine emergency procedure training events, and developed a well controlled and highly efficient system for development of these exercises while allowing for emergent changes. Supervised all off-crew managers in developing packages and trained them on submarine operations.• Published 3 quarterly newsletters as editor.

Jacksonville, Florida Area

• Ensured the submarine’s communications systems were maintained at 100% through two overseas tours, enabling the United States government to maintain communication with national level assets.• Maintained a recreational fund worth over $60K. Directed the planning and reintegration of the recreation committee, and updated an inventory tracking process to use current computer technology.

Multiple Locations

-Navy Nuclear Power Officer School/Training Unit (1999-2000)-Navy ROTC Midshipman at Purdue University (1995-1998)-Navy Broadened Opportunity for Officer Selection and Training (1993-1994)-Navy Nuclear Power Enlisted School/Training Unit (1992-1993)-Electrician's Mate 'A' School (1991-1992)-Navy Boot Camp (1991)

Lafayette, Indiana Area

Full time job while attending college. Delivered supplies, maintained inventory, disposed of unused items, reorganized stock room floor for more efficient order picking, handled returns, and provided excellent customer service.

Bachelor Of Science - Bs, Business Administration And Management, General, 3.59

Activities and Societies: Alpha Tau Omega

Master Of Science - Ms, Engineering/Industrial Management, 3.56

Project Management

Logistics, Materials, And Supply Chain Management

Joint Professional Military Education

Leadstart

Coaching To Win

Course on use of Salesforce to drive improvements in revenue and customer service.