James Hruska, Cgfm Email & Phone Number

Tysons Corner, Virginia, United States

Eberle Communications Group (ECG) has over 50 years of experience in the direct response fundraising industry. We value both our clients and our employees. In December 2019, ECG transitioned to an Employee Stock Ownership Plan (ESOP) which is 100% employee owned.As the CFO, I am responsible for all traditional CFO duties and roles to include financial reporting, financial oversight to include final decision on expenditures, and ensuring full compliance with all ESOP regulations and laws. Additionally, I am the supervisor of the HR Director, and VP of Customer Relations. Elected to the Board of Directors where I serve on the Finance and ESOP committee, and Compensation Committee.Specific accomplishments:- Negotiated a change in health care providers which enhanced employee's health care while reducing the cost to both the employee and to the company by 15 percent.- Shortly after being hired, I identified and corrected long standing administrative and fiduciary shortcomings in the company's 401K. The end result was a completely revamped plan which complied with all federal laws and regulations while also enhancing employees' investments options, and employee's satisfaction with the administration of the 401k plan. Additionally, the new 401k plan reduced the company's fiduciary risks and lowed administrative costs.- Negotiated a new office space lease seizing on market trends in the local commercial real estate to increase office space by nearly 30% while lowering overall rent cost. The additional office space was required to continue our growth strategy.

Silver Spring, Maryland

As Portfolio Manager/Budget Director, I oversaw NWS budget formulation, execution, financial reporting & internal controls for the Analyze, Forecast, and Support (AFS) Portfolio. AFS' budget is half of the NWS total budget and funds two thirds of the staff, 150 facilities, and all weather forecast operations. I was the primary advisor to the AFS Director and Chief Operating Officer on agency planning, budgeting, and financial matters, serving as an honest broker and providing information and analysis as needed. Additionally, I supervised and managed support over the work of the AFS front office to include staff development, performance, workload management and process improvement.

Norfolk, Virginia

Responsible for the execution of a $579M annual budget to maintain, man and operate the Navy’s 14 ammunition ships. Solely responsible for the development and promulgation of U.S. Navy policy related to the maintenance and safe operations of these 14 ships. Directly supervised 8 federal civil servants.• Upon being hired, quickly corrected a projected end of the year budget deficit of $22M. Identified $17M in pending expenditures that could be postponed to the next fiscal year without impact to mission objectives and $5M in accounting errors which together brought the program within fiscal limits.• Developed and promulgated a $579M FY17 budget which includes ship crew’s salaries, ship maintenance and fuel cost. Budget plan ensures the 14 assigned ships were mission ready and in full compliance with all federal regulations, military policies and collective bargaining agreements.• Coordinated briefs with the U.S. Coast Guard and American Bureau of Shipping (ABS) which resulted in the quick approval of policy changes.

Us And Overseas Assignments

Served for over 29 years on active duty. Obtained the rank of Captain, U.S. Navy.Surface Warfare Officers are involved in virtually every aspect of Navy missions; Antisubmarine warfare, anti-air warfare, anti surface warfare, land attack, theatre air missile defense, support for Marine Corps and Navy Special Warfare SEAL missions, communications, damage control, and shipboard management all rely on the knowledge and expertise of Officers in the Surface Warfare community.Assignments spanning the last 10 years of my active duty Naval career are listed below this entry.

Washington Dc

Developed and executed $15 billion budget which prioritized and supported Department of Defense mobility, sealift and combat logistics requirements. Directly supervised 14 civilian and military personnel. • Co-chaired Operational Process Team (OPT) that led Adaptive Force Package innovation efforts that expanded small surface combatants and auxiliaries ships’ capability to permit the Navy to get more productivity without buying additional ships. OPT consistent of over 20 organizations. Results lauded by the Secretary of the Navy.• Led the Navy’s Ready Reserve Force (RRF) Service Life Extension initiative in developing a recapitalization strategy. Coordinated with Department of Transportation’s Maritime Administration (MARAD) to identify six “best candidates” for service life extensions resulting in these ships service life being extended by five years. This had the effect of the RRF continuing to support the military requirements further into the future than initially projected and allowing the time for supporting acquisition strategies to mature.• Pursued non-traditional acquisition strategy for purchasing the next generation ocean-going tugs which saved the Navy over $200 million. • Oversaw budget development and Joint Capabilities Integration and Development System (JCIDS) approval of a multi-year, multi-billion dollar ship acquisition program. Program received Joint Requirements Oversight Council (JROC) approval on schedule.

Singapore

Controlled, scheduled and administered Department of Defense ocean transportation of fuel, ammunition and cargo in the Western Pacific and Indian Oceans. Supervised and oversaw eight geographically dispersed commands supporting shipping operations. Prepared budget estimates and administered allotted funds. • Flawless operational record. No missed commitments. Over $1 billion worth of cargo and fuel delivered annually.• Led all operational planning, scheduling and mission execution of 45 ships operating under Military Sealift Command (MSC) to include civilian vessels operating under time and voyage charters. Responsible for the satisfactory execution of 27 cargo preference act contracts valued at over $52 million.• Ensured all U.S. Coast Guard (USCG) safety and training requirements, regulations and environmental standards were strictly complied with on all ships and by the 2,000 assigned civilian mariners. Zero USCG safety or environmental violations during my two year tenure. • Ensured all DoD cargo transported by sea was in compliance with all applicable cargo preference laws, to include the Military Cargo Preference Act. As United States Transportation Command’s (USTC) principal liaison in the western Pacific, I conducted outreach activities with senior military staffs in theater enhancing their understandings of Civilian and Contracted Mariners and the U.S. merchant fleet’s role in national security. • Implemented service contract and IT cost saving measures which reduced headquarters’ staff budget by over 20% without negatively impacting command’s output or readiness. • Developed and executed logistical support plan for the first ever Littoral Combat Ship (LCS) western Pacific deployment which resulted in smooth transition of a new warship class into fleet operations.

Washington D.C.

Led a four person branch which provided analytical support in developing a $4.5 billion annual budget balancing available funds against Department of Defense mobility, sealift and combat logistics requirements.• Led several strategic-level studies which identified corrective action for a long standing logistical vulnerabilities and deficiencies.• As the Navy lead for the 2012 Mobility Capability Requirement Study (MCRS), coordinated with the Office of the Secretary of Defense (OSD), Joint Staff and U.S. Transportation Command (USTC) in establishing the size of the strategic sealift force. Study examined organic, surge and sustainment cycle times and informed ships numbers for the MSP and Voluntary Intermodal Sealift Agreement (VISA).• Led the analytical effort which resulted in the approval of two $4.5 billion Sponsor Proposed Plan (SPP) during the FY 13 and 14 Planning, Programing, Budgeting and Execution (PPB&E) Cycles.• Established parameters for a simulated war game which refined key performance parameters (KPP) for the Navy’s new Fleet Oiler acquisition program contributing to the program remaining affordable.

Baghdad, Iraq

Administered and coordinated a 200 person joint U.S./British command in advising, mentoring and training Iraqi Naval Forces at all levels. Developed and executed a training plan which transformed the new Iraqi Navy into a capable and responsive Navy able to protect maritime infrastructure and territorial waters in southern Iraq. • As Chief of Staff, merged two unique military organizations, overcoming U.S./British organizational differences to form a united coalition-based training team which exceeded every strategic training goal and was lauded by United States Forces – Iraq (USFI) as the model training organization.• Provided senior level mentoring and training to senior Iraqi Naval officials, including the Head of the Iraqi Navy, in strategic planning, acquisition strategy, budgeting, HR development and port operations.• Developed, implemented and executed a multi-layered training program for the Iraqi Navy which corrected training and educational shortfalls at both the individual and unit level and from the tactical level through the strategic level.• Drafted and implemented safety standards and environmental protection guidelines which were on par or exceeded other gulf nation Navies. Both were firsts for the Iraqi Navy. • Developed two foreign military proposals valued at over $85M that further enhanced the Iraqi Navy’s capabilities and supported U.S. strategic goals.

Washington D.C.

Coordinated activities of a 60 person staff in the development and execution of an $8.5B annual budget supporting the Navy’s expeditionary warfighting force and in the timely completion of the directorate’s administrative functions. Developed and presented senior level briefs supporting budget development and decisions. • Conducted manpower analysis of contracted support staff which identified redundant services and resulted in a 12% reduction of labor cost without any loss of quality of contracted support.• Spearheaded the update to the Navy’s Expeditionary Warfare training requirements to align training with current tactics and new platform capabilities. Efforts resulted in a revision of the Navy’s Surface Force Training Manual.• Coordinated Navy Headquarters staff (OPNAV) cross functional teams for fleet integration of the LCS mine warfare mission modular and Joint High Speed Vessel (JHSV) which resulted in the smooth and on-time introduction of these capabilities to the Navy.

Washington D.C.

Led several multi-million dollar programs which required development of budget estimates, prototypes, test protocol and scheduling. End result was emerging commercial technology being rapidly adapted for military use and transitioned to the warfighter.• Program Director of the experimental/test ship STILETTO. Responsible for the management oversight of STILETTO and a $6M annual R&D budget which provided an afloat test platform for DoD, Department of Homeland Security, small businesses, and academic and federal laboratories. Upon taking over the program, I streamlined the testing selection process which resulted in a 75% annual increase in the number of experiments/testing conducted without any increase to the program’s operating budget. Program’s contribution to innovation lauded by Secretary of Defense Robert Gates.• Directed $21.5M autonomous unmanned vessel effort. Coordinated and leveraged academia and federal laboratories efforts of build “best of breed” capability which led to software development that advanced the autonomous capability of several unmanned systems. • Developed and executed test plans for new technologies/systems and concepts of operations (CONOPS) resulting in expedited Joint Capabilities Integration and Development System (JCIDS) approval of several technologies projects from prototype to the battlefront.

San Diego, Ca

As Ship’s Captain, responsible for the safe operation, mission completion, maintenance and readiness of a $1.3B warship, 452 mixed gender crew and 650 embarked U.S. Marines.• Led a 452 person crew to win the Pacific Fleet’s “Battle Effectiveness” award. The award is presented to the best ship in the class for the fiscal year.• Led OGDEN through a six-month Persian Gulf deployment. All ship’s commitments completed on time. Perfect safety record.• Led OGDEN through the decommissioning process. In the process of decommissioning the ship, ensured that serviceable government equipment and spares were transferred to other naval ships saving the Navy over $6.5 million.• Command tour culminated my 14 years at sea spanning seven different ship classes.

Ma, National Security And Strategic Studies

Master of Arts

Mpa, Public Administration

MPA

Bs, Finance

Activities and Societies: NROTCBachelors of Science Degree