Jeff Reynolds Email and Phone Number

As the GPS Account Manager for the State of California Account at EY, my role encompasses a wide range of responsibilities that are pivotal to nurturing and expanding client relationships, the delivery of high-quality services, and driving significant growth in our revenue portfolio. My key responsibilities include:Team Leadership and Development: As an account manager, I lead a team of professionals who work on the State of California account. I manage their professional development, performance management, and ensuring that the team has the necessary resources and support to succeed.Strategic Account Planning: I develop and implement long range strategic plans that outline how EY can support the State of California in achieving its aims. This includes finding new business opportunities, cross-selling services, and collaborating with different service lines within EY to create comprehensive solutions for the client.Financial Management: A significant part of my role involves managing the financial aspects of the account. This includes setting revenue targets, checking financial performance, and ensuring profitability. Since my arrival, I have successfully helped to grow the account from a $10 million to over a $45 million revenue portfolio.Risk Management: I manage identifying and mitigating risks associated with the account. This includes ensuring compliance with both EY's and the client's policies and regulations, as well as managing contractual agreements and negotiations.Market Intelligence: I keep abreast of industry trends, regulatory changes, and competitive landscapes to provide the client with informed perspectives and to position EY as a thought leader.Feedback and Continuous Improvement: I actively seek feedback from the client on EY's performance and work with our teams to implement improvements and innovations in our service delivery.

Served as program management support staff to USAA Federal Savings Bank Chief Risk Office. Responsible for the development of project plans, associated project artifacts and executive presentations supporting Quantitative Risk Analysis, Data aggregation and Financial Risk reporting to Bank and Board Level members of the organization.-Developed comprehensive baseline project plan for Risk Data Aggregation and Reporting across the Bank Second Line of Defense.-Created unique Second Line of Defense Gantt chart tracking tool creating synergy between existing program efforts and larger Bank and Enterprise-Wide Risk mitigations efforts earning praise from Executive level principals.

Commanding Officer of Navy Recruiting District San Antonio - Almost every Naval Officer aspires to be in command one day. The selection process is arduous and extremely discerning, but the experience is worth the work. I was fortunate enough to be among the few selected for command. My command was unique. I led more than 200 great Sailors, Civilians, and Contractors conducting Recruiting efforts across a vast territory covering more than 144 thousand square miles of Texas, including the cities of Waco, Austin, Corpus Christi, San Antonio, the Rio Grande Valley, and the oil fields of Midland-Odessa. The challenge that lay before me was to shift focus to the personal and professional development of my team, rather than just our recruiting goals. As their “Skipper,” I spearheaded efforts ultimately increasing job qualifications by 300% and the promotion rate to 40-percent, twice the national average. With better-trained sailors and a solid strategic focus, we achieved an 1100% increase in contracts from marketing leads, reduced our attrition (Applicants who back out of their contracts) from greater than 10% to less than 3%. We were recognized by our senior leadership as the Most Improved Recruiting District for Fiscal Year 2018.When I took the reins I was determined to use every bit of experience, training, and education to make a positive impact on our performance but also on the lives of my Sailors. In the end, I believe that I accomplished what I set out to do and it not only bettered the lives of my Sailors but it made me a better leader. I think that what my senior leadership has to say sums it up best…“From day one, Commander Reynolds established a culture of success and focused the combined efforts of the Officers, Sailors, and Civilians under his command toward overcoming challenges and the improvement of the command,” noted Admiral B.R. McLane in my Meritorious Service Medal, given to me on my retirement. I will never forget the experience.

Executive Officer at Navy Recruiting District San Antonio - It’s Naval tradition that future commanders first serve as an executive officer before assuming command. As the “XO,” I directed and coordinated all operations and administration. I also supervised our facilities, safety, training, and staffing for our district. This afforded me the opportunity to really get to know the people behind the operation and to fully educate myself on how business was conducted and the challenges we faced as an organization. In this role I was able to make start making some positive changes to the organization, I helped to streamline the awards and recognition program, improved the annual performance evaluation process, and most importantly mentored the Senior and Mid-Level management. This offered me the opportunity to make positive changes not only to the organization but to the professional lives of the people in it.Most importantly, my time in this role reaffirmed my belief that the road to success is not paved with the sweat on the brow of your workforce, but instead with the good intentions of a leadership team that empowers, inspires, and truly leads its workforce. I made a commitment to myself that when I assumed command, I would focus my efforts on fostering a culture of teamwork, trust, and accountability. I dedicated myself to creating a team founded on the idea that the success of the organization is founded on the success of its people.

To broaden their horizons Military Officers are sent on what is referred to as a “Joint Tour”. Joint is a doctrinal term that references service on the staff, comprised of officers from all military branches, of a Senior Admiral or General responsible for a large geographic region of the globe. The Chairman of the Joint Chiefs of Staff serves as the Senior Military Advisor to the President. He sits at the top of the hierarchy of the Generals and Admirals who cover the geographic regions of the globe and who are the heads of the various branches of the military. To serve on his staff is a privilege and positions are heavily vetted and filled on a “by name” request basis only. I was fortunate enough to be chosen to serve on the Joint Staff and it proved to be one of the topmost intellectually stimulating, professionally challenging, and developmentally enriching experience of my career. During my tenure, I was placed at the head of a large Joint Staff program and charged with its stewardship.In my time I aligned program efforts with Strategic Direction, interfaced with the Senior-most members of the military, fostered and expanded relationships with our international partners, dealt with leading-edge technical, IT, and Cyber technological advancements, and deftly navigated the political landscape of the Pentagon and D.C. As a result of my efforts, I was able to take my program in a new direction, forging a path ahead that unified multiple efforts under a single IT umbrella, expanded international participation in the program, preserved critical mission support to National Security, and saved the U.S. taxpayer hundreds of millions of dollars. The award given to me by Secretary of Defense Ash Carter sums it up best...“Commander Reynolds's leadership, innovative problem solving, and tireless efforts significantly benefited the Office of the Secretary of Defense, the Joint Staff, our Closest Allies and the National Security of the United States.”

During my year at the Naval War College, the Navy afforded me the opportunity to spend a year in an academic environment to foster my intellectual and professional development. While at the War College I was put through a rigorous curriculum focused on Strategy and Policy, Operational Planning, Leadership, and Strategic Decision Making.Additionally, my elective area of study focused on the country's Indo/Pacific Geo-Political strategy. I found this area of study to be intellectually stimulating because of my own personal fascination with Asian history, the very real national security matters in the region, but it also afforded me to discuss these issues with my fellow students from the region and challenged me to look at things from a different perspective.As a result of my studies not only did I achieve a Master of Arts in National Security and Strategic Studies from a prestigious institution I was also qualified as an Operational Planner and a Subject Matter Expert in Asian & Pacific Strategy. I am forever grateful for this opportunity and feel that it made me a better leader.

Directed operations, program and project execution in cross-functional groups, ranging from 20 – 100, in the execution of essential administrative and technical functions in an organization of more than 150 personnel. Positively impacted the organization’s operations through efficient management and conscientious use of available resources, earning corporate level accolades. • Planned, coordinated, and directed the short- and long-range operational planning and execution efforts for the organization. Through careful planning and conscientious use of available budget, personnel and materiel ensured 100% mission completion rate supporting VPOTUS, SECDEF events as well as large scale Navy outreach events.• Synergized competing priorities between multiple departments into a comprehensive collaborative strategy for the execution of a $5M program operations budget, optimizing scheduling and maximizing the utilization of funds in a fiscally constrained environment, ensuring budgetary execution was within an assigned 1.5% target. • Through comprehensive analysis and continuous process improvement, standardized the request, execution, and liquidation process for $450K in quarterly travel funds, releasing more than $50K in unobligated funds for utilization while innovating processes to ensure future on-target budget execution in subsequent quarters.• Served as the Risk Management Instructor and Program Manager for the organization, integrating risk management principles into all levels of operations, crafting long term, short term, and day-to-day risk management strategies; enhanced overall organizational effectiveness and contributed to zero workplace accidents.• Led the first enterprise-wide implementation of new web-based methodologies for SharePoint utilization and administration, effectively streamlining organizational communications and reducing reporting timelines.

Air Warfare Operations Officer, EKMS Program Manager, and Communication Systems Subject Matter Expert at Carrier Air Wing Nine. Senior Advisor to the executive-level principal on all matters directly relating to the operations and integration of 9 Aviation squadrons composed of more than 1,500 personnel. Directly represented and trusted with making decisions on behalf of the principal at executive level engagements with C-Suite and Board Level members of the organization.• Revised executive policy governing the processes for inter-departmental responses to external demands, improving process flow, streamlining communication channels, and increasing organizational response times. • Conceptualized and implemented comprehensive policy and process changes governing the scheduling, supervision, and daily operations of a 50-employee team supporting executive decision-makers, increasing the agility and accuracy of information flow to senior principals. • Regularly orchestrated executive-level working groups and planned large scale training events.