The essence of The Sunyata Group (TSG) was birthed by Mark R. Jones, Ph.D. working five years at Western WA State College (1975-1980) running computer labs; while co-running music labs and events, engaging local farming initiatives, co-managing Food and Housing CoOPs, and having regular interactions with Campus and City police friends and colleagues. TSG thinking, understandings, and practices were further refined through twenty years at The Boeing Company (1980-2000) as an internal consultant, and as an external consultant to Department of Defense, Department of Energy, Department of Treasury, Department of Commerce, Alcoa, and Intel Corp. The TSG businesses were formalized between 2000-2004. Consequently TSG developed innovations and practices that have continued to evolve. TSG acquired specific Clients and retained them exclusively in the TSG business portfolio and rate structure. Current observations suggest that there are very deep (Relational | Technical) issues that have emerged and are now wreaking advanced levels of havoc on individuals and organizations. The TSG entities provide insights, approaches and practices, and engagement processes that have evolved and been refined over the years. The Sunyata Group (TSG) consists of (Sunyata Agency Inc. {LLC} [SAI], Sunyata Association 501(c)(3) [SA}], Sunyata Foundation 501(c)(3) [SF}], and Integral Wellness Services {LLC} [IWS]. Typically: SAI is the primary business-related consulting agency of TSG; SA is the primary community-focused entity of TSG; SF is the primary granting entity for charitable TSG causes; and IWS is the primary health, wellness, and wellbeing consulting and practices agency of TSG. TSG is focused on the regeneration of great commercial companies, non-profits, and Government agencies ⏤ as well as the generation of emergent leading-edge companies, complimentary partners, and individuals.

Sunyata Agency Inc. (SAI) is a WA State-registered OMWBE that serves as a Beloved Community / High-Performance Team Developer. SAI provides and makes visible the integration of technical/structural optimization with relational optimization by integrating intersectionality awareness (DEI) social/cultural knowledge and skills, with technical/structural knowledge and skills ⏤ to produce persistent high-performance teams (Beloved Communities) that result in community/organizational thriving and resilience. This can include program and project management, design, development, delivery, and continuous improvement of the curricula and learning experiences. SAI analyzes and dollarizes cost-avoidance (CA), cost-savings (CS), and/or revenue improvements (RI). This means that both DEI and organizational process improvement efforts explicitly examine past, present, and theorized data, using CA/CS/RI to measure impact to the economic bottom line of any historic or proposed mindset and strategy. SAI is helping to launch the Community-Owned Resource {Real Estate | Business} Development (CORD) Management Integration Contractor Research & Implementation Strategy (CORD-MICRIS) to research, develop, and implement sustainable, reusable, and replicable full-functioning prototypes of Building Beloved Community (BBC) that generate long-term systemic positive thriving — that are economically rational over time in terms of values manifestation, customer satisfaction, relational engagement (community), financial performance, and systemic process improvements. Reverend Dr. Martin Luther King Jr., in “The Power of Non-Violence” June 1957:"The aftermath of violence is bitterness. The aftermath of non-violence is the creation of beloved community, so that when the battle is over, a new relationship comes into being. The end is reconciliation. The end is redemption. This is the love that may well be the salvation of our civilization."

Work with clients on critical structural-technical and relational-cultural change management and transformation opportunities.30 years professional and applied research experience, focused on the efficiency and effectiveness of technical (structural | systems | processes) and relational (cultural | value-systems | behaviors) interventions in improving individual, group, organizational, community level well-being and performance.Overall, organizations have benefited over a billion dollars and many thousands of hours as result of my interventions. For example:Identified $90 million in process improvements; Transformed $400 million annual production loss into $554 million annual cost savings & avoidance; Reduced labor costs by 70% for computing moves by pooling labor; Reduced attrition from 54% to 7%; Reduced Overtime from 26% to 8%; Increased performance by 340% with only 40% increase in labor.In general, if failed investment, operational, and/or development costs (dollarized: labor | quality | delivery) could be represented as “100x”, then the costs of recovery using my services were about “30x” (1/3 previous sunk or predicted costs), with beneficial cost savings/cost avoidance at about "200x-300x” (full recovery of prorated previous costs + my service costs + revenue enhancement).Researching and prototyping the ESCCO (emotional - social - cultural - cognitive - organizational) Developmental Theory (EDT) and the Cultural Identity-Orientation Theory (CIOT). These theories (and tools) codify key technical and relational efficiency and effectiveness elements required for achieving breakthrough levels of successful organizational change / business transformation. Latest small-scale prototypes suggest that the costs of recovery using EDT- and COIT-based services are “25x” (1/4 previous sunk or predicted costs), with beneficial cost savings/cost avoidance at about “400x-600x” (full recovery of prorated previous costs + my service costs + revenue enhancement).

Lead task forces and committees as required. Research critical topics and help colleagues form their own views and opinions; influence what cultural memes and behavioral practices are acceptable within the organization; hold the integrity of the relational container by intervening in the emotional system of the organization; cultivate high-performance teaming practices on the Board; and promote Beloved Community for the College as a whole.

As a Program Director in the School of Organizational Leadership and Transformation (SoLT): lead and manage SoLT new program development initiatives; lead and manage SoLT alumni and corporate engagement processes in the Pacific Northwest region; serve as quantitative research adviser; and serve as leadership competencies (emotional-social-cultural-cognitive) and performance optimization (quality / process improvement) subject matter expert.As the Director of the SOLT LIOS Leadership and Organization Development (LOD) Program: manage LOD program budgets; drive LOD student recruitment, retention, and placement processes; lead LOD program faculty, staff, and volunteers; manage LOD program WASC accreditation compliance process; lead and manage LOD curricula redesign and process improvement initiatives; and oversee LOD student incubator companies (B-Corps).As Faculty in the SOLT, teach psychology of leadership-based research and critical thinking, systems, and practitioner courses in: Action Research, Practitioner Theory Seminar, Strategic Leadership, Leading Change, Consulting Theory In Action, Leadership And Management, Leading Cross-Functional Work Teams, Executive Coaching, Conflict Management, Organizational Psychology, Designing and Facilitating Training Events and Meetings, Client Organization Interventions, Legal, Ethical and Professional Issues, Professional Consultation, Practicum series (Masters Change Projects), and Organizational Systems Coaching. As Program Faculty in the SOLT LIOS Core department, co-lead, co-design and co-teach 2nd-Year Core courses, and teach other Core courses as required: Epistemology; Integrative Group Learning — which includes work on Compassionate Leadership (H-S-L Practice); Foundations of Leadership; Systems Theory in Applied Behavioral Systems; Intercultural Intelligence; Group Membership Theory; Group Leadership Theory; Creating Healthy Social Systems; and Organization Membership.

Worked with Naval flag officers, Senior Executive Service (SES) personnel, GS-14 and GS-15 directors, contractor executives, and elected politicians and staffs to identify IS/IT priorities, develop joint and individual initiatives, plans, and strategies, and design and implement solutions using best management practices. As CTO, co-managed a labor base of 700 contractors with an annual budget of $140 million — identified $90 million dollars cost savings for client, and generated $12M of new operating division revenue. Also served as the Chief Architect for the Navy SPAWAR Information Technology Center (SITC). As SITC Chief Enterprise Architect — sponsored, managed, and facilitated the effective use of multi-agency-level IT policy and standards formulation and governance in support of the Navy N1 CIO. As SITC CTO — led integration task order for DoN N1 legacy systems migration — including multi-data center integration onto SITC cloud and DoN Taskforce Web. Served as CEO to Quest Technology (an SEA subsidiary) focusing on HL7 EHR systems implementation and archive digitization in partnership with the DOE and University of Nevada, and nuclear waste disposal strategies with DOE (Yucca Mountain Nuclear Waste Repository | Sandia National Labs.Worked with the President and COO to: grow the business from $40 million to $100 million; shift the market valuation category; and increase the share price from $15 to $60 per share. In fulfilling his commitments, Mr. Jones helped to: land an $850 million GSA BPA Navy contract award; shift the market perspective of SEA from an “IT Operations” provider to an “Enterprise Management & Integration” provider; and close a merger and acquisition deal at a share price of $68. As a result of his efforts, Jones received a $5 million (AGI) pay-out.

Served 17 years in various leadership positions supporting clients such as DoD, Department of Energy, Department of Commerce, NASA, and Boeing internal and commercial product development. Developed and led customer-facing and internal support high-performance teams/organizations to re-cast the role of IS/IT from “utility” provider of infrastructure and applications to a key business partner. Conceived of, developed, and led data-driven culture and performance optimization program structure innovation (IS Factory) to eliminate $3 million per day penalty cost of manufacturing delays caused by late delivery of computing hardware and software installation. After one year, Boeing IS Factory innovation transformed 11,520 hours ($1.44 Billion) yearly loss into 23,040 hours saved ($2.88 Billion saved). Led global labor base (120 direct and 65 indirect employees) responsible for computing services, communications technologies (radio, telephone, and data networks), client‐wide IT/IS projects, and end user support. Managed a direct asset base of approximately $20 million annually, a total asset base of $128 million per year, and a worldwide end user base of 55,000 people. Served as vice chair and manager of internationalization of the ANSI X3H4 Information Resource Dictionary System (IRDS) Committee; international editor and author of ISO IRDS Framework Standard; and head of American delegation for integration of national and international programs concerning repository and database technology.