Zachary Freeman Email and Phone Number

Completed Training:- Enterprise Mission Assurance Support Service (eMASS) DISA100.06- Introduction to Risk Management GS150.06- Cyber Awareness Challenge 2024 DS-IA106.06- Risk Management for DOD Security Programs GS102.16- Classification Conflicts and Evaluations IF110.06- Derivative Classification IF103.16- DOD Annual Security Awareness Refresher IF142.06- DOD Initial Orientation and Awareness Training IF140.06- DOD Mandatory Controlled Unclassified Information (CUI) Training IF141.06- Identifying and Safeguarding Personally Identifiable Information (PII) DS-IF101.06- Information Security Emergency Planning IF108.06- Introduction to Information Security IF011.16- Marking Special Categories of Classified Information IF105.16- Original Classification IF102.16- Security Classification Guidance IF101.16 - Transmission and Transportation for DOD IF107.16- Unauthorized Disclosure (UD) of Classified Information and Controlled Unclassified Information (CUI) IF130.16

Contract Management & Budgeting: Administered Cost-Plus-Fixed-Fee (CPFF), Firm Fixed Price (FFP), and Time & Material (T&M) contracts via General Service Administration (GSA) and Naval Surface Warfare Center (NSWC) Indefinite Delivery Indefinite Quantity (IDIQ) Phase 3 contract vehicles. Managed Phase 1, 2, and 3 SBIR/STTR task orders with a combined value exceeding $12 million and aggregated average monthly budget near $350,000.00.Briefing & Demonstration: Prepared and supported demonstrations through the development of compelling user stories and briefing materials that collectively establish an adherence to the Program’s Critical Requirements Document (CRD) and Human Subject Research/Integration (HSR/I) study feedback. Notable briefs include those to VADM, RADM, RDML, CDRE and COs of several key commands respectively, each commending the Program’s innovation and expediency.Executive Reporting & Accountability: Regularly briefed internal executive team via Monthly and Quarterly Program Reports (M/QPR) and government contracting officer’s via monthly Contracting Officer Management Report (COMR) and Monthly Status Reports (MSR), Contract Data Requirements List (CDRLs) items, and Contractor Performance Assessment Reporting System (CPARS) input to provide a wholistic view of program performance to executive level stakeholders.

Progress Tracking: Restructured and maintained program Integrated Master Schedule and Plan (IMS/IMP) to track lines of effort and critical dependencies including development, integration, certification and accreditation, cybersecurity Security and Technical Integration Guidelines (STIGs), achieving Authority to Operate (ATO) on operational naval vessels and maintaining key program milestone efforts spanning eight stakeholder groups.Quality Audit, Accreditation, & Testing: Drafted Software Qualification Tests (SQT) for personnel and pivoted existing efforts to Quality Assurance (QA), Problem Tracking and Resolution (PTR), and Change Request (CR) tracking, resulting in improved structure during pendency of the Government Acceptance Testing (GAT) process. Transitioned from development to pilot integration and installation and authored the necessary User Guide to effectuate training and post-installation support.Stakeholder Engagement: Managed agendas, tracked actions, facilitated discussion, and provided status reports for multiple weekly working group, Integrated Product Team (IPT), and Product Owner feedback meetings for Requirements, IT Architecture, Pilot Integration, and Risk Management. Regularly hosted representatives of each major stakeholder group (30-50 attendees), including both military and civilian government personnel.

Process Improvement: Developed and deployed comprehensive Standard Operating Procedures for Program Management comprised of more than a dozen tools supporting industry best practices, managerial performance standards, and cross-program normalization detailing configuration, employee, stakeholder, and risk management throughout each program’s lifecycle. Effective implementation resulted in the Pilot Program’s selection for its Capability Maturity Model Integration recertification under Monitoring and Controlling allowing our organization to achieve level 3 maturity.

Designed and implemented numerous operational strategies and processes to correct current business trajectory and posture the organization for 2X, 5X, and 10X growth. This required the complete redesign and convergence of current routing, scheduling, CRM, and inventory management systems into a singular operations and logistics suite via Microsoft Visual Basic for Applications—supported by full ERP integration. Focused efforts on developing several core competencies allowing the organization to more effectively capture market share in highly contested verticals. Properly executing these strategies generated a 56.66% increase in gross annual revenue, 736.82% increase in annual net profit, and 14.03% increase in net profit margin between 2017 and 2019. Throughout my tenure, records were set and broken several times for all KPI tracked.Met and regularly corresponded with founders and lead designers of the industry’s leading ERP—used by more than 1,500 businesses worldwide—to discuss several system improvements later to be implemented. This, coupled with our organization’s outstanding performance, led to a speaking invitation at their annual conference in Albuquerque, New Mexico as part of the Masterminds seminar series—and again the following year in Las Vegas, Nevada. Shortly after, I was invited to a closed summit of the industry’s most influential leaders to discuss and represent our organization’s approach to business intelligence and data analytics.

Coached technically adept individuals on the entrepreneurial and administrative essentials needed to start their own business. Provided support and mentoring services equipping clients with the knowledge, resources, and confidence needed to make the informed business decisions leading to positive and measurable results. Identified client needs specific to their respective industry—certification and regulation compliance requirements included—and assisted with incorporation filings. Completed a finalized business model and strategy—addressing strategic, tactical, and operational levels—after meeting all federal, state, and local requirements.Before commencing operations, financing was secured—including SBA options—and GAAP compliant accounting systems and processes introduced. Concurrently, the business’ branding—website, logo, and marketing strategy—was developed and supply chain established. For any areas requiring additional work or expertise, externalized consultants were contracted, and work delegated.

Managed the system integration, data homogenization, and server migration from IBM’s AS/F400 ERP system to Microsoft Dynamics 365. Coordinated internal multi-departmental efforts between Operations, Technology, Sales, Finance, and Accounting with external consultants.

Working alongside our Senior Executive Vice President and Director of Special Projects, I assisted in the formation of our new Marketing and Business Development Department. This department joins our marketing and product development with inside consulting and business development. As an analyst within this department, it is my responsibility to identify and address both inefficiencies and opportunities while providing sales support when needed. Some of these responsibilities are as follows: - Rewriting Company Policy and Procedures- Working with R&D on Product Development- Developing Marketing Strategy - Launched Internal Communication Platform - E-Commerce Development- Graphic Design (Conceptualization) - Pricing, Billback, and Marketing Allowance

Dispenser Beverages, Inc. has been an industry leader in high quality, cutting-edge beverage dispensing technology for more than a half-century. As a result of recent growth, DBI has expanded it's lineup by releasing four new brands. Recognizing the importance of a strong online and digital presence, DBI has invited me to help bring their image to the World Wide Web, and more. Some of these responsibilities include:- Securing Bids- Contract Drafting and Negotiation- Web Development- Social Media and Web Analytics- Brand Management (Redesign)- Graphic Design- Consumer Engagement

Tusculum College's Center for Economic Development and Entrepreneurship is a student run organization tasked with helping local businesses grow. Through our Help Me Help You program, we introduced several local businesses to business and entrepreneurial essentials. During this vigorous ten week program, I led several seminars on various aspects of running and organizing small businesses. These seminars covered:- Legal Aspects of Business - Negotiations- Business Structure- Marketing- Market Research - Branding- Product Development - Pricing Additionally, I worked independently through Tusculum's Division of Consultation to aid several other entrepreneurs that were not associated with the Center's program as the College’s only student consultant through the business program.

Starting as an Office Assistant, I was tasked with basic clerical and administrative duties. Generally, this included new client intake, appointment scheduling, and daily correspondence with attorneys, judges, and trustees. I cataloged and created a database archiving more than two decades of case files. As Office Manager, I was responsible for overseeing the front end operations of the established firm.

As a member of the Front Office Staff, I was qualified to complete most administrative duties while being cross-trained in several positions. My work ethic was recognized and I became responsible for several small task groups and other miscellaneous projects. One project had me leading the revitalization of an existing waste reduction program. This program's success saved the company nearly one thousand dollars per week on single use plastic.