Hal Moore Email & Phone Number

Springfield, Va, Us

Lorton, Va, Us

I have been an acquisition specialist assigned to the Chenega IT Information Services (ITES). I supported the Foreign Military Sales-Army Case Execution System (FMS-ACES), which was part of Army PEO Enterprise Information Services (EIS), PM Defense Integrated Business Systems (DIBS) My focus has been on managing the development of major acquisition documents supporting the future development of a new start program following the new DoDI 5000.87 Software Acquisition Pathway, which emphasizes Agile methodologies. These artifacts have included the Acquisition Strategy, Cybersecurity Strategy, Life Cycle Sustainment Plan, and software acquisition pathway status reports.

Mclean, Va, Us

I was a Lead Associate in the Consulting and Mission Operations functional service offering at Booz Allen and assigned to the Global Defense Group Navy Marine Corps account in Washington DC. I have provided acquisition support services for Navy Enterprise Networks (PMW 205) and Program Executive Office-Enterprise Information Systems (PEO-EIS), which was split into two new Navy PEOs in 2020, PEO-Digital and Enterprise Services (Digital) and PEO-Manpower, Logistics, and Business Solutions (MLB). I have supported market exploration and proposal efforts involving the Navy Marine Corps and Joint Combatant Command Accounts within Booz Allen, as well as Booz Allen Acquisition Center of effort activities. The Acquisition Center team, based at 20 M Street in Washington D.C., consists of deeply knowledgeable individuals who vet acquisition policies, new acquisition approaches, and act as a resource for business development. Within PEO-MLB, I was the Booz Allen Acquisition Lead supporting the Deputy PEO for Acquisition. The systems and solutions that PEO MLB develops, acquires, and delivers are the backbone enabling the Department of the Navy (DON)’s day-to-day administrative, business, and financial operations.

I supported the Deputy CIO for the Office of Personnel Management (OPM) in establishing an Enterprise Program Management Office (EPMO), as well as developing an enterprise architecture and governance framework for the Office of the Chief Information Officer (OCIO). I managed a combined Citizant and EY team to: • identify the current state of architecture and governance for OCIO through document analysis and interviews; • develop a future state template for the OCIO, with targeted improvements in processes and policies designed to maximize in maturity levels based on Capability Maturity Model (CMMI), Federal Information Technology Acquisition Reform Act (FITARA), and Federal Enterprise Architecture Framework (FEAF) models, as well as resolve FISMA audit deficiencies;• construct a model for initiating an EPMO around a monthly performance review briefing, prioritization of governance initiatives to develop, and deploy “SWAT” teams as needed to assist ailing project managers; • respond to Citizant business capture opportunities and develop marketing strategies for program management related inquiries and proposals.

I supported the Director of Multi-Channel Technologies (MCT), which was established in 2017, as a new directorate within the Veterans Administration’s Veterans Experience Office (VEO). As a principal consultant, I: • worked with a 10-person contractor and government team to conduct research, analysis, and development of a strategic plan. This plan was linked to a new Secretary of Veterans Administration (SECVA) Strategy for 2018-2024 as well as a Veterans journey mapping construct. This project also included the development of ancillary strategic planning documents, such as mission and vision statements, Strength-Weakness-Opportunities-Threats (SWOT) analyses, and goals and objectives; • supported a government lead and participated in a planning group for the parent VEO organization to develop a VEO Operations Plan; • collected status documents for over 20 MCT projects into a monthly VEO Performance Review Board (PRB). This effort involved developing key performance indicators and performance metrics for the projects; and• developed a multi-year (five year) budget justification plan for MCT’s future funding; and• created governance structure to support the Veterans Administration role as the lead agency in customer experience.

I completed various short-term projects for various clients, including program management plans, test and evaluation master plans, data analysis services, presentations, and translations of documents into French.

I served as a program manager for the Defense Health Agency (DHA) Inventory Assessment and Management Support (IAMS) contract. During the course of the contract, I supervised a team of Spartan and KPMG subcontractors in developing DHA’s first general equipment policy, including information technology equipment. My team also developed an inventory assessment to support a first ever property inventory at DHA. Part of that assessment included developing assertion arguments that DHA’s inventory standards were compliant with Office of the Secretary of Defense (OSD) Comptroller guidelines for financially auditable standards governing property and inventory. This ongoing effort received praise from the DHA Director’s office, resulting in a request to expand the scope to include real property, such as buildings, as well as internal use software.

Los Angeles, Ca, Us

I served as a lead instructor for ASA, the nation’s largest sailing association, and Navy Sailing, where I am rated as an instructor for large offshore sailing vessels, including those racing, in all conditions, and certified to operate my own sailing school. I: • accumulated over 10,000 oceanic miles in the western Atlantic, qualifying over 200 people at various ASA and U.S. Sailing levels. • volunteered as a skipper/instructor at the U.S. Naval Academy, sailing their Navy 44 Offshore Sail Training Vessels with midshipmen crews between Annapolis, Newport, and Bermuda.

Mclean, Va, Us

I served as a multidisciplinary systems engineer in the Integrated Missile Systems Division (E600). I: • completed an extensive study on the impact of overhead costs that was a part of the annual Director of National Intelligence Senior Acquisition Executive’s Program Management Plan submission to Congress in January 2010; • as a member of DNI-SAE staff, supervised acquisition programs, document deliverables, and milestones A through C for the equivalent of ACAT I programs at NSA, NRO, NGA, DIA, and CIA; • drafted responses to several congressional mandates regarding Nunn-McCurdy breach compliance and its impact on intelligence community major systems acquisitions; • mentored over 15 different initiative coordinators/program managers at one agency, resulting in actual contracts that were concluded at a cost within 10% of the original estimate;• served as the group lead for MITRE’s support to Aegis Ballistic Missile Defense (BMD), responsible for planning battle management data exchange, satellite communications, space cueing, and link interoperability;• managed requirements rationalization between Aegis BMD and other missile defense programs, preventing several potential conflicts. Requirements development concentrated on Overhead Persistent Infrared (OPIR) cueing, discrimination, and identification functions sufficient to support launch -on -remote (LOR) engagements from missile defense systems, primarily Aegis BMD. Much of this focus concentrated on the Space Tracking and Surveillance System (STSS).

Mclean, Va, Us

I served as a program manager in the Economic and Decision Analysis Center (EDAC). From 2004-2011, I was the lead for the Center for Acquisition and Systems Analysis (CASA)’s Program Management Technical Team, which grew from 40 to over 80 professional staff during my tenure. As the Tech Team Lead, I invigorated the organization into an active and well-attended group that completed studies on acquisition reform and initiated improved information tools, including an electronic newsletter, to keep MITRE leadership informed on acquisition trends and changes. I served several agencies and programs in the national security arena. I: • created several program offices to manage many projects, putting into place program management plans, detailed financial documents, a risk management process, and other programmatic plans;• worked with matrixed functional development teams to design effective work packages and earned value metrics using Agile methodologies and ITIL processes; • in response to requests for a “recipe” on how to build a program management office (PMO), developed “PMO-in-a Box”, which described in detail how to build a program for the entire life cycle of an IT project.• conducted an architecture study of major Intelligence Community (IC) agencies that use intelligence community email. • participated in a contract development team to replace 15 expiring contracts to support an IC organization with over $250 million in annual contract spending. My team participated in pre-solicitation research, developing sourcing strategies, management of the solicitation, receipt and evaluation of offers, award preparation, and evaluating vendor performance. • as Project Controller for a $130 million intelligence community program, (MAIS ACAT IA equivalent), I resolved what had been the confused and chaotic financial management of the program. • developed successful budget funding requests, as well as integrated financial systems.

Dublin 2, Ie

Hal was a manager in the Federal Market Unit (Supply Chain Management Competency) with the Washington D.C. Accenture office, primarily supporting government clients in the national security arena. Hal: • Supervised an integrated government and consulting team tasked with writing the procurement blueprint for a major software reengineering product that took place over five years. This deliverable was used by the configuration team to configure the principal software products (SAP, PD2, and Manugistics) for the ultimate solution. • Led a major government agency in passing one of the first audits of a major government agency by the General Accounting Office (GAO) for Capability Maturity Model (CMM) compliance. Hal organized the strategy, work plan, and documentation necessary to pass the audit. The program set the standard in complying with the CMM requirements, achieving levels of full compliance or excellence in 95% of categories. It received significant press attention in the federal press, as it followed several unsuccessful CMM audits at other major federal agencies. The success of the review was documented in a GAO report (GAO-02-09 DLA’s Acquisition Maturity). At his first Accenture project, he supported the Department of Education’s Office of Student Financial Aid Programs (OSFAP), which had not previously used a structured IT acquisition approach before. The OSFAP was saddled with a proliferation of stove-piped IT systems and architectures that were dissimilar, when it decided to purchase a proprietary Accenture software product for a solution. Many of the department’s managers had recently transferred from the Department of Defense (DoD), where they were familiar with DoD acquisition models. Hal helped Education leaders, both on the government and contractor sides, to bridge the diverse paradigms between Department of Education practices, Accenture methodologies, and DoD models.

Washington, Dc, Us

Hal served on cruisers, destroyers, frigates, and afloat staffs charged with protecting aircraft carrier battle groups from air and cruise missile attacks, prosecuting submarines, and operating offensively in strike warfare roles. He:• Qualified and served in all of the major officer surface warfare officer billets and watch stations found on a surface warship, supervising more than 200 officers and men in ships worth over $300 million. • Made numerous deployments to the Mediterranean, North Atlantic, and Southwest Asia regions, conducting extensive operations tracking Soviet submarines in the Atlantic and Mediterranean and coordinating Tomahawk strike missions against Iraq. Won the Battenburg Cup, which is given to the best warship in the Atlantic Fleet. • After serving on one of the first warships equipped with the advanced SQQ-89 system, winning the Sixth Fleet Top Ship award, Hal attended the Naval Postgraduate Schools Underwater Acoustics program, where he specialized in signal processing, advanced mathematics, search theory, and the physics of underwater sensors.• Enforced several United Nations resolutions directed at the former Yugoslavia and Iraq, including the boarding and inspecting of hundreds of commercial ships, as well as securing the airspace and sea lanes in the areas governed by those resolutions.

Washington Navy Yard, Dc, Us

The Undersea Weapons Program Office was responsible for acquisition, testing, tactical development, logistics, foreign military sales, and life cycle management of all naval torpedoes and associated systems. Hal:• Directed, coordinated, and executed the maintenance of an inventory of $2.8 billion in torpedoes. • Developed maintenance policies, including production workload, quality efforts, and budgets, and quality assurance direction for 6 maintenance facilities around the world, with an average of 50 employees each. • Managed a geographically distributed staff of 35 personnel assigned to the Naval Underwater Warfare Center (NUWC) in Keyport, WA and Newport, RI, in support of the Torpedo program. • Conducted extensive foreign military sales assistance efforts, and made several overseas visits to several allied nations to establish partnership efforts in torpedo acquisition and development.• Developed pre-solicitation and award acquisition documents for the MK 54 Hybrid Torpedo program, as well as test plans for MK 50 and MK 48 ADCAP torpedo variants. • Supported the various DOD milestone reviews for the initial development of the MK 54 Hybrid Torpedo.• Led a working group responsible for tactical development and exercise planning for Navy Torpedoes, which included planning and executing several torpedo exercises both in the U.S. and overseas.

Master Of Business Administration (Mba)

Program Manager'S Course, Project Management

Master Of Science (Ms), Undersea Warfare, Underwater Acoustics

Bachelor'S Degree, Economics