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Michael Schroeder Retired at US Army [email protected]

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Michael Schroeder Retired at US Army Michael.Schroeder@Yahoo.Com Michael Schroeder Retired at US Army [email protected] Summary • Talented professional seeking meaningful and responsible opportunities to apply my knowledge, skills, experience and expertise in service to society. • Accomplished leader with over three decades of leadership and staff experience in progressively larger and more complex organizations with a blend of operational and financial management experience and expertise. • Established an exemplary track record as a principal financial advisor to senior executive leaders with fiduciary oversight responsibilities for multi-billion dollar programs for operations, equipment, procurement and technology. • Proven leader of multi-functional, formal/informal teams focused on complex problem-solving and the operational synchronization of large, integrated organizations. • Strong business acumen, highest integrity, excellent communicator…well-spoken, good writer. • Active Federal Top Secret – Sensitive Compartmented Information (SCI) Security Clearance. AREAS OF EXPERTISE: Leadership; Strategic Planning & Implementation; Accounting/Funds Control; Financial Management; Employee Relations; Auditing/Internal Controls; Budget Planning & Execution; Process Improvement; Procurement/Acquisition; Personnel Management; Training & Development; Change Management; Program Management; Performance Management; Operations Experience Retired at US Army February 2017 - Present CFO January 2016 - February 2017 (1 year 2 months) Budget Officer, Supervisor at United States Army Forces Command (FORSCOM) May 2014 - December 2015 (1 year 8 months) Manage all aspects of financial management including funds in excess of $186M for civilian pay and benefits, contracts, operational travel and supplies in support of Headquarters staff operations. Synchronize resources with strategic and operational training requirements, enabling Senior Leaders to achieve and sustain required levels of readiness measured against organizational, strategic objectives and mission requirements. Represent the command in meetings and ad/hoc committees of the Army staff, with visiting representatives of audit agencies and general officers. Page 1 Manage the Travel Program including policy, procedures and oversight supporting over 250,000 Soldiers and Civilians. Interprets and implements budget requirements and policy directives, while exercising audit readiness and internal control responsibility for funds control and the proper use of federal appropriations. Develops reporting requirements for the preparation, collection, justification, and submission of budgetary data. Advise and consult on the technical aspects of forecasting and budget estimate submission annual requirements and costs. Plans, supervises, and directs the work of civilian and military personnel. Comptroller July 2012 - May 2014 (1 year 11 months) Manage all aspects of financial management including management of a $622 million budget, policy development, system support for the logistic and travel programs and accounting support. Provide technical guidance and advice to executive leaders in the areas of resource planning, program management, budget execution, procurement, contracting, cost management, management analysis, audit, and accounting/logistical automated systems. Synchronize resource policy, process and strategic challenges/opportunities across multiple organizations. Ensure effective internal controls are in place to safe guard resources and preserve the integrity of the business processes. • Successfully directed and supervised over 100 employees working across multiple functional areas and locations including planning, formulation, distribution, tracking, management, human resources and reporting of all funding programs. • Consistently balanced due diligence with timely support ensuring the organization met the incredible challenge of rapidly deploying large military units world-wide for no-notice national defense missions. • Greatly improved the processes of identifying, justifying, validating, prioritizing, and funding of business requirements. • Developed effective management and process controls ensuring compliance with laws, policies and regulations for each budget program. Deputy Director, Resource Management July 2011 - July 2012 (1 year 1 month) Managed a $3.2 billion annual budget for the Army's largest organization that provides land forces worldwide. Led the organization in aligning fiscal resources to requirements, enabling Army Force Generation. Manager of managers - led a directorate consisting 112 employees across four functional divisions. Major responsibilities included strategic planning, programming, budgeting, execution, accounting, audit readiness, operations, manpower management, business transformation, cost management, process improvement, and promoting effective stewardship of fiscal resources. • Successfully planned, coordinated, and implemented the CFO’s Campaign and Strategic Action Plans. Page 2 • Aggressively formulated strategies to obtain critical funding/manpower to enable success of strategic goals. • Effectively cultivated and maintained relationships across all Core Business Enterprises that clearly resolved challenges through collaboration and partnering. • Developed and incorporated Cost Benefit Analysis and Process Improvement across the business enterprise. • Successfully developed the professional development, internship, and the appropriation law training programs. Director, Resource Management July 2009 - July 2011 (2 years 1 month) Directly managed the full spectrum of financial management including Planning, Programming, Budget, Execution (PPBE), cost management, process improvement, fiscal policy, internal controls and audit readiness. Established and exercised control over Department of Defense appropriated funds exceeding $500M. Developed, articulated and defended organizational requirements for inclusion in the Defense Program Budget Review and Program Objective Memorandum processes that garnered of over $2.8B across the Future Year Defense Program. Primary liaison with resource management counterparts at Office of Management and Budget, Department of Defense, U.S. Pacific Command, the Joint Staff, Component Commands, and Department of the Army. • Flawlessly managed the $322M Labor Cost Sharing program (Foreign Investments) in support of international agreements between the US and the Republic of Korea (10,000+ employee payroll). • Engineered budget formulation and current year execution for a multi-million dollar funding programs to sustain the organization’s ground, air, naval, special operations, intelligence, and air defense forces – 28,000 service members. • Directed and supervised over 120 U.S. and foreign national employees responsible for coordination and integration with the Department of the Army, US Pacific Command, other Army and Joint commands and the Republic of Korea leadership. • Served as principal advisor to the Chief Executive Officer on all matters pertaining to finance, accounting, and business operations; consistently developed well-coordinated and effective resourcing strategies and cost saving initiatives. • As the systems deployment director, successfully led the fielding of the General Fund Enterprise Business System consolidating 80 software systems across the Logistics, Acquisition, Installation, and Financial Management communities. Successfully trained over 800 financial, contracting and logistic employees across four geographically-dispersed areas. Chief, Staff Finance July 2007 - July 2008 (1 year 1 month) Managed and provided oversight of intelligence and special mission unit financial management functions. Managed seven accountants including two CPAs and five special accountants required to manage federal appropriations for special intelligence programs. Responsible for Page 3 oversight of two classified Finance Support Units and finance and accounting support to the 75th Ranger Regiment, 160th Special Operations Aviation Regiment, Sustainment Brigade (Special Operations) and Special Mission Units (SMU) spanning six states and multiple OCONUS locations. Responsible for implementing, monitoring, and disseminating finance and accounting policies and procedures. Evaluated regulatory changes to resource management, military pay, travel pay, and vendor pay for impacts. Member of the Command Inspection Program team providing quality oversight of special access programs. - Results Driven: provided quality assurance oversight of the Confidential Military Purpose, Emergency and Extraordinary Expense, and Intelligence Contingency fund programs dramatically improving accountability, quality control and timeliness within this business process. - Business Acumen: provided superb direct support and accounting for the execution of the NIP, MIP, GDIP, and 1208 funding programs. - Leading Change: successfully implemented a grassroots, comprehensive quality review program for two very complex intelligence programs receiving laudable comments from senior military leaders. Battalion Commander at 126th Finance Battalion May 2005 - July 2007 (2 years 3 months) Commanded the Army's largest MTOE Finance Battalion (185 military and 105 civilians & contractors), , which provides full finance support to over 52,000 Soldiers assigned to Fort Bragg. These responsibilities included military pay, travel, audit readiness, internal controls, permanent change of station entitlements, debt management, and lead defense travel systems. Responsible for the wartime readiness, training, maintenance,
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