James Biddle Email & Phone Number

Federal employee responsible for leading the Office of Electronic Health Record Modernization (OEHRM) Risk Management Team

Volunteer Firefighter and Emergency Medical Technician (EMT-B) responsible for responding to 911 calls for fires, medical emergencies, vehicle accidents, and other events. Additionally, we provide community outreach and fire education in and around Sterling, Virginia.If you're interested in serving the community and building strong bonds with good people, you can learn more about how to do so at www.joinsterlingfire.org.

● Managed delivery of the VA’s journal voucher reduction plan, which implemented corrective actions aimed at reducing the overall use of JVs by VA, resulting in an overall reduction in the use of JVs by more than 50% across multiple VA administrations.● Lead an accounting team that included federal government and contracting personnel in multiple administrations to identify and reduce Antideficiency Act (ADA) violations. The development of an ADA violation identification process resulted in the ability to pinpoint regular sources of violations and apply targeted corrective actions that reduced the overall number and dollar value of violations, thus allowing VA to more accurately align federal funds to program needs.● Established plans with defined deliverable dates and touchpoints and milestones that broke down large goals into smaller actionable tasks assigned to specific individuals and organizations that were then monitored, with results being made available to internal and client leadership upon request.● Served as the account lead for 11th Hour Service, supervising company employees’ accounting work streams and deliverables. Ensured the client expectations were managed while providing leadership and mentorship to team members and keeping project expenses within budget.● Analyzed processes and created process flows/maps, noting critical risk points and developing corrective action plans to remediate identified issues, resulting in reduced risk/exposure to the client.● Responsible for reviewing the work of peers and subordinates for accuracy, content and relevance before final submission to the client for acceptance.

Mclean, Virginia

● Led the Operating Materials and Supplies (OM&S) Ordnance audit readiness initiative in support of Department of the Navy (DoN) Financial Improvement Program (FIP) at the Washington Navy Yard. Responsible for tracking project timelines, milestones, and deliverables utilizing MS Project in coordination with outside segments and government clients.● Reviewed property audits of DoN commands and DoN property policies/SOPs to discover the root cause of DoN’s ordnance accountable property system of record (APSR) inability to maintain supportable valuations of the estimated $40B in assets controlled by the Navy. Lead the initiative to implement corrective actions to resolve valuation and accountability issues.● Managed relationships with multiple Navy commands and contracting companies across geographically disparate locations, coordinating a more unified message and seamless product delivery to the final government client.● Coordinated with multiple DoN Commands to document Navy’s Ordnance procurement process, inventory controls and security processes, developed multiple white papers outlining processes for the Navy’s audit readiness efforts.● Scoured internal company unpaid invoice backlog, contacting appropriate individuals in order to reinitiate/expedite stalled payments that had fallen off the radar, resulting in $1.8M of recovered revenue.● Participated in multiple proposal initiatives, creating technical ability and past performance language that was featured in multiple proposals and bids.

Virginia

● Selected by the Battalion Executive Officer to serve in a position ahead of peers and above pay grade as Battalion Future Operations Officer in the S-3 Operations Section, responsible for the planning and organization of work assignments for up to five infantry companies and one forward support company, totaling over 600 soldiers.● Managed information and acted as the command and control nexus for the Division, coordinating the movement and logistics/supply of subordinate brigades, relaying this information to the Commanding General, and executing his vision while he was not present.● Served as Battle Captain for the 29th Infantry Division’s first Warfighter Exercise (WFX), a million dollar per day training operation using multisource intelligence assets to coordinate the movement of Light Infantry, Armor, Aviation, and Supply assets.● Served as Battalion Operations Officer during Annual Training, responsible for the management of six companies during field operations and the Battalion’s live fire platoon validation, acting in a position two levels above pay grade.● Established maintenance standard operating procedures that elevated operational rate of combat fleet from 72% to 94% and decreased the amount of time required by 30% to repair and reset vehicles returning from missions.● Devised an innovative compressed turn-in schedule for hundreds of pieces of Theater Provided Equipment (TPE) to include vehicles, buildings, and other essential equipment during the expedited troop drawdown in Iraq, while maintaining combat operations and readiness.● Tracked the physical location and condition of $20M worth of equipment and conducted regular property audits to verify accountability and serviceability of equipment.

• Served as Program Manager standing up a new team supporting the Navy FIP effort at FMO-22, responsible for approving hours and expenses for direct reports, as well as reviewing the invoices for accuracy before submitting to the client for payment.• Performed yearly evaluations for employees, as well as formal and informal mentoring in order to share experiences gained over time with other employees. Worked to develop empowered employees capable of initiative and making tough decisions within guidelines set at initial inbrief. • Stood up a dedicated business development team focusing on the Office of the Secretary of Defense (OSD) and its subordinate agencies.Actions included establishing standard operating practices by which opportunities are located, evaluated, selected and captured, and leading regular meetings with the capture team.• Took charge of a stalled program, revising and redesigning the 266 page “Marine Corps Financial Management Standard Operating Procedure Manual” also known as the Marine Corps Order (MCO) 7300.21A, which dictates USMC financial policy and USMC SOPs.• Created a multi-month PoAM to organize the MCO 7300.21A revision into weekly deliverables, and managed the submission of said deliverables to the client for review and approval before consolidation into the final omnibus.• Led the MCO 7300.21A program to completion, after having been stalled for over four years without progress. • Wrote policy regarding Navy On Top and Field Level Journal Vouchers (JVs and FLJVs, respectively), as well as Standard Business Transactions (SBTs), and then cross-referenced these policies against GAAP, FIAR, DoD FMR, OMB A-123, and other standardized accounting practices in order to ensure DoN policy compliance.• Built relationships with clients that allowed for the free flow of information and trust. The client has commented on multiple occasions that my project was the smoothest and best contract that they had experienced with contractors, ever.

• Preformed regular internal control property audits (both existence and completeness testing) as well as discovery interviews in support of the US Army Financial Improvement Plan’s OM&S team. • Conducted multiple autonomous small team two-week site visits to CONUS and OCONUS installations, requiring advanced coordination with installation staff as well as logistical support for staff.• Used MS Excel pivot tables and other tools to review army assets at select installations and then select statistically relevant samples to be evaluated to ensure compliance with Audit Readiness requirements.• Completed deliverables documenting site visit findings, including business process flow charts, Test of Design (TOD) and Test of Operating Effectiveness (TOE) assessment documents, Internal Control Test Results workbooks, and Existence and Completeness (E&C) Test Results workbooks in accordance with Financial Improvement Audit Readiness (FIAR) guidance.

• Screened and selected potential Triple Canopy employees, while fostering relationships with customers in order to build trust and open lines of communications.• Leveraged relationships built with customers to find positions that were the best possible fit with each individual, yielding the best returns and most satisfaction possible for all parties concerned.• Develop and expanded an applicant pipeline through relationship building and applicant referrals.• Hired as an independent contractor to fill an anticipated three month gap, but due to successful work output, was kept on the job for over seven months. • Received a certificate of appreciation and challenge coin from the Baghdad Embassy Security Force (BESF), presented for hard work, patience, positive attitude, professionalism, and “going beyond your duty”.

• Implemented internal controls, ensuring contract rates and terms were followed correctly in BAH time management and accounting systems.• Consulted with Contract Administrators and Program Managers to ensure contracts were applied properly and requested work was within the scope of the contract.• Coordinated with Billers to ensure invoices were processed correctly and paid in a timely manner, resulting in money saved and a minimum delay on payment to the firm.• Reviewed funding levels and labor rates for accuracy, and developed contract modifications in order that resolved discrepancies.

Infantry And Armor Captains Career Course

Military training and education course for U.S. Army officers held at Fort Benning, Georgia. This course is a compressed version.

Bachelor Of Business Administration (B.B.A.), Finance, General

Activities and Societies: US Army ROTC, Alpha Phi Omega