Eric Arnold Email & Phone Number

Washington, Dc, Us

Designed the Enterprise Risk Management function using predictive analytics and artificial intelligence for the Export-Import Bank of the United States. Creating Enterprise Risk Management as a strategic function to link strategic planning and performance to monitoring the uncertainties (both qualitative and quantitative) of reaching those goals. Achieved a level 5 Risk Maturity and a level 4.5 Risk Culture on the Gartner assessment.Created value to EXIM using the in-house role-based training and techniques that Mr. Arnold developed. The objective is of this training is for all employees at every level of EXIM to understand the Enterprise Risk Management (ERM) framework processes, their role, and responsibilities, and why these processes are crucial to the ability of EXIM to achieve its mission and objectives.Training StructureModule Paths:• Path 1: Executive Staff and Front Office – Six courses• Path 2a: SVP’s, Risk Owners, and ERC Members – Ten courses• Path 2b: Risk Professionals and Designated Staff – Fifteen courses• Path 3: All EXIM Staff – Five coursesThe Export-Import Bank of the United States (EXIM Bank) is the official export credit agency of the United States. Its mission is to help finance exports of U.S. goods and services primarily to emerging markets to help create and sustain U.S. export-related jobs.

Washington, Dc, Us

Mr. Arnold serves as the Deputy Director of the Foresight, Strategic Planning & Risk Management Office for the U.S. Department of Veterans Affairs (DVA), Office of Enterprise Integration (OEI). Mr. Arnold represents the OEI Represents VA on the Enterprise Risk Management Executive Steering Committee, briefs the Chief Financial Officers Council, and GAO, and serves as the CIGIE coordinator. Also supported 15 working groups of which 7 Mr. Arnold led independently.His accomplishments include but are not limited to: - Executing VA's ERM framework and governance model established to assure consistency throughout the Department.- Developed a data driven ERM approach, which enabled the use of velocity data points to the ERM process, increased the use of key risk indicators, key performance indicators, that drive predictive analytics, and supports the development of risk-based culture, and risk-based thinking. Developed and enhanced risk analytic tools, heat maps, and feature sheets for Executive Leadership. Improved VA's ERM maturity to a 3.5 from a 2, taking the program from an ad hoc immature program to a disciplined, repeatable program that provides consistent, and quality risk data to the Administrations, and Staff Offices.- Designed SFRM SharePoint site and Enterprise Risk Submission Key (E-Risk) Form. Automated ERM submissions and risk register, was able to utilize OIT coders for SharePoint customization at no cost to OEI, a saving of 1,746,000 in FY19.- Supported three FFCoI meetings and Taught Enterprise Risk Management and Internal controls at the Department of Veterans Affairs Financial Management Training in St. Louis, also taught Enterprise Risk Management at the Federal Executive Institute (FEI). And developed all training aids and materials.- Leading Administration and Staff Office level working groups, committees and boards in support of the ERM program.

Washington, Dc, Us

Mr. Arnold serves as the Chief Business Architect for the U.S. Department of Veterans Affairs (DVA), National Cemetery Administration (NCA), Deputy Under Secretary for Management, Information Technology (IT) Business Requirements and Administrative Service. He reports directly to the Director of Transformation, Technology, and Data Management (43E). Mr. Arnold represents the NCA in the execution of VA-wide enterprise initiatives. Key Accomplishments Coalition Building Actively leads VHA/VBA/NCA Architecture Collaboration group in creating enterprise wide solutions, opportunities for reuse of information across the enterprise, developing common enterprise architecture artifacts, and development of a risk architecture segment. Program Management • Developed program plan objectives, and initiatives for the memorial burial management service • Drafted data management and performance measures for NCA long range plan • Developed the logical data model for the NCA • Defined the NCA business architecture and its integration into the EA framework • Developed the MyVA operational concepts and their impact on NCA operations • Defined conceptual and logical architectures for NCA solutions and programs • Evaluated the transformation of NCA operations and architecture • Formed the NCA data and process governance and serves as NCA Data Steward • Technical coordinator with OIT on development initiatives Mr. Arnold is responsible for analyzing and defining business architecture and portfolio requirements, project prioritization, solution and services development and implementation, and management of stakeholder investment activities. Mr. Arnold also develops business information strategies, business information models, business information alignment with reference and process models and documents metadata to support models and meta-models.

Arlington, Virginia, Us

Mr. Arnold served as an Enterprise Architect (EA) reporting directly to the Branch Chief of the EAGB. He developed the application of architectural elements in the analysis, planning, design, implementation, documentation, assessment, and management of the business architecture to align IT strategy, plans, and systems with TSA's mission, goals, structure, and processes. Mr. Arnold served as Enterprise Architect for the Office of Risk Management. Mr. Arnold developed a governance structure, strategy, and risk management framework. Mr. Arnold was responsible for implementing an Enterprise Risk Management program. As a member of the EA core team, Mr. Arnold was responsible for all activities involving the development, implementation, maintenance, and management of TSA architectures including guiding systems, application development and acquisition efforts; developing EA processes, procedures, and standards; and defining EA performance measures. Additionally, he provided technical advice to the TSA Chief Architect and EAD management on matters pertaining to the application of EA principles, policies, concepts, methodologies, and practices across TSA's enterprise. Duties included: • Providing policy guidance, advice, and assistance in the definition, design, and implementation of the target business and technical architecture, reviewing of the as-is state and development of the enterprise transition strategy to achieve the organization's strategic and performance goals. • Prepared and submitted status reports and responses to organizational performance measures and ensuring alignment of EAD projects and programs with tactical (short term) objectives. • Implemented plans and strategies to modify the IT infrastructure based on EA principles, policies, concepts, and practices to support TSA's short and long range goals, objectives, and plans.

Chantilly, Virginia, Us

Mr. Arnold’s role is to serve as a business and technical SME who will provide thought leadership and best-practices in the development of technology and solution architectures. He also responsible for deep-dive analyses; and exhaustive exploration to provide a clear alignments and interrelationships between the business and technical components within the various architectures and utilize this data to develop actionable solution architectures that capture programmatic gaps, identify as-is legacy applications, assess approved and emerging technology products, and enforces enterprise technical standards. He is also responsible for recommending innovative business technical solutions through modular components, repeatable design patterns and deployable services initiated from both traditional and Cloud infrastructure models. He will also lend his expertise to identify and categorize optimal transition paths to the target architecture by scoring critical success factors, risk elements, resource allocations, and critical dependencies to formulate strategic plans of action, as well as performing gap analysis and developing enterprise-wide information models for use in designing and building integrated, shared software and database management systems. In this role Mr. Arnold will also develop current and or future state business activity, technical, and data models based on defined modeling standards and industry best-practices, recommending sound, logical business improvement opportunities consistent with enterprise information management guiding principles, cloud-enablement priorities, and open system architecture objectives, performing configuration management and version control of critical business and technical documentation or artifacts.

Providing executive level business support to the Under Secretary for Benefits (USB) regarding all information technology (IT) and business modernization efforts for VBA. Provide VBA with objective expertise to support the advancement and coordination of VBA's benefits portfolio. Support VBMS program in the following areas: acquisition, budget, strategy, enterprise architecture, and PMO office.Create and maintain major project planning, monitoring and controlling documents for VBMS, such as FY14 Operating Plan, Sustainment Plan and Integrated Master Plan

Reston, Va, Us

Provide support as a Sr. Project Management Analyst for the Enterprise Business Consulting Division. Manage multiple projects large to medium in scale. Supervise a subordinate staff of Program Managers (3), Enterprise Architects (3), IT Strategists (2) and other IT support staff. Serve as a member of the SAIC Technical Review Board; provide Subject Matter Expertise (SME) across the corporate business unit both corporately and to various federal clients in the Following areas: Enterprise Architecture development, Enterprise Architecture implementation, IT governance, IT Strategy, Enterprise Transition Planning (ETP), OMB Exhibit 300 and Exhibit 53 development and review, Performance Measurement, Human Capital Management, Program of Requirements (POR), Cost Benefit Analysis (CBA) and Business Case, EVM, and training and consulting expertise to multiple Federal Agencies.Current Achievements: SAIC Corporate Strategy• FCO Working Group Lead Employee Communications Type- Executive Briefing Role –SME/Lead• FCO Working Group Employee Career Path Subgroup Type- Executive Briefing Role – SME/Lead• Mobile Strategy and Architecture Type –Whitepaper Role SME/LeadFederal Consultancy• DHS Enterprise Architecture- Segment Architecture Type – Program Role SME• DHS Modernization and Transformation Blueprint Type Analysis Role SME\Lead• FEMA Enterprise Transition Plan Type – Analysis Role- SME Lead• US Department of Agriculture Enterprise Architecture Program Type Program Role – SME• Internal Revenue Service Modernization and Information Technology Services (“MITS”) Type Program Planning and Analysis Role Team Lead\SME

Washington, District Of Columbia, Us

Served in the role of Chief Enterprise Architect for Cascades Technologies and provided Subject Matter Expert support to the Department of Labor, Office of Public Affairs. Created OPA’s IT Strategic Plan, Enterprise Architecture Methodology, and drafted all EA documentation and deliverables. Led the data migration effort and provided additional support to OPA in the area of program requirements generation and definition. Drafted and implemented OPA’s Requirements policy, EVM policy and methodology, conducted EVM training for Federal Employees and Contractors, and implemented a customized Integrated Baseline Review framework. Additional responsibilities also included being in charge of Capital Planning and control Review process including Exhibit 300’s, Exhibit 53’s, control reviews and all OMB data calls. Implemented PMO office and led both Federal and Corporate strategic planning and balanced scorecard efforts. Conducted PMO training and SDLCM Training for new Project managers.

Reston, Virginia, Us

Program Manager for the Department of Housing and Urban Development (HUD), Information Technology Investment Management Framework (ITIM) contract. Served as the lead on of the ITIM contract, and implemented the ITIM framework for the Department’s entire portfolio of approximately 120 investments, as well as the management of clients PMO office. Completed the implementation of HUD’s Integrated Baseline Review (IBR) process and wrote the draft policy and guidance for IBR’s and Surveillance reviews; additionally developed Integrated Baseline Review Training, Surveillance Review Training, and the IBR framework. Drafted the briefing materials for Karen Evans from Office of Management and Budget on the IBR methodology (which led to a score of green in e-Gov on the PMA scorecard). Supported the following: • Aligning HUD’s Enterprise Architecture Modernization Effort with Capital Planning Process • Capital Planning and Investment Control (CPIC) consisting of development and delivery of acquisition-related analysis and documentation to include the Mission Needs Statement (MNS), Operational Requirements Document (ORD), Analysis of Alternatives (AOA) and Cost-Benefit Analysis (CBA), and Life Cycle Cost Estimate (LCCE). • Program and Project Management to include integration of program cost, schedule, performance and risk management planning and execution. • Performance Management to include development and tracking of Key Performance Parameters (KPPs) and providing support to Program's Performance Team. • Budget formulation, presentation and execution to include development and delivery of OMB Exhibit 300s, Program Spend Plans, affordability excursions utilizing the LCCE, and EVMS ANSI-748 compliance, creation and maintenance of the Program Baseline. • Financial Analysis to include, accrual and cost accounting, budget obligation and expenditure reconciliation and reporting.

From May 15, 2004 to June 4, 20005 Mr. Arnold served as the Director of SpecialProjects his duties included managing Corporate Knowledge Management, andimplementation of the PMO office for the Bureau of Alcohol, Tobacco, Firearms andExplosives (ATF). While as the Lead on the ATF PMO support contract Mr. Arnoldcreated Enterprise Architecture documentation for ATF, developed and implementing“Strategic Alignment Methodology” model for ATF, all Capital Planning and InvestmentControl (CPIC) activities, including the development and delivery of acquisition-relatedanalysis and documentation to include the Mission Needs Statement (MNS),Operational Requirements Document (ORD), Analysis of Alternatives (AOA) and Cost-Benefit Analysis (CBA), and Life Cycle Cost Estimate (LCCE). His furtherresponsibilities included: •Program and Project Management to include integration ofprogram cost, schedule, performance and risk management planning and execution.•Performance Management to include development and tracking of Key PerformanceParameters (KPPs) and providing support to Program's Performance Team. • Budgetformulation, presentation and execution to include development and delivery of OMBExhibit 300s, Program Spend Plans, affordability excursions utilizing the LCCE, andcreation and maintenance of the Program Baseline. • Financial Analysis to include,accrual and cost accounting, budget obligation and expenditure reconciliation andreporting.

On June 4, 2005 Mr. Arnold was promoted Corporate Resources Manager from his previous role as Director of Special Projects. In his new role he was to have management responsibility for all of the 1 Source Consulting Corporate Resources. This included day-to-day oversight and management of Facilities and Property, Operational Planning, and Internal Communications. Mr. Arnold was additionally in charge of periodically reviewing performance to ensure the most effective and efficient use of corporate and other resources, developing and maintaining accurate inventory of current organizational assets (Furniture, Equipment, etc.), and establishing standardized procedures for the daily operation of all facilities. Mr. Arnold also created and managed budgets to achieve organizational cost goals and objectives, planed and forecasted for the optimum and cost effective use of all facilities and equipment, managed and further developed processes and procedures relating to Corporate Resources. In addition to the above duties Mr. Arnold assisted the Company President in the coordination, development and monitoring of the implementation of the Operations strategic plans and other corporate initiatives as appropriate. He also maintained and further developed operational knowledge management mechanisms to ensure effective communication and operations, and developed, implemented and maintained a facilities security program.

Mr. Arnold served as a Capital Planning Analyst for the Federal Railroad Administration (FRA). He was responsible for all Capital Planning and Investment Control (CPIC) activities including development and delivery of acquisition-related analysis and documentation to include the Mission Needs Statement (MNS), Operational Requirements Document (ORD), Analysis of Alternatives (AOA) and Cost-Benefit Analysis (CBA), and Life Cycle Cost Estimate (LCCE). He was also assisted and supported with: • Program and Project Management to include integration of program cost, schedule, performance and risk management planning and execution. • Performance Management to include development and tracking of Key Performance Parameters (KPPs) and providing support to Program's Performance Team. •Budget formulation, presentation and execution to include development and delivery of OMB Exhibit 300s, Program Spend Plans, affordability excursions utilizing the LCCE, and creation and maintenance of the Program Baseline. • Financial Analysis to include, accrual and cost accounting, budget obligation and expenditure reconciliation and reporting.

Washington, Dc, Us

While as a Research Assistant Mr. Arnolds duties included maintaining an Access database of information from 57 participating countries and oversee updates to the General Data Dissemination System (GDDS) web site for the Fund's Dissemination Standards Bulletin Board (DSBB). He also responded to inquiries from member countries, verified data provided by countries, supported mission-related IT needs, corresponded with new member countries, published a monthly newsletter, and formulated/maintained mission budgets for the unit chief. Mr. Arnold supported the gathering and supplying of data to a variety of internal and external customers including World Bank economists, area departmental economists, ministries of finance, central banks, and statistical agencies--both United Nations and country-specific statistical groups such as EuroStats, Afristats, and Statistics Canada. He was also responsible for the metadata updates in the database, adding HTML codes as needed, and generating/reviewing HTML pages prior to posting on the DSBB

Master Of Science - Ms, Data Science

Organizational Leadership

Bachelor Of Arts (B.A.), International Relations And Affairs

Lean Six Sigma Black Belt