John A. Wilson, Ph.D. Email and Phone Number

• Advise senior leaders of the United States Cyber Command and United States Air Force (USAF) Cyber Systems Group on enterprise agile systems engineering and architecture processes (including Information Technology (IT) Change Management and Configuration Management).• Develop process for identifying gaps in USAF cyber capabilities, assessing start up IT offerings, and developing a prioritized backlog of information technology investments.• Scrum master for the Unified Platform data lake house.• Design and implement a process for onboarding vendor software to support the Unified Platform (UP) Software factory demonstrations.• Design and implement an approach and a plan for developing cyber operations and integrating them with lean-agile development value streams.

Trusted advisor to the United States Marine Corps (USMC) senior leaders on breaking organizational stovepipes and collaborating with stakeholders across the enterprise to improve USMC warfighting effectiveness and efficiency. • Identify logistics/supply chain capability gaps and address those gaps through changes in tactics, techniques or procedures (TTPs) and/or the adoption of new technologies. • Improve the analytical rigor of the USMC planning, programming, budgeting and execution (PPBE) process. Conduct modeling and simulation to determine how changes in processes or technology impact the ability of the USMC to sustain the force. Perform risk assessments to inform the prioritization of the portfolio backlog of requirements. • Facilitate sessions to elicit business requirements. Translate business requirements into technical requirements.• Facilitate process improvement events and document processes that streamline: o USMC systems engineering support to the Defense Logistics Agency (DLA). o Change management processes for modernizing the Marine Corps Enterprise Network (MCEN)• Implement Lean-Agile methods in alignment with the Scaled Agile Framework (SAFe® 5.0) Roadmap. Provide the MARCORSYSCOM Lean-Agile Center for Excellence (LACE) that is guiding the USMC Enterprise through its Lean-Agile transformation.• Enhance USMC acquisition processes (DoD Instruction 5000)

Served as a process improvement SME at MITRE, helping other teams improve and document processes, teaching courses in business process management (BPM), and maintaining BPM tools repositories. Developed and provided Lean Six Sigma Green Belt and BPM training. As a team member, I have served on cross-functional teams supporting:• The Center for Drug Evaluation and Research (CDER): Developed and implemented a methodology for standardizing business processes across the Enterprise and identifying model-based requirements for acquisition or development.• The Census Bureau: Developed and managed model-based requirements for Human Resources and agile development processes.• The Veterans Benefits Administration (VBA): Assisted a call center implementation of a new CRM tool.• The Internal Revenue Service (IRS): Assisted with integrating IBM Rational into existing processes.

Received a grant from the MITRE Innovation Program (MIP) to develop effective approaches for Lean-Agile transformation. This effort had three objectives: • Help MITRE customers assess their environments to identify their most significant barriers to agility. • Identify the multi-disciplinary guidance customers need to overcome challenges in the adoption Lean-Agile thinking and methods. • Develop interactive critical thinking roadmaps guiding customers to meet their agility objectives.

 USPS Continuous Improvement Program. Advised USPS leadership on LSS program management and deployment. Briefed the Deputy Post Master General and other senior leaders on LSS projects, concepts and methods. Assisted with developing policies and procedures, training packages, and project tracking systems. Mentored Black Belts/ Green Belts and taught champions. Provided day-to-day oversight of approximately 10 Black Belts. United States Navy (USN) Manpower, Personnel, Training, and Education (MPTE). Advised MPTE N-126 (LSS Branch) on LSS program management and deployment. Supported the development of the N-126 deployment plan, which established the roles and responsibilities of Master Black Belts, Black Belts, and Green Belts within the MPTE N-1. Mentored USN Green Belts. Facilitated Kaizen events. Provided change management support, writing the command’s engagement and communications plans. USPS Facilities. Mapped “As-Is” processes for USPS facilities. Identified process benchmarks in the public and private sectors. Identified USPS best practice processes. Identified a more efficient organizational structure supporting the new processes. Conducted workload assessment. Wrote USPS standard operating procedures to implement best practices. Provided change management support. Developed communication plans to roll out changes to processes and organizational structure.

LEAD ANALYST, MARINE CORPS WARFIGHTING LAB (2003 – 2007)Managed a $1M budget and provided mentoring and guidance to three full-time on-site analysts, contractors, interns, and foreign liaison personnel. Advised the Commanding General on the design of experiment (DOE) to test and evaluate new equipment, tactics, techniques, and procedures. Supported the development of patient tracking systems.CNA REPRESENTATIVE: III MARINE EXPEDITIONARY FORCE / MARINE FORCES ATLANTIC (1996 – 2003)Identified “As-Is” and “To-Be” functions and processes. Briefed commanders on alternative organizational structures. Spearheaded the command’s Business Reform Initiative, which sought to make the command more efficient through individual accountability and streamlining.