Henry (Hank) R. Wiese Email & Phone Number

Pentagon, Arlington Va

Embedded in the Pentagon supporting HQDA G8, DOR FDP as lead action officer for the G8s Equipment Requirements Evaluation Board (ERVB) equipping process for Table of Distributions and Allowances (TDA) units via intense staffing and analysis of requests with Staff Synchronization Officers (SSO) through Council of Colonels (CoC) (O6/GS15) level review and General Officer Steering Committee (GOSC) final adjudication. Personally brief the DOR Senior Executive Service (SES) monthly regarding ERVB equipping issues. Train G8 for SSOs on how to complete the monthly ERVB staffing action. Conduct technical, financial, and operational analysis of Force Design Update (FDU) and TDA Concept Plans for equipping issues and coordinated across the ARSTAF and ACOM staffs for approval of requirements and authorization documents. Perform review, edit, and analyzed proposed Army modernization, Modular Force conversion, transformation, equipment midterm fielding, DoD and Army guidance documents for force impact providing government recommendation. Keen understanding of how the Army runs, how the various organizations within the Army interact, and what policies have been enacted in the past as well as thinking strategically how best to support the Army. Routine coordination with other Army and ACOM staffs with presentation of information to DOR for use by senior officers on the Army staff and other agencies as appropriate. Provide HQDA G8 the knowledge base and source of information regarding the Army Equipping Strategy needed to prepare input for the Army Campaign Plan (ACP) brief to the Chief of Staff, Army (CSA).

Arlington,Va

Supported the US Army Training and Doctrine Command (TRADOC) G9 in its role as the Army lead for strategic engagements for Army force management activities. Built prototypes for the CSA of selected Army force structure for his vision of an Army Capabilities White Book. Produced an information paper on Training and Doctrine Command (TRADOC) Requirements Determination – 1996-2001 to assist with National Commission on the Future of the Army analysis, for the CDR TRADOC and the CSA. SME and representative for G9 to the Army Transformation Office (ATO) Army Reorganization (Equipment) and All Things Europe (Equipment) OPTs. Provided technical and analytical support and documentation for the integration of the full range of force management activities from unit to Army level required for the current and future force, and associated initiatives by analyzing, assessing, and documenting DOTMLPF-P integration. Provided analysis, documentation, and planning support for executing and sustaining the modernization of the institutional training strategy for Army formations. Provided senior-level reviews, evaluation and documentation of the full range of force management-related activities prior to review by the Army leadership. Reviewed of technical acquisition and resource management analysis and develop products that ensure adequate process and procedures for current or future program support plans. Provided subject matter expertise for product, unit, and Army level acquisition, science and technology, logistics, and budget analyses.

Pentagon, Arlington, Va

Supported HQDA G8, DOR FDP as lead action officer for the G8s Equipment Requirements Evaluation Board (ERVB) equipping process for Table of Distributions and Allowances (TDA) units via intense staffing and analysis of requests with Staff Synchronization Officers (SSO) through Council of Colonels (CoC) (O6/GS15) level review and General Officer Steering Committee (GOSC) final adjudication. Briefed Senior Executive Service (SES) monthly regarding ERVB equipping issues. Developed and implemented an ERVB training module internal to the G8 for SSOs on how to complete the monthly staffing action resulting in a dramatic improvement of the product reviewed by the CoC and GOSC. Taught this module at the Army Force Management School at the TRADOC approved SSO Course, Ft Belvoir. Conducted technical, financial, and operational analysis of Force Design Update (FDU) and TDA Concept Plans for equipping issues and coordinated across the ARSTAF and ACOM staffs for approval of requirements and authorization documents. Performed review, edit, and analyzed proposed Army modernization, Modular Force conversion, transformation, equipment midterm fielding, DoD and Army guidance documents for force impact providing government recommendation. Keen understanding of how the Army works, how the various organizations within the Army interact, and what policies have been enacted in the past as well as thinking strategically how best to support the Army. Routine coordination with other Army and ACOM staffs with presentation of information to DOR for use by senior officers on the Army staff and other agencies as appropriate. Provided HQDA G8 the knowledge base and source of information regarding the Army Equipping Strategy needed to prepare input for the Army Campaign Plan (ACP) brief to the Chief of Staff, Army (CSA).

Baltimore, Md

Implemented program, maintenance, and customer service fixes to create renaissance of a failed Boy Scout Reservation (three year round camps) totaling over 2,000 acres which serves over 10,000 Scouts and leaders annually. Took from concept to reality an off-site waterfront program area successfully building, staffing, and creating new program opportunities. Developed through professional and volunteer support web based access to information on programs available for youth ages 7-18. Marketed these new programs to increase current summer camp attendance by 15%.

Kabul, Afghanistan

Mentor, trainer to the Afghan Air Force (AAF) A7, Force Management General Officer and staff while providing Force Management and Training support to the Combined Security Transition Command - Afghanistan (CSTC-A), NATO Air Training Command - Afghanistan (NATC-A) in the creation and development of the future AAF. Led a Major Redesign of the AAF consisting of a force structure of 8,046 spaces based on the strategic 2015 Aircraft Acquisition and Basing Plan to gain efficiencies, streamline roles and functions, and the command and control structure in order to man, train, and equip for new capabilities. Created separate operational and organizational concepts for twenty units within the AAF. Built a system of Military Occupational Skills (MOS) and Additional Skill Identifiers (ASI) to document qualifications in writing to build AAF SmartBook. Standardized position titles and developed standard duty position descriptions for the force. Developed and implemented processes to improve the functionality, communications, and coordination with the USAF Wing-level staff sections to support AAF force management, accessions, assignments, and training functions.

Chantilly Va

Led a team that created the first Army tactical Space Forces by providing qualitative and quantitative analyses products, conducting strategic planning and research in support of the United States Army Space and Missile Defense Command, Future Warfare Center, Directorate of Combat Development-Force Development (USASMDC FWC DCD-FD). Daily engagement to build relationships with internal and external shareholders for problem solving, capability gap analysis, concept development, evaluation, and integration of Doctrine, Organization, Training, Materiel, Leader Development and Education, Personnel, and Facilities (DOTMLPF) solutions for Army Space / Ground-based Missile Defense (GMD) forces. Success accomplishing two Major Redesign Initiatives, over a three year period for Space forces, resulting in Force Design Updates (FDUs) to maximize efficiencies of operational forces. Produced detailed organizational / operational concepts and staffed those through the FDU and Total Army Analysis (TAA) process. Served in the Pentagon as a Staff Synchronization Officer (SSO) in the Force Development Fires Division (FDG), Directorate of Requirements (DOM), Army G8 responsible for distribution and tracking of Fire Support Systems. Program Manager of acquisition focused Independent Assessment Panels (IAP) consisting of retired General Officers and senior Department of Defense officials in support of the Army programs. Post Katrina, conducted detailed review and revision of the U. S. Army Corps of Engineers (USACE) emergency management team force structure providing analysis and recommendations to enhance capabilities through proper assessment of required skill sets to ensure mission accomplishment. Created for the Office of the Secretary of Defense (OSD), Defense Language Office a working concept for a Joint Service Language Corps, a joint unit of language and cultural awareness professionals available to meet Combatant Commands (CCDRs), Services, and Defense Agency requirements.

Mechanicsburg, Pa

Successfully directed a Council-wide annual fund raising campaign at family, community, and board/corporate levels to meet a budget in excess of $3.5M. Attained success by recruitment of new key volunteer leadership to spearhead the annual fund raising campaign, special events, and through intense personal coaching of professional and volunteer staff. Personal solicitation of single board member gifts in excess of $15,000. Exceeded a special event goal of $205,000 by raising $256,505, of which 20% were new contributors. Created a campaign theme and materials to include narration and endorsement by local TV personality. Created scripted presentation methodology, and presentation kits for volunteer use which resulted in beating the previous year’s family goals. Experience conducting community outreach through speaking engagements at special event programs that involved planning, designing, developing, and tracking results to educate the public on a regional level to promote BSA brand awareness to alumni and general public with the intent of generating funds, visibility, and public awareness. Success in grant writing from both public and private sources with single source funding of $75,000 for support of at risk youth program. Led the turnaround of a district operation as a Senior District Executive through increased volunteer recruitment by building and maintaining strong working relationships with community leaders which resulted in earning the Quality District award two years in a row and exceeding all National BSA standards for manpower, money, membership, and program. Additional summer duty for four years as Program Director of summer camp responsible for taking a flagging and failing program and within two summers creating a revitalized outdoor experience which maxed out capacity during most weeks. The renaissance of the staff and program was referred to by volunteers in the Council as being, “Wiese-R-cized”.

Harrisburg, Pa

Expanded market share of a division of an international market research firm through focused leadership, supervision, proper administration, training, and development of a staff of 45 full and part time employees spread out over the eastern half of PA collecting accurate market research data. Successfully administered an annual budget of over $300,000. Personal experience and success negotiating with individual stores and chains for access for data collection and was sent into other markets to teach managers and do additional negotiations in new territories often with the use of a language translator for Spanish or Korean.

Conus/Oconus Assignments

Detail oriented leadership of diverse organizations including command and operations staff assignments provided an exceptional background in management, leadership, operational and tactical planning, problem solving, and decision-making. Directly supervised and trained workforces, some exceeding 300 persons. As a company commander in 82d Airborne Division in a multinational peace keeping effort for the Multinational Forces and Observer mission in Sinai supervised facilities and equipment valued in excess of $10M and the Infantry Training Brigade at Ft. Benning GA trained over 1,280 Infantry soldiers. Senior Instructor at Officer Candidate School trained in small (50) to large (250) group instruction. Successfully coordinated all billeting on MFO South Base Camp of approximately 2,000 officers, NCOs, soldiers, civilians and operated guest VIP, officer, and NCO billets through an international staff to ensure buildings, grounds, rooms, and furnishings were maintained. Provided direct technical, workload assignment and administrative supervision to military and local indigenous personnel planned, and assigned work based on priorities, selective consideration of the difficulty, the requirements, and the capabilities of subordinates. Evaluated work performance of subordinates. Determined requirements and managed the preparation, maintenance, and execution of the budget and resources used in support of assigned facilities and infrastructure. Joint duty assignment with the United Nations Truce Supervision Organization (UNTSO) as a Military Observer in Egypt and Operations Officer (S3) in Israel and Syria broadened the ability to work successfully with diverse groups of military and civilian staff. Infantry Training Advisor to PAARNG Infantry Brigade, a force of over 1,500, by conducting annual training evaluation and improvement. During Operation Desert Storm trained, convoyed, and deployed via sea and air of over 50 Army Reserve and Army National Guard units.

Philadelphia/Munhall Pa

Achieved goals through successful manpower recruiting at a corporate level for volunteers for the extension of programs and to reach fund raising goal of $50,000. Implemented leadership training for adults through supervision of volunteer staff. Increased youth membership within the district by 7%.

Philadelphia, Pa

Hired as a part timer while in college and promoted twice within the first year as a full time employee. Core team member during the rapid expansion of a company that went from one to five stores. Supervised an in-store sales forces of up to 15 employees. Established and conducted company-wide training regarding product knowledge and sales techniques. Conducted detailed annual inventory.