Information Technology Solutions, Operational Leadership, Strategic Planning

Executive Resume Thomas M. Crea Telephone: (804) 717-5511 Email: [email protected]

Leadership Profile Information Technology Solutions, Operational Leadership, Strategic Planning, Financial Administration, Program Development, Training, Team Building High-profile executive with a demonstrated record of success leading cross-functional, multi-cultural organizations within fast-paced, ever-changing environments. Proven expertise in consistently meeting and exceeding short- and long-term organizational objectives. An outstanding team builder and motivator known for ability to get the most from people and other resources. Excellent fiscal planning, budgeting, resource utilization, and cost-control skills, with a strong information technology background. A published author and experienced public speaker with skills in conversational German and Spanish.

Professional Experience Blackhawk Consulting Group Port Coquitlam, BC President 2008 to present Provide unparalleled coaching/consulting services to assist leaders in achieving improved business solutions.  Coached a company CEO and COO through organizational restructuring, improving incentive programs that enabled a more equitable distribution of employee bonuses and improved company morale.  Coached a program manager for a multi-million dollar transportation operations effort, providing an information technology solution that reduces planning time for multiple systems from hours to seconds.  Wrote a strategic information technology plan for an element of the U.S. Department of Defense in less than three months that will enable better collaboration and information sharing among members.

BCG Health Associates Chester, Virginia/Port Coquitlam, BC President 2006 to present Founded a recruiting business and built a team of consultants who actively place healthcare professionals.  Set up successful business operations within the US and Canada and trained nine recruiters to operate within a virtual office environment.  Earned two industry certifications: Certified Personnel Consultant and Certified Employee Retention Specialist.  Advised colleagues on the use of IT tools; invited to present at annual conference as a result of best practices.

Defense Information Systems Agency (DISA) Falls Church, Virginia Program Manager for Transition of Emerging Technologies 2005 to 2006 Directed a team of oversight managers who tracked, monitored, and evaluated six software projects for transition into various Department of Defense systems. Oversaw four independent contractor budgets efforts and tracked costs and schedules to ensure performance.  Directed transition manager efforts, shared lessons learned, and transferred experiences across projects.  Removed communications barriers to allow transition managers to serve more effectively within their project.  Within six months, formed a team of empowered experts that began to execute the DISA’s “transition” vision; invited to present strategy at the Department of Defense transition manager’s course.

Anteon Corporation Stuttgart, Germany IT Program Manager for Plans 2004 to 2005 Planned all future IT activities for coalition-secret automation systems within European theater. Oversaw integration and security efforts; managed administrative, budget, and staff actions, and led planning and transition efforts. Conducted quarterly staff appraisals, set clear expectations, and received quality performance in return. Thomas M. Crea Page 2

 Empowered and mentored first-line supervisors to effectively lead their sections.  Designed the reorganization that allowed 10 percent new hires, enabling greater effectiveness within the program’s critical areas.  Within two months, identified inconsistencies and wrote two program policies that became division standards.

Northeastern University and Boston College Boston, Massachusetts Military Leadership Director 2000 to 2003 Provided executive direction to recruit, train, develop, and graduate college students with leadership training. Administered budget and ensured attainment of organizational goals. Developed an effective staff from employees with no previous recruiting experience. Collaborated with several departments to form and accredit a leadership minor within the university. Established an alumni association for a 50-year-old program with over 3,000 graduates.  Exceeded student enrollment goals by initiating staff training in recruiting procedures. Maintained a 5:1 student retention ratio, five times better than the national average.  Attained student performance standards that ranked in the top 12 percent of 270 national programs.  Improved program ratings from 72nd to 31st within one year, despite a 25 percent staff shortage.

U.S. European Command Headquarters Stuttgart, Germany IT Project Manager 1997 to 2000 Programmed future top-secret automation systems for a 200,000- to 500,000-member organization spanning the European continent. Mastered conversational German.  Planned an architecture that accepted input from satellites and multiple sources to display a global view of the battle-space for various organizations in Europe and the U.S.  Orchestrated and programmed the network architecture and implementation transition from a legacy, dedicated message center to a modern/desktop environment that crossed multiple security enclaves.  Programmed and executed a transition from a UNIX to a hybrid UNIX/Windows NT operating system, migrating over 500 users that involved an 80 percent change of network hardware.

U.S. Army Logistics Management College Fort Lee, Virginia IT Consultant/Computer Science Instructor 1992 to 1995 Taught expert systems applications to postgraduate-level systems engineers; advised the college on computer-related issues. Developed a course of instruction that enabled students to apply expert systems shells to existing work, allowing direct access to results gained from systems engineer applications. Directed a research effort that reduced a phase in major unit movements by 98 percent. Led an action team to improve automation equipment acquisition.  Installed and improved the college's electronic mail application and taught its use to over 100 employees, revolutionizing and improving daily communications throughout the organization.  Provided consultative services on three separate occasions: presented a conference tutorial on expert systems; instructed a one-week, off-site class; and contributed as a programmer for a large software project.

Education  MA, Political Science, Northeastern University, Public Administration and Comparative Politics—2003.  Master of Computer Science, University of Virginia—1992.  BS, Computer Science, Mathematics minor, University of Dayton—1983.

Publications  Prioritizing Vehicle Lists through Expert Systems Technology, Army Operations Research Symposium, 1994.  The Priority Vehicle List Generator, 1994, (Technical Report).  A Literature Survey for Virtual Environments: Military Flight Simulator Visual Systems and Simulator Sickness, Presence, (Vol. 1, No. 3), summer 1992. Military/Aviation Experience Thomas M. Crea

6th Aviation Battalion/201st Aviation Company Fort Campbell, Kentucky/Camp Humphries, Korea Aviation Operations Officer 1995-1997/1987-1988 Programmed resources to ensure execution of all flight operations and ground-related training for 370 individuals operating 27 helicopters from 6 separate divisions. Directly supervised 50 individuals in 4 supporting sections and managed an operating budget of $2 million. Performed identical duties previously on a smaller scale for 150 U.S. and Korean soldiers, supervising 40 individuals in 4 supporting sections with a $1 million annual operating budget.  Successfully supported 8 separate 120-person aviation units on a scheduled and ad hoc basis, as well as three 2,000-member ground customer organizations.  Directed 17 percent of flight operations under the most adverse conditions, increasing the number of qualified pilots-in-command by 45 percent and exceeding that standard by 25 percent.  Executed a quality-training program that was rated highly on 44 separate evaluations and utilized an innovative approach that yielded the first accident-free year in two years.  Personally achieved 1500 total accident-free flight hours, 250 under the most adverse conditions.

U.S. Army, Joint Task Force Bravo Soto Cano Air Base, Honduras Humanitarian Plans and Exercises Officer 1995 to 1996 Planned and executed a natural disaster humanitarian relief exercises between the U.S. and Central American nations; mastered conversational Spanish.  Trained members from five Central American countries in the process and procedures for requesting and receiving disaster relief.  Empowered each country's team to focus on regional cooperative security while introducing the roles of the U.S. Department of State, Department of Defense, and various private sector and voluntary organizations.

U.S. Army, 2nd Squadron, 17th Cavalry Regiment Fort Campbell, Kentucky Aviation Program Manager/Troop Commander 1988 to 1990 Commanded a 50-member organization that performed a variety of aviation missions to support a 20,000-member organization. Planned and coordinated all operations and maintained bottom-line accountability for $150 million in assets. Trained and mentored 3 supervisors who each oversaw 12 or more personnel. Managed an operating budget of $1 million and maintained accountability for $5 million in assets.  Constructed a new unit in conjunction with a larger reorganization that involved a 30 percent exchange of equipment. Supervised up to 12 communication networks.  Spearheaded 30 percent of flight operations under the most demanding conditions, all 100 percent accident-free. Concurrently improved maintenance availability rates by 5 percent. Personally maintained an accident-free pilot-in-command status.  Provided inspiration to pursue critical positions in the parent organization that included seven other equal-sized organizations; officers under my authority managed over 50 percent of these functions.

52nd Aviation Battalion/55th and 201st Aviation Companies Republic of Korea Platoon Leader and Training Officer 1984-1987  Assigned first Platoon Leadership position immediately upon first assignment in 1984.  Quickly achieved pilot-in-command status, became a unit trainer, accumulated 900 accident-free flight hours.  Promoted to manage the training program for 500 individuals from four geographically separate organizations.  Improved training results for individual qualifications by 13 percent in one year despite a 90 percent annual turnover; 89 percent personnel qualification was the highest level achieved in two years. Key Accomplishment Summary Thomas M. Crea

Planned Transformation Efforts

Situation: The events of September 11, 2001, prompted the Department of Defense to direct the creation of worldwide coalition networks. The Linked Operations-Intelligence Centers Europe (LOCE) program had a multi-lateral coalition network with established capabilities and became a network model. Its expansion in response to Balkans crises increased the network from 8 servers and 250+ workstations to 55 and 525+, respectively. Management concentrated on growing operational concerns and needed assistance overseeing a planning and administrative staff that lacked support. Program policies were outdated or non-existent, government reduced personnel assigned from 19 to one, and management and contracting responsibilities shifted three times. The turbulence led to uncertainty, employee dissatisfaction, and the departure of several key staff members. In spite of the turmoil, the program needed immediate attention with its plan to become part of a larger coalition systems effort. It was necessary to appoint a deputy program manager for plans and a chief of staff.

Action Plan:  Communicated extensively to learn and understand organizational requirements; clarified inconsistencies and wrote business expense and relocation policies.  Defined separate planning and operational responsibilities for both deputy program managers. Developed a strong working relationship with my deputy counterpart.  Conducted quarterly performance reviews, redefined roles, and established clear objectives. Empowered first- line supervisors to lead administration, security, integration, and expansion efforts.  Focused staff members, setting communication and teamwork as top priorities. Monitored all assignments, identified program distracters, and discontinued non-essential tasks.  Coordinated all program activities with the operations deputy and the program manager.  Recommended organizational restructure to synergize efficiencies and prepare for program transformation. Screened and interviewed prospective hires.

Results: Wrote business expense and relocation policies that became the division standard. Clarified inconsistencies and removed a source of employee discontent. Conducted quarterly performance reviews and established clear expectations, increasing employee confidence in the annual appraisal process. Redefined roles, empowered first-line supervisors, and inspired greater cooperation between operations and plans elements. Directed and tracked staff assignments to increased program cooperation and efficiency. Provided management a personnel plan that consolidated two sections and a transition timeline that met the needs of the gaining and losing directorates. Enabled the program to conduct 10 percent more hiring actions that enabled greater effectiveness within the organization in critical areas. Key Accomplishment Summary Thomas M. Crea

Programmed Technology Upgrades for Increased Productivity

Situation: The United States European Command intelligence community needed to streamline its technology processes. One area required a comprehensive replacement of 80 percent of its hardware with the capability of migrating over 500 users in 83 countries from a UNIX to a hybrid UNIX/Windows NT operating system environment. Another project involved the replacement of the government's antiquated worldwide network without cutting off communications during the two-year transition period. There was also a need for a system providing military commanders at all levels, from the commander on the ground, through the generals and to the President of the United States, a real- time picture of the battle-space in a conflict scenario. While the United States Central Command was ahead of all others, the United States European Command was lagging further behind in its implementation.

Action Plan:  Evaluated hybrid options and provided necessary equipment to researchers. Chaired monthly video teleconferences, traveled to test site, and provided direction to five separate geographic locations.  Validated a functional baseline and conducted configuration management and security systems testing for full integration into the network. Tested the operating system and application functionality across all platforms.  Developed implementation timeline and programmed equipment orders. Purchased equipment and scheduled required systems administrator and user training.  Designed a viable messaging alternative to stop execution of an unknown national plan. Ensured that intelligence community message traffic proceeded uninterrupted throughout the transition.  Identified manpower and equipment requirements, projected total cost, and presented implementation strategy; the plan was lauded by the national community and used as a model for other theaters of operation worldwide.  Collaborated with counterparts from two directorates, subordinate elements, and representatives from the Pentagon and U.S. Army to evaluate the project funding programmed for the next several years.  Gathered experts and visited the Combined Air Operations Center to observe the monitoring of an actual battle- space scenario in the Balkans. Defined application and networking problems and planned Theater strategy.  Hosted the March 2000 conference that drew nearly every key player from various Theater Commands, with the Pentagon participating in the project. Addressed global concerns in a single forum.

Results: Planned detailed network transitions enabling subordinate organizations to accurately budget for programmed hardware and software upgrades. Successfully replaced over 500 costly UNIX workstations and achieved parallel results in subordinate commands. Coordinated interaction of executive team members and produced the theater defense messaging system plan that became the standard worldwide, permitting users to send organizational messages from a familiar environment via a single desktop platform, significantly reducing the time required to draft and transmit formal messages. Reenergized efforts to develop a real-time picture of the battle-space by integrating operations, intelligence, and computer staff directorates. Involved all subordinate commands within the United States European Command Theater of operations and developed a connection with the national community. Key Accomplishment Summary Thomas M. Crea

Implemented Innovative IT Solutions

Situation: The Army Logistics Management College (ALMC) needed an interim e-mail solution as it struggled to transition to a modern, PC-based local area network (LAN). There was no funding to pursue upgrades, yet the college needed to facilitate internal and external communication. Concurrently, the Intelligent Technologies department’s main objective was to link artificial intelligence (AI) applications within the core curriculum, operations research (OR). There was limited instruction time available and the existing expert systems (ES) application used was difficult to learn and did not enable analysis. In addition, a software project needed to be upgraded to reduce the workload of our Army’s rapid deployment forces. With 18 hours given for movement of personnel and equipment on various U.S. Air Force cargo aircraft, the process of coordinating load plans could take up to six hours.

Action Plan:  Identified an e-mail application to test, configure, install, and receive college commandant approval for use. Transitioned college toward a paperless environment.  Developed block of instruction to train all college employees and write a self-paced tutorial for those unable to attend training.  Researched and developed a user-friendly ES shell. Incorporated into course curriculum and enabled students to perform clear-cut analyses of results from neural network programs and mathematical modeling tools.  Made separate trips to meet with the 82nd Airborne Division Infantry Brigade at Ft. Bragg, NC, and the software developer in Alexandria, VA. Outlined procedures to identify the entire deployment process.  Updated all vehicle and equipment database information, modified software through multiple iterations and provided user-friendly graphical interfaces.

Results: Led the ALMC modernization effort by introducing a cost-free e-mail capability and teaching its use. Daily communications increased exponentially and the college was on its way toward better productivity within a paperless environment. Introduced an ES shell that reduced instruction time by 50 percent and allowed students to generate quick, simple presentations linking complex modeling and neural network (NN) applications. Received invitations to present and teach off-site. Software application became a practical product for the soldiers at the 82 nd Airborne Division—the end result reduced the six-hour, manual, stubby-pencil drill to six minutes, ensuring that deploying units could spend valuable preparation time elsewhere. Key Accomplishment Summary Thomas M. Crea

Provided Vision for Leader Development

Situation: The recent military drawdown impacted the Reserve Officers Training Corps (ROTC). The battalion was limited to 9 of 12 authorized staff members, including a contractor and part-time staff as approved substitutes. Despite a 25 percent staff shortfall, U.S. Army Cadet Command (USACC) increased the production mission to the largest of 20 similar programs. A unique relationship between Northeastern University (NU), the host institution, and Boston College (BC) necessitated twice the instructional responsibilities. USACC had difficulty executing its scholarship budget and instituted two aggressive policy changes in as many years. The second change benefited BC at the expense of two NU allocations annually. ROTC courses did not receive academic credit, making recruiting harder, and one of the nation’s largest programs throughout the 1960s did not have an alumni program.

Action Plan:  Reorganized the battalion and empowered two officers to run operations at separate campuses; personally oversaw program.  Provided executive direction to recruit, train, develop, and commission officers into the U. S. Army.  Responded quickly to policy changes by actively pursuing deserving students on a standing alternate list.  Presented scholarship distribution options in a detailed study addressing cadet performance, demographics, and university incentives showing that 91 percent of battalion commissions came from scholarship students.  Conducted thorough training in field and classroom environments.  Administered five separate budgets for two universities and the Army.  Proposed ROTC academic credit to the faculty committee and vice provost for undergraduate affairs.  Planned an ROTC 50th anniversary weekend with cadets updating alumni on program and interacting during brunch and home football game. Updated alumni on various USACC historical changes.

Results: Rewarded deserving cadets by awarding eight additional scholarships during first policy change and increased student retention ratios to five times the national average. Became the number one brigade program in quality and quantity—59 percent of cadets ranked among the nation’s top one-third; produced the most commissions during a three-year period. Moved program from 72nd to 31st in one year to rank in the top 12 percent of 270 national programs. Demonstrated the value of retaining scholarship allocations and received personal thanks from the commanding general for detailed study and proposal. Received approval for academic course credit and inclusion of ROTC courses as part of a leadership minor. Launched the ROTC alumni society; it is today one of the most active campaigns within the Northeastern University Alumni Association. Key Accomplishment Summary Thomas M. Crea

Directed and Led Complex Aviation Operations

Situation: World events demanded the deployment of smaller, more agile task forces to respond to potential crises worldwide. The 101st Airborne Division needed to establish habitual relationships between three light infantry brigades and other “slice” elements in order to create several multi-disciplinary task forces. The Aviation Brigade had nine subordinate battalions with more than 1,500 people and over 200 airframes. Several key weapons systems were disproportionately distributed and needed to be consolidated in a single, company-sized unit. This unit would serve as the lynchpin of the reorganization effort and ensure the division had uniform, dedicated support. Executed standard requirements in every aviation assignment, including management of air and ground training, flight scheduling and aircrew standardization, vehicle maintenance and the petroleum, oils, and lubricants (POL) sections.

Action Plan:  Received 23 helicopters, exchanging 2 and transferring 10 to nine independent organizations. Completed intensive airframe inspections to the satisfaction of all parties involved.  Maintained and operated 13 aircraft; fielded and tested two state-of-the-art weapons systems. Led the most diverse company-sized aviation unit with nine independent habitual relationships.  Directed a threefold unit mission, trained subordinate leaders to run independent operations from distant locations, and deconflicted competing customer requirements.  Led 50-member organizations on three separate occasions. Executed annual flying hour programs up to 4,600 hours with an annual operating budget of $2 million.  Managed pilot training in a constrained environment of abbreviated one-year assignments. Ensured pilot and aircrew progression on a series of tasks with a goal of achieving pilots-in-command (PIC) operating under day, night, and night vision goggle (NVG) conditions.  Coordinated flight operations with flight and unit maintenance sections while achieving fleet readiness of 80 percent at all times. Launched 50 percent of the fleet on weekly missions.  Orchestrated flight operations with 4 different airframes and up to 30 helicopters to support allied ground units.  Managed three exclusive weapons systems and a specialized ground force in support of a 20,000-member division.

Results: Completed the central element of the Aviation Brigade reorganization and maintained bottom-line accountability for $200 million in assets. Fielded two unique weapons systems and later directed operations for four. Directed complex aviation operations and troop movements safely involving four different airframes with up to 30 aircraft. Conducted 17 percent of flight operations under NVGs, increasing the number of qualified NVG PICs by 45 percent while exceeding the assigned standard of day/night PICs by 25 percent. Recorded zero deficiencies when measured against 12 separate flight evaluations and 32 records checked; received a commendation for overall performance. Led each unit in incident- or accident-free operations under day, night, and night vision goggle conditions. Industry Insights Thomas M. Crea

Vision, Leadership, Empowerment, and Teamwork

Corporate Vision and Strategic Plans Corporate vision and strategic plans provide the guiding principles that give innovative employees important direction. Employees can use this guidance to chart paths while separately achieving successes that are aligned with corporate goals. Creative employees with a clear corporate philosophy gain the necessary confidence to make independent decisions, while detailed plans enable them to focus on accomplishing organizational priorities.

Leadership—The Four "Cs" Leaders possess four simple qualities: courage, candor, competence, and commitment. They must possess the courage to overcome obstacles such as holding employees accountable for achieving standards of productivity and quality. They must exercise candor with superiors as well as subordinates; they are competent and especially adept handling a variety of human resource issues. They must also demonstrate commitment, setting high standards within the organization. Leaders must personally serve as a role model for others.

Quality Management of Resources Efficient use of assets, such as time and money, is critical to success, while those who supervise others are charged with the care of our most precious resource—people. Supervisors who screen and hire quality individuals increase their chances for success, and those who demonstrate genuine concern for employee welfare gain significant capital. Leaders manage to do both, easily synchronizing efforts and consistently accomplishing organizational objectives.

Problem Definition, Empowerment, and Goal Achievement Leaders who establish attainable goals can guide individuals to accomplish more than they realized possible. Empowering employees instills confidence and allows for personal growth. Empowered employees are motivated, innovative, and they will surprise you with their initiative. Leaders who appreciate the dynamic of empowered employees with enough freedom to accomplish measurable objectives find goal achievement easy and they drive results and productivity to the highest levels.

Team Building and Communications Trust is essential within teams, yet varying approaches to problem solving from well-intentioned individuals can create friction. Effective team-builders establish "buy-in" and maximize the contributions of every member. They create positive environments, establish high standards, and insist upon regular dialogue. They ensure the continuous flow of communication and encourage frequent interaction between colleagues. They view communication as essential to teamwork and create the most positive environment for their teams.

Training and Technology Successful organizations ensure that employees are trained to be technology-savvy. Capable individuals increase the company’s success linearly; technologically capable teams improve the company’s success exponentially. Technologically capable teams demonstrate greater synchronization and synergy while accomplishing objectives with increasingly fewer efforts. Consequently, these teams are able to spend more time evaluating challenges and problem scenarios from a collective perspective.