Team member to develop a sustainable strategy for world-wide non-profit services, along with financial stability and organizational accountability, internally and externally to Avant.

Team member to develop new non-profit service organization aimed at mentoring and encouraging grandparents to be vitally involved with their grandchildren.

Recruited to take over an underperforming unit of 500 persons spread across 42 US offices serving water resources and environmental services markets nationwide. Business presence and delivery was particularly strong in the southeast and Texas with some market penetration in the northeast and southern California. Organization, strategy, offerings, and culture were holdovers from past years and the PBS&J acquisition by Atkins Global. Challenge was to make this a profitable unit quickly.• Developed a go-to-market strategy aimed at harnessing the 42 offices into larger offerings, first tying the water resources and the environmental services into a broad array of consulting services, and then partnering with the infrastructure design and construction unit. Established strategic alliances with several firms to penetrate new markets and broaden capabilities. Scope of offerings covered all phases of service: planning, design, construction, turn over and operate-maintain; all tailored to the client’s specific needs.• Built new leadership team and created a BD/Sales force of seller-doers to transform the unit from a local consultancy to a national practice. Significantly increased pursuits tracked in our sales pipeline by over 50%, increased work-in-hand by 25%, and established sales force effectiveness.• Streamlined organizational structure to improve productivity with significant improvement in profitability and effective multiplier.• Established a strategy to build the business by pursuing 5 emerging markets, all multi-billion dollar opportunities, folding in new niche skills and moving to higher points of sale in client organizations.

Undertook the challenge of revitalizing the Federal Services business by establishing a viable strategic planning process in the Federal Services Division and modernizing our approach to clients and business opportunities. Set the stage for acquisition activity to accelerate our progress in expanding our offerings, increasing market access and strengthening our brand; resulting the unit’s most profitable year. Responsible for the planning and marketing efforts for approximately 750 people world wide with annual revenues of $400 million.• Established the first viable strategic planning process in the Federal Division using the strength and insights of all the senior leaders in the Division. Created a simple but effective quarterly tactics reviews to maintain attention and commitment to our strategy throughout the execution year.• Conducted major capability review of staff offerings and ability to compete in the market; resulted in initiatives to grow capability in water resource planning, community planning, architecture, and construction management on-site field teams.• Launched two new initiatives to take the Federal Division into new markets.• Drove organizational restructuring to create dedicated proposal creation leadership, business development champions, and client management. Improved risk review process by using a Go/No-Go panel early in the pursuit phase.• Tied strategy, tactics, business development activities and business development funding together in a seamless manner to improve budgeting, allocation of resources, visibility of opportunities throughout the business year, and increased accountability for seller-doer activities. Now seeing confirmation that a growth strategy is in-place and seeing return on its implementation.• Participated on the Black & Veatch 2020 Task Force; a select team of Black & Veatch executives from across the company to develop an effective strategy to improve business pace /volume out to the year 2020.

Led the Federal Services Division to rebuild the business approach and strengthen the marketing and execution team with new business approaches. Drove strategic development and planning for global Federal Services. Responsible for approximately 350 people worldwide and managing annual revenues of over $150 million.• Expanded business beyond original environmental remediation and facility design-build by reinventing the Federal Company. Pursued mixed waste and high-level radioactive waste; completed shutdown and disposition of radioactive material at a NASA reactor very profitably, developed approach to munitions clean-up satisfying corporate risk limitations. Drove service offering development to achieve full-service: design-build of facilities and infrastructure; environmental services with regulatory compliance; community and water resource planning; owner’s representative services; emergency planning; asset management; installation operations.• Launched four new business lines: Asset Management, Real Estate Development and Services, International Development, Bed Down Program Management. Asset management grew to encompass the entire US Air Force. International Infrastructure focused on developing water resources in developing countries, such as Lesotho and Armenia; also greatly enhanced quality of life in Palestine, by improving power delivery and developing water resources,• Created vision, built leadership teams, expanded client relationships, broke into the market, won entry contracts and achieved sustainability for all four new business lines.• Developed risk assessment/management process to accommodate risk profile of MWH. Led Federal Services on Katrina recovery actions; evaluated various work packages for MWH risk review: levee repair, pump stations and municipal water system recovery/start-up.• Established first marketing group within Federal Services.• Participated on Board of Directors for the parent company, MWH Global Inc.

Led staff of over 450 in the worldwide delivery of over $1.5 billion in services annually including environmental and facility products, consultations, natural resources, pollution prevention, regulatory interface world-wide, compliance and conservation, Defense Environmental Restoration Act (DERA), Base Realignment and Closure (BRAC), medical facility execution management, family housing (conventional and privatized), homeland defense, air training ranges, architectural, interior design and community planning standards.• Developed a contract tool kit based on an innovative, incentive-based business model with worldwide capability, 330 IDIQ contracts in place.• Participated in international cooperative initiatives. Active participant in Russian Ministry of Defense partnership on environmental stewardship.• Drove application of innovative technology for environmental cleanup, such as the bio-slurper. Spearheaded development of a helicopter-mounted radar array for rapid location and characterization of underground munitions.• Cleaned up Massachusetts Military Reservation (MMR), on Cape Cod, the top DOD environmental challenge in 1997. Invested $250M, over a five-year period, to address complete modeling of the Cape’s fresh water capacity and characteristics to determine pollution levels and behavior in cranberry bogs and water wells. AFCEE received accolades from local communities and concerned citizens for rapid implementation and verifiable results. • Participated in San Antonio area water user group to address water shortages across the Edwards Aquifer. Resolved water supply problems at Randolph AFB caused by naturally-occurring crude oil.• Became the major Air Force service center for pollution prevention and environmental compliance. Drove development of deployable Haz Mat Pharmacies.• Managed cleanup of Northern Alaska as cold war warning and communication systems were deactivated; involved major activities at a host of very remote DOD sites.

Provided senior leadership and management actions over a 1,000-person staff Air Force-wide as the most senior civilian engaged in AF civil engineering matters. Led policy development and resources advocacy for a $6 billion annual budget and program oversight for planning and programming for Air Force installations worldwide including military construction, family housing, operations and maintenance, environmental programs, disaster preparedness, explosive ordnance disposal and airbase operability. Directed 65,000 CE members worldwide

Directed the planning, coordination and execution of a budget of $2-3 billion annually for Missouri River flood control operational management; water quality, flow control, wildlife habitat, environmental cleanup and military construction for the Army and AF customers, production support, BRAC, housing and installation support. Executive manager for the new Missouri River Master Manual preparation and publication. Developed program plans for the rehab of overflow protection at a number of smaller dams within the Missouri River Basin. Drove the development of wild life habitat along the Missouri River using property purchased from local willing sellers. Coordinated capital investment projects along the Missouri River in support of Native American tribal needs. In a dual assignment role, served as business director of the Corps’ Hazardous, Toxic and Radioactive Waste Center of Expertise (HTRW-MCX), co-located with MRD; marketed the MCX to all Corps Districts/Centers and all Federal Agencies involved in environmental work; drove the application of Innovative Technology across the Corps; represented the Corps on national boards addressing environmental issues in government operations. Developed innovative contract approaches to environmental services; deployed the first Total Environmental Remediation Contracts (TERCs), which became a model for expediting environment work on federal sites. Decentralized environmental mission assignments from exclusive assignment to Omaha and Kansas City Districts; assessed capability of each District assigned with a military mission; insured each District undertook appropriate steps to develop full capability and then led the effort to assign each military District environmental responsibility for Corps customers within their operational boundaries. Served as Executive sponsor for Omaha District’s Environmental Rapid Response Team to provide 12-hour response to environmental emergencies to any District in the US.