Kyle D. Richards, Ph.D., Pmp Email & Phone Number

Alexandria, Virginia, United States

Currently leading multiple strategic workforce development and organizational change management efforts, for both the Air Force as well as internally for Kearney & Company.

Alexandria, Virginia, United States

Co-developed the Air Force Financial Management Strategic Plan and Human Capital Strategy, as well as serving as one-deep training curriculum manager overseeing 2 separate proprietary databases linked to the DoD FM Certification Program. Previously, served as Project Lead developing the Department of Homeland Security's 2017-2022 Human Capital Strategy. Simultaneously, I was the PM responsible for leading the initiative to build Kearney & Company's Career Path Guide, a comprehensive internal document covering all roles/responsibilities, training, developmental programs, and ancillary support services across all aspects of the firm.Key Skills/Functions: Project Management, Strategic Communications, Workforce Development, Education and Training Development, Sustainment Planning, Qualitative Analysis

Washington D.C. Metro Area

Serves as Air Force (AF) education and training (E&T) subject-matter expert (SME) for the Director, Secretary of the Air Force, Workforce Development & Executive Services Division (SAF/FME)Responsible for reviewing programs of instruction, identifying key learning objectives via semantic and thematic analysis, and mapping the results for potential inclusion in the Department of Defense (DoD) FM Certification Program Serves as database manager for the AF section of FM myLearn, a DoD-proprietary E&T platform, ensuring standardization and consistency of all course mapping and titles across multiple AF and non-AF E&T databasesFunctions as "special projects"​ designee on Director-requested tasks, such as building core curricula for occupational series or agencies outside the mainstream DoD FM Certification Program focus, including the AF Palace Acquire (PAQ) Intern program, Air Force Audit Agency, and Air National Guard.Performing comprehensive review and analysis of Air Force Audit Agency (AFAA), Air Force Institute of Technology (AFIT), and Air National Guard (ANG) course catalogues, and assisting in updating all mappings to eradicate any FM Certification training gapsConceptualizes and implements "enhancement initiatives" such as periodic review and revision of the AF Palace Acquire Intern (PAQ) program to ensure more robust crossover with FM Certification requirements as well as enhanced training efficiency for participants

Department Of Homeland Security

Led all aspect of the project, from budget oversight to risk assessment to stakeholder management to deliverablesCollaboratively developed five DHS OCFO Career Path Guides (Accounting, Budget, Cost Analysis, Internal Controls, Resource Advisor) with accompanying Career Path RoadmapsConceptualized and built a comprehensive course-to-competency training matrix specific to each of the 5 Career Path GuidesDeveloped interview protocol and conducted interview, field ethnography, and focus group research in order to capture critical workforce development themes from key stakeholdersIdentified and articulated institutional, technical, and leadership competencies that are most relevant to the DHS OCFO mission and cultureIdentified developmental areas for enhanced workforce development initiatives in the future, including web-based training (WBT) development, expanded career guides, and enhanced collaboration aspects for SharePoint platformResearched an built a DHS-to-DoD competency crosswalk, to allow for the leverage of future E&T integration efforts if requestedBuilt strategic communication and sustainment plans to ensure long-term success of program

The Pentagon, Washington Dc

Lead USAF Major Command (MAJCOM) implementation of the Department of Defense (DoD) Financial Management (FM) Certification Program. Act as AF Headquarters POC for MAJCOM civilian and military FM executives. Develop and present briefings and provide policy recommendations to FM senior leaders for seamless rollout and integration of FM Certification Program to more than 10,000 FM professionals across multiple MAJCOMs and dozens of AF installations.(SAF/FME) project lead for the Office of the Secretary of Defense (OSD) education and training (E&T) initiatives, developing methodology and mapping applications for OSD E&T initiatives. Function as Administrator of AF component of DoD-proprietary E&T database platforms, including FM myLearn and FM Distributed Larning Center (FM DLC).Created DoD FM Certification Cost Analyst track to accurately capture FM non-acquisition cost personnel who lack tailored E&T for their career path.Function as "Red Team" (functional/technical) and "Pink Team" (formatting/proofreading/editing) proposal writer/editor for outbound Kearney proposals across multiple government entities from Army Financial Improvement Plan/Financial Improvement Audit Readiness (FIP/FIAR) to Department of Education to Secretary of the Air Force, Workforce Development (SAF/FMEW). Draft multiple AF FM strategic communication documents and write newslettter and journal articles to ensure widest dissemination of latest news and impact of DoD FM Certification Program for all grades/ranks in AF FM.Lead Kearney & Company's Community Service Committee (CSC) as the chairperson, managing a group of 25+ professionals and providing oversight to between 3 and 4 monthly projects simultaneously. From 2012-2014, the CSC nearly tripled previous charitable contributions, as well as expand from supporting 10 charitable causes on average to approximately 30 annually.

The Pentagon, Washington Dc

Supported the Director and Chief, SAF/FME.Wrote the Air Force Instructional and 3 "white papers" on DoD FM Certification Program for FME senior leadership. Rebuilt the AF Palace Acquire Internship (PAQ) training program from the ground-up, developing a streamlined E&T protocol for each PAQ concentration (Accounting, Budget, Cost, Finance, Operations Research), saving training cost and time for PAQs and the AF.Appointed functional team lead for 3 civilians and 2 contractors for the Office of the Secretary of Defense “Tiger Team” course mapping initiative, analyzing more than 250 courses and mapping them to the proper DoD FM competency and proficiency level.Developed and wrote course mapping methodology briefing for Office of the Secretary of Defense (OSD) senior leaders, which was subsequently disseminated to all branches of service FM senior leaders on the DoD FM Certification Governing Body. Served as database administrator for the AF section of FM myLearn, ensuring standardization/consistency of all course mapping and titles across multiple AF and non-AF proprietary education and training (E&T) databases. Developed an AF course naming convention modeled after traditional academic nomenclature, which enhanced E&T useability for AF personnel. Acted as DoD FM Certification Learning Management System (LMS) subject matter expert for the AF.Serve in an ad-hoc role as as a proposal writer/editor and as media production coordinator for short films supporting/documenting internal Kearney functions.

The Pentagon, Washington Dc

Provided expert analysis and fact-based problem solving expertise to support SAF/FM transformation efforts through multiple endeavors.Assessed technological change necessary for SAF/FM by performing advanced metric gap analysis of Office of the Under Secretary of Defense, Comptroller (OUSD (C)) DoD FM Certification Program at Levels I, II, and III.Developed and published the AF FM “DoD Competency Narrative and IDP” FM-wide to explain forthcoming National Defense Authorization Act (NDAA) mandated competencies and DoD FM Certification Program occupational components.Developed and disseminated the AF FM-to-OUSD(C) “Competency Crosswalk” to provide detailed graphical representation of the linkage between the 7 preexisting core AF FM functional competencies and the 23 OUSD(C) FM competencies in preparation for the forthcoming DoD FM Certification Program. Assisted in development of the FM education and training online survey to ensure construct validity, measurability, and quality of captured data would be high for utility of metric(s) analysis.Utilized Total Human Resource Managment Information System (THRMIS) to generate and analyze manpower and demographic metrics and developing projections and recommendations for FM senior leaders based on longitudinal and trend analysis.Mapped FM DLC courses to OUSD(C) competencies and conducted variance metric analysis to ensure internal validity of findings.

Lawrence, Kansas Area

Supported the President as well as the COO with all facets of day-to-day company operations while simultaneously working towards completion of PhD., requiring superior time management and communication skills. Developed and provided short-range (one week to three months) operational plans and goals, incorporating fiscal priorities and industry best practice justifications, leading to a 25% net revenue growth from FY 2009 to FY 2011. Identified current operational needs and formulated strategies to fulfill those needs, including staying abreast of state and local policies and ordinances to ensure projects met mandated guidelines, identifying prospective employees and making hiring recommendations to executive management, and engaging in supply-chain management and cost analysis to ensure material overhead was kept low. Led a team in field operations including bid solicitation, building and repair. Prior to departure, provided a transition plan to the President/COO and recruited/trained a qualified replacement.

Lawrence, Kansas Area

Served as a full-scholarship, stipend-paid graduate teaching assistant for Communication Studies at The University of Kansas during first tenure in graduate school (08/2000-0/2005) as well as upon return to complete PhD. (01/2009-08/2009). Autonomously developed, administered, and assessed all course curricula for 2 courses and approximately 60 students per semester. Attended conferences and research colloquia to stay abreast of current research trends in the discipline. Primary courses of instruction included COMS 331 Persuasive Speaking and Theory, COMS 312 Communication of the Internet, and COMS 130 Speaker-Audience Communication. Served as assistant course facilitator for COMS 620 Communication and New Technology. Tutored multiple student-athletes in dozens of 400-level and below college of liberal arts and sciences courses across multiple disciplines.Completed tenure as a graduate teaching assistant with a composite 4.5/5.0 teacher evaluation rating, demonstrating effectiveness and ability to communicate and relate to students. Authored one published dissertation and one conference paper.Co-authored two conference papers.

Larned, Ks

Led the Intensive Treatment Unit of Larned State Hospital (LSH). Responsible for the management and stewardship of a $5 million operating budget, 30 full-time staff (including 4 supervisors) and 25 patients. Ensured fiduciary responsibility through implementation of strict inventory and internal controls procedures for Schedule 1 Narcotics, management of scheduling to meet state-mandated minimum standards of care in a fiscally austere environment, and reduction of unit/staff overtime. Reduced unit overtime expenditure by 90%.Raised unit staff's HIPAA compliance from approximately 74% to 100% compliance.Developed risk-management protocols which reduced "critical incidents" on unit from an average of four per year to one during tenure. Served as LSH’s community relations liaison, giving multiple presentations to local school groups and civic clubs.Developed cross-platform marketing and advertising materials aimed at employee recruitment and retention. Responsible for analysis, evaluation, and synthesis of employee efficiency, efficacy, and morale for presentation to clinicians, executive management, and nurse oversight boards on a weekly basis. Prepared and contributed to reports and other presentations on program planning and evaluation including financial/inventory reports, staffing efficiency plans, and employee retention reports.

Tampa/St. Petersburg, Florida Area

Performed complex logistics/routing validation analysis to manage the day-to-day operations of the central Florida region (Gainesville to Daytona Beach to Naples to Tampa).Led a staff of 80 employees including 5 supervisors. Increased operating profit by 20% and gross revenue by 33% from organizational entry in FY 2005 through departure in FY 2007.Co-managed central Florida district’s $50+ million operating budget.Performed prospective employee application reviews and interviews.Performed human resource hiring functions for terminal including developing and presenting/explaining FRTL’s benefits package and structure. Directed the capture of information in order to develop presentations for executive management on current operational capacity, forecasted demand, and labor and equipment inventory. Implemented collection of organizational analytics to develop operational agendas to present to management and disseminate to the field.

Tampa And Orlando, Fl

Acted as logistics coordinator for operations between Orlando and Tampa terminals.Responsible for oversight of multi-million dollar daily inventory.Supervised 3 Logistics Analysts and approximately 60 drivers.Authored FRTL’s 75-page company-wide “Disaster Relief Operations Manual”.Implemented, planned, coordinated, and managed the operational aspect of the Florida Ethanol Project, including supervising field execution of deliverables and developing sustainment plans for future continuation of growth.

Tampa/St. Petersburg, Florida Area

Responsible for oversight and supervision of approximately 40 drivers delivering several hundred thousand dollars of inventory each shift.Worked with Terminal Manager to ensure drivers were meeting OSHA standards.Worked with drivers and Regional Safety Coordinator to ensure driver logs were accurate, complete, and thorough to meet state and federal duty-hour guidelines.Worked in conjunction with Chief Mechanic to ensure operational rotation of equipment ensured all regular maintenance was performed without sacrificing efficiency or scheduling.Due to exceptional performance, promoted Regional Logistics Coordinator after 5 months on the job.

Kansas City, Kansas

Responsible for co-managing the $500,000 Robert Wood Johnson (RWJ) health outreach grant, including assisting in administering grant funds and researching the efficacy and efficiency of telemedical applications for chronically and terminally ill rural KS patients. Conducted needs assessments, recruitment, and management of project volunteers.Managed patient and caregiver databas.Developed accurate cost assessments based on equipment inventory and staffing salary.Co-developed reports for RWJ oversight committee to ensure costs and expenditures met approval and fell within guidelines of grant objectives.Co-developed quality control systems to ensure sustainability of grant objectives and grant funding. Performed advanced analytic research via field ethnography and patient/caregiver interviews, then performed content/thematic analysis of interviews via recorded telemedical consultations for RWJ and KU Medical Center senior leadership.Co-authored grant proposal draft for continuation of grant funding.

Ph.D., Organizational Communication

Activities and Societies: Faculty Fellow-Sigma Phi Epsilon, Golden Key Graduate Honor Society, Graduate Teaching.

M.A., Organizational Communication

Activities and Societies: KU Waterski Team-Faculty Adviser, Sigma Phi Epsilon Alumni Adviser, Graduate Teaching Assistant.

3 B.A.'S, Communication, Political Science, Sociology

Activities and Societies: Cardinal Key National Honor Society, Alpha Kappa Delta Sociological Honor Society, Political Science Honors.