Larry Hearn Email & Phone Number

Washington, Dc

Providing conceptualization, business and proposal development leadership for the workforce development practice area team, based on the premises that – • There are systems of institutions and services that underpin the operations of an efficient labor market; the supporting infrastructure includes business, career, educational, vocational, professional agencies;• Community, city and municipal planning should be done in tandem with workforce planning;• Emphasize human performance improvement as a – possibly the most - critical factor in improving national competitiveness and the effectiveness of supply, services, and value chains;• Seek to create next generation jobs, especially in professional and semi-professional service sectors; and• Endeavor to improve leadership and management through adult, continuing and professional education.Developing innovative approaches, thought leadership, and opportunity capture strategies for workforce development, economic expansion, youth employability, institutional efficiency, human and institutional capacity development, enterprise development, school-to-work transitions, women in the workforce programs, vocational training, career counseling/placement, community resource mobilization, and capacity building initiatives to be funded by USAID, the Millennium Challenge Corporation, the Department of State, and others, including the enhancement of similar discipline services in existing projects. Representing Creative within the development industry and contributing to the building of private sector alliances and public private partnerships.

Georgetown, Dc

Provided operational and quality assurance leadership to the division, including personnel loading and professional development, process and procedure development and compliance, and management of the business and proposal development activities within IDP. Bringing extensive field project leadership experience to the IDP home office team, strengthened the pursuit of technical assistance development opportunities and designed and implemented systems to improve the management oversight of and support to international field-based projects.

Washington D.C. Metro Area

...bringing research- and experiential-based solutions to emerging markets.

Provided start-up assistance and leadership for the Professional Services Group of this five-year, $12.5million project focusing on the development of an enabling environment for and piloting public-private partnerships in Ukraine. Developed transition plan for one local and one expatriate to assume duties upon my departure.

Aqaba Community and Economic Development Program, USAID, Aqaba, Jordan. A five-year project focused on benefiting the people and businesses within the Aqaba Special Economic Zone. Instrumental in growing the project from its initial $17.4 million funding level to almost $23 million by the end of the second year, including $6 million in grants and commodities support. Initiatives include business enabling environment, business/community service organization development, community mobilization, communications and awareness, poverty alleviation, and technical assistance to the local governmental entity.

During the period, served as Chief of Party, Residential Heating Project, USAID, Yerevan, Armenia. Provided overall management for this $12 million project focused on the private sector development of heat supply options for Armenian residents; and served as Chief of Party, Agricultural Exports and Rural Incomes (AERI), USAID, Cairo, Egypt - a $17 million project consisting of five independent partner organizations and the Ministry of Agriculture and Land Reclamation (MALR). The AERI Program supported trade associations and smallholder group development throughout the upper Nile valley; AERI Program Coordination which encompassed the other five AERI projects, the MALR directors, and USAID; and overall monitoring and evaluation.

Partners for a Competitive Egypt (PfCE) was a $29 million competitiveness project responsible for continued executive training (from MDI) and an “Education Technology in Schools” (EdTech) initiative in both government and private K-12 school environments. MDI matured into a standing year-long Leadership Development Program (LDP) module series which was subsequently transitioned into the private sector. EdTech included procurement and installation of 7500 computers for schools and libraries in seven governorates throughout Egypt. Training for over 2000 administrators and educators was designed and delivered in project-developed/managed training facilities, supported by project staff educator and information technology trainers, and the project-developed Educators’ Resource Network (ERN), a web-based education, management and training resource. This project also had monitoring and evaluation responsibilities for all USAID/Egypt’s workforce development strategic objective projects.

Led this three-year, $3 million executive training project responsible for programming an additional $6 million of training funds dedicated to Egyptian export sector development. This highly successful program led to USAID's programming a series of significant follow-on activities, which included a three-year expansion (under PfCE) of this executive training initiative supporting the private sector in Egypt. This unique project was featured by USAID/Washington HCD conferences in Botswana and Egypt as a model human capacity development project.

Under the Electricity Sector Policy Group (ESPG) project, as a follow-on to the USAID contract previously primed by IRG, Ltd., led the multinational consultancy team assisting the Egyptian Electricity Authority with its first-time development of "bottom up" Business Plans for each of its five headquarters divisions and its seven regional generation and transmission zones. Initiated project and donor coordination among U.S., Canadian and Swedish organizations supporting the institutional and infrastructural development of the Egyptian Ministry of Electricity and Energy.

Served this $10 million USAID-funded program, the Institutional Development of the Egyptian Electricity Authority, with primary responsibilities including corporate culture analysis and institutional development planning for the commercialization, in preparation for privatization, of the Egyptian Electricity Authority. Activities included change management and sector restructuring training on individual and group bases for Authority executives. Successes in mindset changing produced a request from USAID/Egypt for development and delivery of change management workshops to various USAID project staff, contractor, and Egyptian national officials.

Served as consultant and coach to company officers regarding financial, labor relations, strategic alliances, and change management issues, and provided private counseling to managers and executives regarding career and personal development. Facilitated personal development and counseling group sessions with various goals ranging from team building to participative management. Developed a business plan to support $100 million private placement financing for a startup industrial equipment supplier.

Served in various management and internal consulting roles dealing with politicians, executives, professionals and technicians, including sensitive areas of public relations, personnel and regulatory issues. Developed concept and core courses for a participative management development system instituted at a $12 billion construction project to facilitate team building and increase joint effectiveness of owner employees and multiple contractors. Served in initial training cadre. Piloted an executive training program for an organization of 15,000 employees. Served as management and technical liaison between attorneys and corporate executives regarding defense of $1 billion lawsuit. The lawsuit was subsequently settled prior to trial, avoiding extensive legal expenses and potential project delays. Edited and published a 200-page, fully documented history of a $6 billion project in support of a $15 million rate request before a regulatory authority. Developed video-based management reporting system providing periodic business review and strategic planning support. Drafted and implemented a coordinated management information system (MIS) linking headquarters organizations and multiple remote industrial sites.

Managed the institutional and organizational development of engineering services within a newly-formed joint action consortium which experienced growth over a five-year period from 20 to 200 employees responsible for a $1 billion capital budget. Served as resident engineer on capital improvement projects, including acquisition and management of multi-million dollar contracts for professional services, training and capital equipment. Delivered numerous presentations before governmental and regulatory bodies, the public and the press regarding management of multi-million dollar capital projects and on-going operations of several electric utilities. Provided expert testimony in courts of law on matters relating to site selection, engineering, construction, operation and environmental impact of a large industrial complex.

Established and managed a baseline training program for technical personnel, including training needs assessment, course material evaluation and selection, and training database management. Served as sole City of Austin representative on project management staff responsible for the 50/50 joint venture development of a large, two-unit electrical generating station, cooling reservoir and rail-delivered coal fuel system.

M.Ed, Personnel And Training

M.B.A, Production Management

B.S, Mechanical Engineering