J David Thompson Email & Phone Number

Leesburg, Va, Us

Washington Dc-Baltimore Area

The Operational Excellence Society is a “think tank”dedicated to change agents who embrace the ideals of Operational Excellence, defined as the continuous and deliberate improvement of company performance AND the circumstances of those who work there — and working towards becoming a “High-Performance Organization”.

Virginia, United States

Highly Qualified Expert in implementation of process improvement initiatives, knowledge management, training development and facilitation in achieving overall operational excellence. DoD Acquisition and Planning, Programming, Budgeting, and Execution System (PPBES) expert. Highly skilled in communication at the highest levels of corporate and DoD Executive Leadership. Key consultant in developing Quality Management Systems as well as tailoring training and facilitation for dynamic and diverse groups.

Arlington, Virginia, United States

Primary Army Enterprise Advisor to Accenture Federal Services Army development team. Advised and assisted Accenture Leadership with development of Enterprise Solutions for Department of the Army G-3/5/7, DA G-4, DA G-6, DA G-8, as well as Forces Command and Army Futures Command. • Advised and assisted in the development and response to numerous Request for Proposals (RFP) focused on delivering a technology solution to the DoD. Win rate of 80% for all engaged programs. • Led Enterprise-level Business Process Re-engineering (BPR) efforts supporting Accenture Federal Services (AFS) Supply Chain Operations Directorate and all business groups as required. • Direct support to Supply Chain and Operations with emphasis on Process Excellence and implementation of process improvement operations baselining “As Is” processes and delivering “To Be” executable programs. • Key advisor to leadership on DoD Acquisition processes and their link to the Planning, Programming, Budgeting, and Execution System (PPBES) with over ten years direct experience supporting the Department of the Army Program Objective Memorandum (POM) process. • Advised and guided proposal teams on acquisition approaches to delivering SAP solutions.

Washington D.C. Metro Area

Led and supported Army Contracting Command’s Enterprise-level Business Process Re-engineering (BPR) Program supporting Army Materiel Command (AMC). Focused on delivering solutions which identified problems impacting the command and impacts on mission execution, sustainment, and readiness.• Developed the ACC L4C Pilot Program in under six months, facilitated and coordinated discussions with senior managers located at ACC APG, ACC NJ, and ACC HQ’s. • Designed, Developed, and Deployed the Lean for Contracting (L4C) Workshops based on Kirkpatrick learning model and agile techniques. Two-day workshops providing key training on ten defined CPI Tools which were immediately useful in improving process cycle time in Service Oriented organizations of the Army Contracting Command. • Trained over 2000 Army Contracting Command government and military managers and leaders in the tools and techniques necessary to succeed immediately in their daily operations.• Validated the PROSCI ADKAR model through the development and deployment of the Lean for Contracting (L4C) workshops. Workshops were tailored to the customer which enhanced their “Awareness” of the problems; the training empowered the participants increasing their “Desire”; shared “Knowledge” in understandable and applicable terms; capitalized on the participants “Ability”; and was immediately “Reinforced” by senior management as Value Add with immediate applications.• Employed the use of two-day BPR Workshops engaging upwards of twenty-five executive and senior managers to embrace, adopt, and employ industry ‘best practices’ in solving immediate problems and improving their overall effectiveness and efficiency.

Pentagon, Washington, Dc

Led Department of the Army G-3/5/7 Knowledge Management Program. Duties and responsibilities redefined as Knowledge Management Lead for the Army Secretariate. Designed, developed, and deployed KM Program for the Secretary of the Army and sixty-two Principal organizations including the USA, CSA, VCSA, SMA, and the five Assistant Secretaries of the Army.• Principal advisor to all Department of the Army principal staff organizations supporting the advancement and expansion of their individual programs. Advised senior Army Leaders in the Office of the Secretary of the Army, the Under Secretary of the Army, the Chief of Staff of the Army, the Vice Chief of Staff of the Army, and the Sergeant Major of the Army. Known personally by Senior Leaders in each office as well as their Staffs. • Facilitated the design, development, and deployment of the Knowledge Management platforms for the Department of the Army G-1, G-2, G-3/5/7, G-4, G-6, G-8, as well as 118 other supporting organizations in under 90 days.• Continuous process improvement expert with keen knowledge in the delivery and deployment of Business Process Re-Engineering solutions with extensive track record of delivering solutions quickly and effectively. Facilitated and mentored Army Black Belts in the development and completion of their process improvement projects.• Analyzed, developed, and deployed numerous technology solutions leading as Scrum Master and employing agile techniques. • Leveraged knowledge and understanding of the interrelated dynamics of the complexities of the Pentagon and their organizational dynamics to assist them with the design and deployment of their systems. Achieved 90% adoption by their employees.

United States

Active Duty Field Artillery Officer and US Army Reserve Officer serving in assignments both CONUS as well as OCONUS.

Pentagon

Department of the Army Continuous Process Improvement (CPI) Master Black Belt (MBB) responsible for advising Senior Army Leaders and achieving Enterprise priorities. Executed Enterprise level program and performance initiatives supporting Senior Army leadership priorities. Identified requirements for Army Leadership ARFORGEN readiness and designed initial draft for a “Knowledge Management Platform” which would provide real-time heads up display of Army Readiness as all Components of the Army Active; National Guard, and Army Reserve moved through their ARFORGEN cycles. System would become known as Enterprise Management Decision Support (EMDS). As Army G-3/5/7 Lean Six Sigma Master Black Belt coached multiple Lean teams, successfully delivering on-time, on-budget, and on-target solutions and improvements.• Led project team in a Rapid Improvement Event (RIE) to evaluate, design, and improve the cycle time for the HQDA G3 “Actual” critical information requirements from 44 days to 3 hours in only two months.• Facilitated the design, development, and deployment of an improved and flattened knowledge management system; an Executive “Dashboard”, which significantly enhanced leadership decision-making among Senior Leaders of the Army G-3/5/7.• Led team of analysts in quantitative examination of information developing prototype solution later employed to build Enterprise Management Decision System (EMDS).• Spearheaded an Organizational Re-design Change Management initiative which resulted in a flattened operational structure and the creation of the G3 Customer Service Center, providing Quality Customer Service, Best Value supporting 2450 military, government civilians, and contractors.• Mentored teams of Master Black Belts and Black Belts facilitating multiple enterprise level process improvement initiatives reducing cycle times by 25%, funding execution improvement by 30%, and error rate reduction by 50%.

Pentagon

Led the design, development, and deployment of an Army Information Technology system, “Enterprise Management Decision Support” (EMDS) which integrated twenty authoritative Army Data Systems and provided an executive level real-time ‘heads up display” to enable leadership reviews at the Executive/Senior Leaders level. Program purely employed agile development techniques supporting operational delivery in only 12 months. EMDS employed and derived its “heads up” display from use of external and internal Army Authoritative systems. System architecture and design later upgraded and enhanced under Department of the Army Leadership system: Army Vantage.• Delivered EMDS to Full to Operational Capability in six months, on time and on budget following data warehouse completion.• Facilitated senior leader discussions successfully gaining consensus to share previously ‘stove-piped’ proprietary information and integrate their systems into a prototype joint Army information solution.• Employed “agile” development methodology to deliver fully operational EMDS within twelve months as compared to the 24 months projected using spiral development methodology.• Developed an automated Army Readiness Visual Display which provided monthly updates to Senior Army Leaders reducing information collection from 500 manhours to instantaneous and real-time.• Designed and built a distinct Assistant Chief of Staff, Installation Management (ACSIM) display which linked three Army Management Information Systems. • EMDS followed all requirements for CMMI Level 3 Certification and employed user evaluation and testing and full prototype test and analysis.

Mclean Va

Business Development Executive responsible for the development of Pragmatics footprint and increased strategic presence in the Army Enterprise employing the ITES-2S contract vehicle. Leveraged knowledge of Army Programs, DoD Acquisition policies, and operational needs of the military force to deliver timely and representative services to meet customer requirements. • Enhanced Pragmatics market share within the Army space by 270% and $18 million in nine months.• Developed $250 million pipeline of Army and DoD opportunities.• Led Business Development and Capture for $13.5 million Office of the Surgeon General (OTSG) ITES-2S win; teamed with Nortel Government Solutions. • Executed successful capture and award of $3.5 million World-wide Port System (WPS) under ITES-2S contract; led by Pragmatics and teamed with CSC.• Increased ITES-2S team membership by 47% in six months.

Led project teams and provided executive guidance and consultation to Senior Army Leaders in the production of the Army’s PPBES effort in creating and submitting the annual OPTEMPO budget for the Army Reserve. The United States Army Reserve Operations Tempo Program (OPTEMPO) valued at $850 million per annum and additional programs valued at $150 million per annum were funded at an annual rate of 90%; as a result of the project teams streamlined, automated processes and subject matter expertise. Advised senior clients on dynamic funding issues critical to the defense of program requirements. Trusted Advisor to the Executive Leaders of the Army Reserve. Increased contractor support offering to the Army, growing the contract from $2.1 million to $2.85 million in two months.• Led USAR OPTEMPO program development through 24 cycles of the Program Operations Memorandum (POM) process as the Senior PPBES expert; achieving 90% of funding objectives.• Department of the Army Integration Lead for the Training Resource Model (TRM); Manday Resource Model (MRM); and Institutional Training Resource Model (ITRM). Secured required program funding more than $1 billion per annum. • Primary PPBES Subject Matter Expert and advisor for the Reserve OPTEMPO to both United States Army Reserve Command and Office of the Chief, Army Reserve.• Preferred keynote speaker for Army Reserve Logistics Conference in Orlando. Presented discourse on the linkage between funded OPTEMPO programs and execution initiatives within Pentagon; grew the program contract support requirement by 30%.• Led CACI Army Reserve OPTEMPO Program achieving customer satisfaction rating of 96% during performance evaluation (CPARS). Executed contract at 99.997%.

Fort Dix, Nj

Senior executive responsible for operation of the largest training fleet in the Continental United States Army in support of Operation Iraqi Freedom. Led over 500 Soldiers, government contractors, and civilian employees in the supply, maintenance, and operation of over 1100 tactical vehicles, multiple maintenance facilities, and equipment inventory valued in excess of $100 million. Execution of the program required full understanding of Army Supply Chain operations and use of full Market Intelligence capabilities to make buyer decisions ensuring parts were available on-time to ensure fleet readiness above 90%. • Achieved 90% operational readiness with only 15% of required maintenance personnel. • Reduced maintenance cycle time from 21 days to 3 days, though use of CPI methodologies • Executed logistics operations at Training Center “Dix” with 40% of authorized personnel.• Achieved 24x7 operations exceeding 200,000 man-hours with zero accidents and 100% accountability of $8 million in repair parts.• Sustained support to Army combat units resulting in over 1.3 million safe vehicle operational miles.• Fleet OPTEMPO exceeded 40,000 miles per week.

Bs, Business-Marketing Management

Activities and Societies: Virginia Tech Corps of Cadets Army ROTC

Master'S Degree, Business Administration

Military Studies

Lean Six Sigma - Black Belt

Lss-Master Blackbelt