Drew M. Lucas, Mba, Pmp Email & Phone Number

Fairfax County, Virginia, United States

• Oversees a multi-million-dollar Human Capital portfolio/program, comprised of DEIA, Employee Experience, and modernization projects, supporting critical National Nuclear Security Administration (NNSA) offices such as Defense Nuclear Nonproliferation and Defense Programs.• Provide strategic guidance to project leaders and maintain oversight of staffing levels, burn rate, and contract compliance, ensuring alignment with funding and staffing budgets.• Advise project leaders on best practices for delivering exemplary project management and DEIA solutions, mentoring them to achieve success.• Cultivate and maintain relationships with project sponsors, ensuring projects are delivered within scope and aligned with contractual requirements.• Guided SCT executive leadership in developing the firm’s culture strategy, including crafting the Culture Vision and Mission Statements, and Principles to promote workplace inclusivity.• Oversaw/facilitated internal corporate engagements on cultural and DEIA-related topics, such as code-switching• Led the rebrand of the DEIA Community of Practice to the People Experience and Culture Community of Practice

Fairfax, Virginia, United States

United States

• Supervised an undergraduate intern in the development of a DEIA Community of Practice (CoP) to be launched for Grant Thornton Public Sector in Q4 2022• Contributed to a proposal submission to garner the business of a new multi-million-dollar DEIA business opportunity— awarded• Authored positional descriptions for DEIA staff in preparation for resource acquisitions to staff future projects—Sr. Associate, DEIA, and Manager, DEIA• Authored a DEIA whitepaper for use in a business development conversation with an executive FBI leader—highlighting how Grant Thornton’s suite of DEIA solutions and approach support the principles outlined in the governmentwide DEIA plan and seeks to close any disparities on the FBI’s DEIA Scorecard from OPMU.S. Customs and Border Protection Agency (CBP) – Office of Trade, Trade Remedy Law Enforcement Directorate:- Managed the planning, content development, logistics, and communications for a virtual, daylong, transnational, cooperative, law enforcement workshop on illicit timber trafficking between respective U.S., Mexican, and Canadian tradeauthorities- Planned the “flow of show” for the workshop and developed a guide to maintain awareness of all active elements androles taking part during the workshop—moderators’ speaking points and cues, panelists’ presentations, technical cues forA/V professionals, etc.U.S. Customs and Border Protection Agency (CBP) – Privacy and Diversity Office- Led a project team through the delivery of a multi-pronged, 5-year, Diversity, Equity, Inclusion,and Accessibility (DEIA) strategy refresh on behalf of CBP’s Commissioner’s Office’s Privacy and Diversity Office (PDO)- Developed and maintained project scheduling and task management for all project workstreams—Equity Assessment (EA), Communications Strategy and Products, and DEIA Strategic Plan Refreshing- Aligned the DEIA Strategic Plan with the principles outlined in the governmentwide DEIA plan and stance of the Department of Homeland Security

Washington D.C. Metro Area

• Led an initiative to execute a strategic contracts comparative analysis (engaging USAF military and civilian stakeholders) to evaluate the capability/effectiveness of federal contract vehicles (NETCENTS II, NASA SEWP, TACCOM I &II, GSA IT 70, and EIS) to meet the mission and technical requirements of Land Mobile Radio (LMR) acquisitions, according to a multi-part evaluation criteria, which included key capabilities, period of performance, compliance, fees, warranty, and product offering• Developed an analysis matrix tool for the purpose of aggregating, summarizing, and metrically reviewing vendor, similar customer,and other government agency responses to audience-specific surveys (over 700 unique responses) in support of the LMR CIR• Conducted an Inventory Trend Analysis in support of the LMR CIR, to provide anecdotal evidence of improper purchasing anddemand management practices at the installation level across the USAF• Cleansed, analyzed, and provided recommendations on tier designations for contracts found within a large dataset from FPDS-NG• Provide a monthly analysis (overall and categorical) of USAF Spend Under Management (SUM) and Best in Class (BIC) contract utilization against total dollars obligated in support of SAF/MG quarterly briefings to the Deputy Under Secretary, Management• Provide the Category 1 (IT) Category Council Director (CCD) with strategic and advisory support• Provided input to a Category Strategic Planning Development Workshop with the USAF Program Support Office(PSO), which resulted in identification of priorities for the Category 1 CSP for the next two years• Priorities included initiatives, analysis of alternatives (AoAs), business case analyses (BCAs), andCategory Intelligence Reports (CIR

Long Island City, New York

• Co-managed the cross-functional coordination of over 170 actions (level 1-3), for a network-wide restructuring initiative amongst 28 stakeholder groups, which included Strategic Sourcing, Financial Planning & Analysis, IT, Airports, Marketing, Crew Relations, Schedule Planning, and various otherso Conducted stakeholder interviews to understand the nature of each business unit, to extract the actions required to execute area-specific activitieso Co-developed and maintained project plan, document accumulation, and notationo Developed content and lead cross-functional touchpoint meetings with attendees up to the VP levelo Authored a “playbook,” memorializing the restructuring process, which established precedent to follow if needed in the future• Managed a 6-workstream project transferred internally, after external analysiso In collaboration with Operations Planning & Analysis (OP&A) on behalf of the VP of Airports—identified the most priority recommendations from the external analysis, and developed the project plan to execute the objectives for each of the work streamso Identified pertinent stakeholder groups and POCs, created project timelines, mapped present state and future processes, identified dependencies, established a project communication cadence, classified issues and risks, conducted data analysis, and benchmarking.o Reported weekly status updates to the Vice President of Airports and other senior and executive-level stakeholders • Provided weekly project status updates to CI & PMO leadership to funnel up to JetBlue executive leadership (President)

Washington, District Of Columbia

• Developed and co-designed the J/TIP onboarding resource manual—providing for an improved and informed new hire experience • Managed a business systems project for clearing annual TIP Report narratives between internal and external international contributorso Improved cross-team collaboration, via increased access and visibility to SOPs, shared documents, and scheduling • Analyzed DoS performance/employee satisfaction survey data, and synthesized findings for presentation to senior office leadershipo Co-developed a deep-dive survey specific to J/TIP; thereafter, synthesized the second set of results, and advised RMP leadership on providing recommendations on the findings—plotting improvements with senior-executive leadership • Assisted with a grants management pre-award site visit—assessed NGO eligibility for federal foreign assistance—probed operational, financial, and programmatic activities (Lucerne, Switzerland)• Co-organized semi-monthly interoffice Diversity & Inclusion sessions— “Empower Hour”• Developing a project timeline, plan, management operating system, and identifying resources for large-scale office relocation• Liaising with various vendors—managing relationships, service contracts, costs, and timely remittance of invoices• Management and processing of front-end payroll submissions for multiple office sections—comprised of 78 employees

Worlwide

• Assisted with development of findings and approach presentations for top clients to illustrate identified gaps/opportunities and garner business• Mentored/advised junior consultants—coaching them through client engagement, analysis, and posing recommendations (approx 20)• Established/maintained relationships with client resources• Managed client resource project engagement from end to end• Identified losses in cycle time for credit application processing and supplier payments across four departments • Developed KPIs for all areas within Business Banking, and established prioritization of opportunities from gap analysis activities• Developed a Sales and Operations Planning cycle (S&OP) for a $750M international hardware distributoro Guided process identification, re-engineering, and implementation of interdepartmental collaborationo Developed Demand/Supply analysis tools to increase visibility into demand forecasting and supply capacity for improved decision-making• Managed the progress of a major work stream within a multi-million-dollar project for the Global Vice President of Contracts at a Fortune 500 corporationo Built analysis tools and leveraged technology to store and manage approvals/documentation; in addition, developed training material, and engineered project championing for top-down client buy-ino Developed and engineered change management within the client Contracts Department, as to affect the ability of contract maintenance to enhance revenue growth—leveraged Additional Resource Charges/ Reduced Resource Credits as a catalyst for increased margin • Installed short-interval controls, management operating system elements, and enhanced reporting in conjunction with the existing client ERP system— contributing to $100M+ in annualized free cash flow (FCF) benefitso Assisted with transcontinental workforce migration—process unification and centrality of purpose between on-shore and off-shore units

Tallahassee, Fl

•Managed 50+ employees, ensured smooth company operations and efficient flow of internal information •Implemented strategies and policies for improved company performance •Exhibited organizational problem solving abilities •Refined organizational processes and models

Tallahassee, Fl

•Conducted client-facing activities—evaluated past strategy initiatives and branding processes, to determine organizational challenges •Created a marketing plan—inclusive of balanced score card, SWOT analysis, contingency plan and an implementation schedule•Revision of corporate mission, vision and value statements •Refined organizational processes, models, objectives and strategic focus •Suggested Blue Ocean Strategy for generation of auxiliary revenue

Atlanta, Ga & Tallahassee, Fl

•Utilized CRM-based sales methods to promote recurring revenue growth with existing clientele•Developed and executed mobility presentations for individual and business clients •Conducted client-facing to determine requirements for mobility services, and crafted solutions to meet business and/or individual needs•Supported clients in selection of appropriate mobile device OS platforms, specific to voice and mobile broadband solutions

Miami, Fl & Atlanta, Ga

•Executed business development and account acquisition across various industries•Performed client-facing activities with existing, new, and potential clients•Conducted marketing campaigns for product promotions to boost sales and revenue

Tallahassee, Fl

•Reviewed, edited, and provided support inputs on RFP responses for multiple clients across various industries •Contributed to the development of client-specific marketing and promotional materials for various accounts•Researched, analyzed, and evaluated data related to media buying and planning; provided recommendations based on findings

Master Of Business Administration (Mba), Marketing/Marketing Management, General, 3.34

Activities and Societies: Phi Mu Alpha Sinfonia

Bachelor Of Science (B.S.), Public Relations/Image Management, 3.0

Activities and Societies: PRodigy Public Relations Firm, The Famuan (newspaper), The Marching 100, and Phi Mu Alpha Sinfonia.