. Gary Spearow . Email and Phone Number

• Facilitates legislative and non-legislative relations between the IRS and Congress in conjunction with the National Director for Legislative Affairs. This is accomplished by maintaining continuing liaison with members of Congress and their staffs.• The incumbent furnishes authoritative information regarding IRS policies, programs, operations and activities.• Formulates and implements a comprehensive plan to carry out Legislative Affairs initiatives. Adapts Legislative Affairs initiatives to local congressional offices' preferences, priorities and available resources to accomplish program objectives. Evaluate the effectiveness of ongoing initiatives in achieving Service goals and identifies and implements changes needed to improve program effectiveness, and/or communicates needed modifications to responsible functions.• Establishes and controls program objectives, systems, standards, and evaluation criteria for the Congressional Affairs Program for Connecticut, Massachusetts, Maine, New Hampshire, Rhode Island, and Vermont.• Plans and carries out feasibility, cost, and other types of comprehensive analytical and evaluative studies of current and contemplated Legislative Affairs operations to ensure the accomplishment of the Service's goals.

Logistics management specialist who develops, implements, directs, and functions as a part of the logistics management operation for the Air Force Life Cycle Management Center in support of acquisition phases of assigned systems, programs, or major equipment. Responsible for planning, managing, and coordinating total cradle-to-grave logistics management to support the National Capital Region - Integrated Air Defense System. Develops, refines, analyzes, and issues logistics policies for assigned programs.• Incorporated the use of Advanced Component Obsolescence Management Software to better predict diminishing manufacturing sources for components and parts while providing predictability to technical component refreshes.• Developed, and published an Item Unique Identification Plan to facilitate greater accountability for property and configuration management.• Fostered cross-functional collaboration on a multi-organization Memorandum of Understanding that clarified organizational roles & responsibilities in the maintenance, configuration management, and property accountability of system components.• Integral in the incorporation of the Joint Network into the NCR-IADS portfolio by reconciling disparate Bills of Material, estimating multi-fiscal year costs, and influencing leadership to assume responsibility for a previously unsupported system backbone. • Improved the fidelity of the Global Bill of Materials from 43% to 83% in 4 months, while increasing property visibility in Air Force systems. Paved the way for greater predictability in multi-year spending plans and better accountability of property.• Influenced the improvement in data visualizations, knowledge, and information sharing by mentoring and coaching staff in meeting cadence development and knowledge management.• Determined End of Life and Service for over 30 items/parts to increase the fidelity of multi-year spend plans.

The Regional Director of Operations (US) is responsible for operational leadership,delivery of programs and services, direction and management of multiple financiallyviable, self-sustaining USO operations in the Northeast including 11 states from West Virginia to Maine. • Developed a regional geographic realignment which reallocated resources to increase stakeholder buy-in locally. Resulted in the establishment of 6 hubs, associated staffing and equipment alignment, and a new office at West Point• Increased granularity and accountability of budget expenditures and proposals by creating and aligning cost centers, directly resulting in operating within 1% of the fiscal year budget• Refined disparate programming done at high intervals with low impact in order to increase the quality of executed programs on regular intervals directly increased foot traffic to centers• Incorporated canine programming and gaming to include E-sports more readily across the region, increasing impact and resiliency for military service members and their families• Increased the retention and buy-in of volunteers across the region while partnering with local universities resulting in a tangible increase in Gen Z and millennial volunteers• Developed and evolved a meeting cadence based on data requirements in order to deliver decision quality knowledge to the Regional President for decision or execution. Evolution of the cadence increased field staff collaboration and innovation in programming and techniques• Identified innovative and impactful programming as potential regionalized programs and set the conditions for execution and recommendations to the USO headquarters for consideration as USO-wide core programming

– Critical analysis of Navy operations and academic gaps resulted in collaboration with multiple Army commands to fill seats left vacant by the Navy. The Army increased the number of students receiving strategic master’s level educations by 23% to the point that senior Army students outnumbered Navy students at the Naval War College while increasing the strategic readiness of the Active Army, Army National Guard, and Army Reserves.- Supervised 13 academic advisors with 135 advisees per academic year resulting in a 99.5% graduation rate with 10% graduating magna cum laude or summa cum laude.- With a faculty that did not represent the diversity of the student body, planned, sought consensus and approval across 4 organizations and senior Army leadership to change the organizational structure of the Army Element for the opportunity to acquire quality and diverse faculty across the occupational, gender, and racial spectrums resulting in a 30% increase of diversity in the first year.- Inheriting outdated administrative systems at the outset of COVID-19. Made wholesale changes to legacy processes by converting all manual systems to MS Teams flattening communication across departments, faculty and students, increased work efficiency of Army faculty and allowed for collaboration on complex and sensitive academic issues resulting in quicker resolution.

- Led a 30-member matrixed team across multiple agencies and coalition partner nations to transform the Arabian Peninsula Ground Line of Communication (APGLOC) into the Trans Arabian Network (TAN). Seven strategic nodes were opened, five routes operational tested, and multiple relationships were built across the Middle East to reduce reliance on Arabian Gulf shipping traffic and military airlift. The new nodes allowed for 10% reduced shipping timelines and increased throughput by 900% while increasing flexibility in dynamic routing and efficiencies within each nation involved. - Implemented a new committee meeting schedule across multiple directorates by providing charters, organizational goals, and objectives. Each meeting had designed inputs and outputs that resulted in recommendations to senior officials for quicker and better decisions. Lauded within the command for developing the model for other directorates to follow. Ability to influence others cross-organizationally resulted in representing the directorate on six committees.- Interpreting multiple conflicting policies that created transportation inefficiencies in cost and time for movement of organizations to the Sinai Peninsula, influenced five organizations to adjust and create new policies that mitigated risk and resulted in direct transportation to the Sinai, reducing cost by $2M annually and saving 20 days for redundant transportation and training.- Extraordinary strategic vision and understanding of operations in the Middle East resulted in the planning and execution of a $2 Million dollar proof of concept leading to the investment by United States Transportation Command in a $13 Million-dollar Joint Logistics Over The Shore (JLOTS) exercise incorporating assessments from previous smaller exercises to reduce costs of previous JLOTS exercises by $13 Million dollars.

- Identifying an equipping and doctrine gap in the fielding of a new modular fuel system for seven local units with the potential of impacting the training and deployment readiness of over 500,000 Soldiers across the Army, collaborated with five external agencies to develop a feasible solution to maintain appropriate ratios of legacy fuel trailers and trucks, allowing supply units to support maneuver units with fuel as doctrine emerged and new equipment became available.- Led a cross-organizational team of 30 people to develop and execute a plan that reorganized 21 orphaned supply units on Fort Hood due to the deployment of their higher headquarters. The resultant reorganization aligned functional organizations with other higher headquarters allowing the 21 units to continue to have commensurate supervision while providing efficient supply chain support to Fort Hood. The program was used as a model for similar situations at other Army installations.- Collaborated with three agencies, seven major local units, and three major remote units at other Army installations to implement Army Brigade level reorganization which re-aligned units, their property, and people. Developed property transfer business rules, planned and executed the movement plan for the equipment to new facilities while coordinating the repair of empty facilities. Divested over 7,000 pieces of equipment, a supply fulfillment center, and realignment of 28 units’ supply information in stride of the fielding of Global Command Supply System-Army (GCSS-A) systems allowing the reorganizing units to maintain operational readiness amid the reorganization.

- Provided multifunctional logistics for 2,100 Soldiers within a Field Artillery Brigade. Ensured the maintenance readiness for 12,000 pieces of equipment. Provided signal and network support for the brigade. Drove combat readiness, leadership, training, technical proficiency, morale, and discipline of 320 Soldiers with 65 different specialties. Provided support to 600 Family members. Managed a $3.4 Million-dollar annual budget. Advised brigade leadership in all aspects of logistics including force modernization and officer management.- Exercised effective peer leadership across five units and nine major units to plan and execute the Reserve Officer Training Corps (ROTC) Support Mission Command (RSMC) for ROTC cadet evaluations. Found efficiencies in scheduling support across 16 committees and 6,400 ROTC cadets while coordinating the efforts of 1,200 Soldiers in support of the RSMC for four months from setup to the recovery of assets.- Leading change, produced the first unit Field Standard Operating Procedures (FSOP) in over three years transitioning sustainment support from operational bases to a maneuver-oriented focus. Trained 300 leaders on the new FSOP rebuilding atrophied tactical skills, leadership development, and training methodology producing a readily trained unit prepared for world-wide contingency operations.

- Directed strategic information and knowledge management for a 144-person directorate. Supervised the completion of 5,000 tasks to 30 organizations. Developed a schedule to increase collaborative information flow and information for leaders to make critical decisions. This resulted in streamlined deadlines and minimized information duplication for multiple events and gave workers more autonomy and time to innovate.- Leading a cross-organizational team of experts, developed procedures to reduce pilferage from the Pakistan port of Karachi across two border crossing points to distribution points inside of Afghanistan and back. Innovated new efforts to track cargo and containers with satellite tracking and anti-pilferage devices while influencing the Pakistan military to increase surveillance of US shipments which reduced pilferage by 60% in a six-month period.- Orchestrated eight senior leader conferences in three nations and coordinated critical key leader engagements with coalition partners at NATO Headquarters to address and resolve multi-national logistical concerns.- Trained 144 people and implemented a new task management system increasing response efficiency across five departments by 25% and communication effectiveness from the organization to the Department of Defense and other agencies. Innovation and methodology were modeled by other directorates within the command.

- Coordinated the actions of four staff sections, five materiel management divisions, and one company headquarters totaling over 250 people. Deployed, redeployed to and from Iraq, and inactivated the unit in less than nine months upon the redeployment. Led the management of two supply activities and managed petroleum and equipment across Germany.- Faced with short-notice deployment, planned and executed the training of 99 pre-deployment tasks, and movement of 300 personnel from Germany to Iraq. Coordinated staff actions throughout the 12-month deployment to increase force protection, personnel, and equipment readiness. Redeployed the organization to Germany and immediately divested 10k pieces of equipment and 10 buildings across 5 organizations within 60 days as the organization inactivated due to drawdown of forces in Europe.