Greg Daughtry Email & Phone Number

West Palm Beach, Florida Area

Responsible for the organization and leadership of all project team employees, contract cost/schedule/performance, and providing the client with the highest level of satisfaction.Leads 6-member quantitative and qualitative analytical team in studying our client's operational and mission needs. Advises analyst in the all aspects of quantitative and qualitative analytical procedures and processes. Leads team in the development of a Capabilities Analysis that identifies mission gaps based on team developed forecasting models in support of the Nation’s most vulnerable and high commerce waterways.

Palm Beach Gardens, Fl

Led all client services and Project Management Office (PMO) operations specializing in enterprise-wide project change management implementation initiatives. Mentored, coached, and trained remote project teams to reach peak performance.Established corporate PMO and led all related functions to include cost/schedule/performance, human capital acquisition, training, and contracting. Developed PMO policies, standards, and analytics that drove quality, efficiency, and ultimate client satisfaction. Developed and implemented enterprise-wide change management (CM) methodology and stand-up of world’s third largest petrochemical company’s Change Management Office (CMO). Standardized corporate CM governance, training, and increased internal capabilities. Led financial change management initiative to include the establishment of the Financial Business Unit’s Transformation Management Office that streamlined outdated and antiquated financial reporting requirements for $40B corporation.

West Palm Beach, Florida Area

Managed international teams that delivered enhanced profits and predictable business performance to our clients by linking financial and operational models while enhancing execution methods, competencies and capabilities. Managed Phase I Assessment and Phase II Process Improvement Implementation for a global tier 1 automotive parts manufacturer. Translated measurable goals across the organization and led development of future-state operating models intended to decrease production scrap rate by 15% and increase manufacturing efficiency by 20%.

Washington, Dc

Managed team supporting client with data driven cost savings that aligned 100+ transportation contracts with organizational strategic initiatives within a fixed budget environment. Facilitated team with “Design Thinking” methodologies that resulted in a 15% reduction in contract transportation cost and increased organizational workforce efficiencies by 25%.Led 35-member cross-functional team in the development of effectiveness and suitability requirements for Arctic and Great Lakes multi-mission operations. Conducted multiple quantitative analyses (icebreaking, ship endurance and communications interoperability) that drove measurable critical Key Performance Indicators.Supported the Executive Branch’s Interagency Supply Reduction Goals and Performance Measures Working Group. Delivered analysis to include: documentation of past and current drug supply threats, assessments of current supply reduction efforts and the development of strategic dimensions and supporting outcomes of criminal organization’s drug production and trafficking, finances, and international impacts.

Washington D.C. Metro Area

Recruited as a change agent to increase footprint in existing markets and develop new business opportunities. Piloted market and business case analysis that identified opportunities and trends that supported the firm’s strategic direction, goals and annual business plan. Simultaneously managed multiple projects, delivery deadlines and priorities to include cross-functional team facilitation, operational effectiveness analysis, business requirements development and solution implementation. Generated leads and business opportunities by identifying client’s strategic operational needs. Conducted bi-monthly pipeline review calls for my combined business development and delivery team that increased market sales by 125%.Facilitated 46-member cross-functional team (representatives from 11 federal agencies/departments) in the development of operational and business requirements for the estimated $3B National Polar Icebreaker Capability Program. Executed project governance, managed issue escalation, stakeholder engagement and prioritization.Assembled and led teams of dispersed cross-functional subject matter specialist in the development of four organizational business process improvement projects to include: an analytical ship home-porting decision tool, cutter and boat navigation standards, operational safety decision matrix, and a ship regulations and standards organization manual.

Washington, Dc

Led cross-functional teams to achieve organizational objectives and goals in support of $19.3B enterprise-wide acquisition portfolio. Developed and presented detailed briefs on nationally significant information to the highest levels of the U.S. government. Developed cost and affordability assessments for capability gaps across organization’s enterprise wide operations portfolio. Mitigated risks for $3B Polar capabilities acquisition through deep-dive operational performance and cost analyses.Led business process improvement project that developed and implemented the USCG’s Non-Major Acquisition Process (NMAP). Oversaw project task leads, accuracy and quality of deliverables and ensured the implementation strategy was executable and sustainable. Efforts decreased strategic acquisition work stream times by 25%. Established organizational workforce Acquisition Requirements Management Certification. Developed training and experience criteria for organization’s acquisition professionals that enhanced personnel knowledge base and credibility Mitigated risks across annual $1.35B acquisition budget. Process and certification adopted organization-wide and remains in use today.

Miami/Fort Lauderdale Area

Directed all operations for the ship and 20 crew members, oversaw $300K+ operating budget and parts inventory, as well as short and long-term operational planning, mission performance, maintenance, and support services (HR, Finance and Training). Turned around underachieving ship and crew, exceeded targeted operational goals by 10%. Implemented efficiency and process improvements by balancing operations, maintenance, training and personnel work-life.Attained highest operational availability rate among all similar classed ships by championing newly developed maintenance and sustainment program.Achieved 100%-unit readiness and positioned five personnel for promotion by initiating a comprehensive training program and qualification process that leveraged newly developed instructor, documentation and reporting procedures.

Miami/Fort Lauderdale Area

Managed and implemented innovative initiatives for 34 ships and 500+ personnel to include maintenance, operational deployment schedules, policy, safety and $1.5M annual maintenance and support budget. Project Manager for business process re-engineering and implementation project that developed a class-wide ship operational and maintenance schedule program that centralized operational scheduling, finance, maintenance and supply chain activities that resulted in a 2X increase in fleet operational hours and availability.Managed operational performance dashboard for a fleet of 34 ships. Conducted operational and maintenance trend analysis; provided recommendations on new courses of action and streamlined business practices.Collaborated between operations and logistics business units to facilitate work requirements for 8-10 annual ship maintenance (dry-dock/dock-side) availabilities.

Various Locations

Executive Officer USCGC MANITOU (Budget, Safety, Training) (2002 – 2004)Administration Department Head USCGC DILIGENCE (Human Resources, Budget, Medical Clinic, Purchasing and Food Services) (2000 – 2002)  Multiple Training and Operational Positions (1993 – 2000)

Master Of Science (M.S.), Management

Bachelor Of Arts (B.A.), Liberal Arts And Sciences/Liberal Studies