JON W. NEWSOME JR.

An experience executive most recently in the role of CIO for an $8B global

company with a proven track record and 30+ years of experience across all

business functions within the private/ public sector with US/Global

Companies looking for a new organization where my unique skills and

experience can be leveraged to do what I do best: Build high performance

teams and move organizations toward growth, profitability, better customer

satisfaction and efficient business processes.

Summary Highlighted Accomplishments

Operations & Technology

. Managed large integrated process teams (50+ people) across multiple

countries, cultures, languages delivering efficient processes and

providing solutions to drive customer satisfaction, sales,

profitability and management of business functions across a matrixed

organization operating globally for five years. This resulted in

constant revenue growth and expansion into Europe, India, Asia.

. Complete process blueprint, design, build, and operate of all

systems/solutions for a global company with over $8B of high

tech/construction project in eleven countries achieving results of:

500 design drawings, $40M procurement, and $60M project delivery on a

monthly basis for over 4 years. (SAP, Oracle, Siemens and other

solutions). Continuous Process Improvement.

. P&L responsibilities ($14M annually) for team of process/technology

professionals delivering operational requirements/technology around

the world and ($11-13M annually) for a team of 'Big4' consultants

performing BD/sales, contracting, project management and project

execution for the US DOD (Previous jobs). Delivered all Automation to

execute over $1B annual project execution. On-time delivery and under

budget.

Turn-Around, Growth, Business Development, Sales

. Consistently put into positions to Turn-Around: engagements, projects,

poor performance, inefficient processes, and under-performing sectors.

. Built business development organizations (3 times w/3 different

companies) to develop, market, sale, contract and deliver business

solutions (policy, processes, systems) to the Federal Government and

the Aerospace Industry.

. Wrote over 80 proposals resulting in over $600 Million Dollars being

put on contract.

Positions Held

Global VP/Management Information Systems (CIO) Dec

2009 - Present

AGT International www.agtinternational.com Global

Principal for Sustainment/PBL, BD Director Apr 2005 -

Dec 2009

SAP Public Services, Inc. - Washington DC

Senior Manager/Director Dec 2003 -

Apr 2005

Deloitte - Washington DC

Senior Manager/Director Dec 1995 -

Dec 2003

KPMG/BearingPoint (BE) - California, Colorado, DC

Major, United States Army (Logistics/Operations) - Global

Aug 1979 - Aug 2003

FULL DETAILS

Global Vice President for Management Information Systems (CIO)

AGT International www.agtinternational.com

December 2009 - Present Global

Note: Some details of my current position cannot be shared in writing due

to real world security risks as well as customer requests to remain

anonymous. I am happy to discuss further in a face-to-face situation.

Global executive (reporting to the COO) responsible for strategy, design,

procurement, implementation, and sustainment of all systems supporting our

global operations. I manage a multicultural team of professionals across

eleven countries supporting business operations providing custom designed

security solutions for countries, cities, critical assets and

infrastructure. Backlog of work (on contract) consisting of $8.2B worth of

potential revenue when I began the job. Within the scope of this job

accomplishments were as follows:

. Complete documentation, analysis and revision (or creation) of all

business processes for the design, procurement /building, delivery,

operation and sustainment of security solutions throughout the world.

. End-to-end process 'agent of change' within our organization applying

best practices, and Lean/Six Sigma concepts across mission critical

areas improving delivery timelines and profitability.

. Personal involvement in growing the family of companies across China,

UAE, Switzerland, Germany, UK, Singapore, Uzbekistan, Netherlands, US,

India, and Brazil with establishment of companies, offices,

partnerships, strategies, financial reporting, supply chains and

product delivery.

. Implementation, configuration and sustainment of Twenty One separate

but synchronized instances of SAP (ERP) across each individual company

in eleven countries to manage Demand Planning, Procurement, Supply

Chain/Logistics, HR and Finances (A/P, A/R, Local and Global

Reporting).

. Process blueprint, acquisition, implementation, and/or building of

multiple Add-Ons to SAP to extend its capabilities to all companies.

These Add-Ons include:

o OLK (TopManagement) - provide a web interface to material and

service requests in SAP.

o Valogix Inventory Planner and Inventory Transfer Module - demand

planning and in-transit visibility across all companies, vendors

and partners.

o LISA (N'Ware Technologies) - full WMS capabilities running

inside SAP for a warehouse with over $200M of active inventory.

o Budget Module (Complete) - Project budget tree and cost

collection at the project, site and activity level for over

$1.2B worth of project work on an annual basis.

o Coresuite Framework - multiple modules (Coresystems)- enhance

reporting, building of customized forms, ease number of

formatted searches, country packets for bank interfaces, VAT and

country specific reports, fixed assets module for improved

depreciation tracking of assets, mobile solutions and Cloud

computing.

. Process blueprint, acquisition, implementation and sustainment of two

separate Product Lifecycle Management (PLM) systems for civil projects

and Aerospace platforms. Architectures included the following:

o Teamcenter (Siemens PLM Solution) - full PLM lifecycle

management of Aviation Assets

o Catia v5 (Dassault Systems) - 3D Engineering Design

o Agile Product Lifecycle Management (Oracle) - full PLM of civil

works

o AutoDesk 3D AutoCad design Software (AutoDesk)

o Engineer Base Electrical CAD software (Aucotec)

o Vault CAD Data Management Solution (AutoDesk)

. Process blueprint, acquisition, implementation and sustainment of

Primavera P6 Enterprise Project Management and Primavera Enterprise

Contract Management (Oracle) to manage all planning, contracting and

execution of a $2B security project for borders, offshore platforms,

and critical assets in the Middle East over a five year construction

timeline.

. Process blueprint, acquisition, implementation and sustainment of

Active Risk Management (ARM) by Active Risk; formerly STG across $8B

of projects globally to determine financial reserves as well as

actions for risk mitigation plans and contingencies. This resulted in

minimizing reserves, freeing cash and management of risk to finance,

schedule, and capabilities delivered.

. Accellos Warehouse Management Solution (Accellos) - WMS capabilities

in a warehouse; $200M inventory.

. Qlikview BI (QlikTech) - business intelligence across twenty one

databases

. I-Bolt (Magic) - integration of solutions and synchronization of

database content.

Solution Principal for Sustainment/PBL, Business Development Director

SAP Public Services, Inc.

April 2005 - December 2009 Washington DC

Responsible for the design, development, deployment, marketing, pre-sales,

sales and implementation of new global solution focused on the unique

requirements associated with Performance Based Logistics (PBL) contracting

strategies and Lifecycle Product Sustainment adopted within the US

Department of Defense and the Aerospace Industry. Within the scope of this

job I accomplished the following:

. Brought together an international process team to define unique

requirements of PBL and configure SAP/SAP Partner solutions in an

operational environment to support those requirements and documented the

configuration and architecture for re-creation at customer sites.

Development effort finished on-time and under budget. This was

development, configuration, and implementation of new operational

instance of SAP.

. Marketed findings, progress and lessons learned to customers within the

A&D industry publishing 6 articles and presenting briefings at 9

international conferences.

. Assisted with software demonstrations, re-hosting of the solution,

briefings and marketing events throughout the world.

. Developed partnerships and revenue sharing agreements with software

vendors to drive revenue through the sale of non-SAP solutions.

. Built and maintained a 5X pipeline of opportunities

Also served as Director of Business Development for SAP Public Services.

In this role accomplishments were as follows.

. Created a Marketing and Business Development organization focused on the

Federal Government, State and Local Governments, Aerospace and Defense,

Educational Institutions and Not for Profits.

. Built and maintained a 5X pipeline of business opportunities for over 3+

years

. Built strong relationships with consultant companies, OEMs, software

providers, and software implementers to jointly Go-to-Market where skill

sets were complementary providing new channels for business opportunities

through these strategic alliances.

Senior Manager/Director

Deloitte

December 2003 - April 2005 Washington DC

Help build their Federal Consulting Practice. Task was to build a Federal

Practice focused primarily on the Department of Defense. Primary

activities were recruitment, educating the DoD about Deloitte and their

capabilities, identifying contract vehicles, winning BPA/IDIQ contracts,

and building a business with the resources, processes and structure to

execute work in the DoD. Specific activities included the following:

. Managed the proposal effort resulting in OSD ESI BPA win. This was a full

capture effort, as the prime contractor, for a $5B IDIQ Contract with

DoD.

. Negotiated teaming agreements for BPA/IDIQ Contracts to include EITA,

ITSP II, CAPS, NETCENTS, ECSS, DEAMS, PSCM and PASS on the Air Force side

and IMA BPA, GFEBS, and AKO on the Army side.

. Developed a consulting services solution offering around the use of Radio

Frequency Identification Devices (RFID) for the DoD and companies that do

business with the DoD based on new Federal policy for its use with asset

tracking and visibility.

. Conducted Business Development Activities to include; meetings and

briefings at the General Officer Level, presenting briefings at DoD

conferences (AFCEA, DoD Logistics 2004, DoD Technology Summit's, NDIA,

SCOR, AFCEA annual conference, etc.), developing strong

relationships/alliances with other DoD contractors.

. Directly participated in recruiting and hiring of key personnel.

. Developed standardized processes for reacting to proposals, teaming

agreements, DCAA audits, contract tracking, and marketing.

. Wrote over 25 proposals resulting in over $2.8 Million Dollars being put

on contract and over $60 Million pending contracts upon departure.

Senior Manager

KPMG/BearingPoint (BE)

December 1995 - December 2003 California, Colorado,

Washington DC

Began in KPMG as a consultant assisting with the execution of the BRAC

process at Sacramento California Air Logistics Center. This was a foot-in-

the-door ($170K) contract that turned into a $10-14M practice from 1996-

2000 of which I was personally responsible for managing $8.6-12.4M and

involved in an additional $122M (cumulative) throughout the DoD Sector.

Promoted to Senior Manager (reporting directly to the President of Public

Services) for the Space Operations practice in Colorado Springs Colorado.

Then asked to relocate to the DC area to take over management of all HQ US

Air Force AF/IL work in the Pentagon.

. Served as the primary integrator for a Headquarters Air Force sponsored

initiative to re-engineer the US Air Force's Supply System. Integrated

the findings of 5 analysis teams looking at all aspects of the Air

Force's Supply Process. Prevented loss of USAF Logistics Transformation

services contract ($2.1M for BE) from being canceled and transformed it

into the Spares Campaign under HQ AF/IL in the Pentagon.

. Led overall capture/program management effort of developing, tracking,

and monitoring progress toward achieving Logistics Transformation of the

Air Force's Supply Chain activities. The Spares Campaign involved the

implementation of 76 solutions embedded in 10 major initiatives to

improve the Air Force's Supply Chain. This was a $2.8M effort in FY02

and a $5.4M effort as it evolved to the Air Force Innovation and

Transformation Directorate.

. Led the capture, development of, and execution of the Depot Maintenance

Re-engineering & Transformation (DMRT) effort for HQ US Air Force. This

resulted in a $1.2M contract at HQ Air Force Material Command and a $400K

increase in the Spares Campaign contract to manage DMRT efforts.

. Led the creation of a single integrated Air Force Logistics

Transformation effort that would combine Spares Campaign and DMRT efforts

to HQ AF/IL. This resulted in the forming of the Directorate of

Innovation and Transformation (HQ AF/ILI)) and a contract for $5.2M to BE

for program management, research and analysis.

. Led the effort to develop an operational architecture for the future IT

system for AF Logistics (AF LOG EA and eLOG21). It led to contracts by

other BE personnel to develop the technical and data architectures and

conduct an ERP business case analysis ($1.1M)

. Led the facilitation of a combined government/contractor team to develop

the future operation environment for Fleet Management within the Air

Force. This $140K task order led to HQ SSG putting out an RFP for an On-

Line Vehicle Interactive Management (O-LVIMS) system budgeted at $18M.

Negotiated positions on 2 software vendor teams that ensured a win upon

award.

. Managed all BE efforts related to Air Force Innovation and Transformation

office (AF/ILI).

. Primary Architect and facilitator for the Marine Corps Integrated

Logistics Concept (the Marine Corps operational architecture that drove

their ERP implementation), developed the operational models for each of

their logistics functions that were then used to acquire necessary

systems to conduct operations in the future. Contract amount $850K.

. Negotiated teaming agreements for BE to be a sub-contractor on Lockheed

Martin's (LM) Satellite Control Network contract proposal effort $2.1B

contract.

. Negotiated teaming agreements to be sub-contractor on Spectrum Astro's

GPS III proposal effort; worked all aspects of the capture effort

providing financial analysis, program management, and technical reviews.

. Marketed the capabilities of Advanced Planning and Scheduling (APS)

applications; acquired funding for an APS pathfinder at Tinker Air Force

Base in Oklahoma City. The Pathfinder generated $4.9M. Incremental

funding of first installment of the Manugistics software in FY04 was $15M

and 800K for Bills of Material (BOM) functionality test.

. Led the work with an Air Force/Contractor Integrated Process Team to

develop Purchasing and Supply Chain Management (PSCM)

Tenets/Methodologies resulting in an $8M acquisition.

. Created the overall strategy for the drawdown of materials at a large

military base as a result of BRAC Closure. Put in place processes and

procedures for the attrition, disposal, and developed workload based

stockage levels for all materials stored in Defense Logistics Agency

(DLA) facilities.

. Facilitated strategic planning for fifty-two programs within the Space,

Command, and Control and Communications directorate facing relocation and

transition as a result BRAC closures.

. Developed strategy and detailed plan for the relocation of repair parts

and material supporting twenty-nine Air Force programs transitioning to

six different locations.

. Developed an Enterprise schedule with inter/intra dependencies linking

196 sub-project schedules to allow staff planning of overhead functions.

These sub-projects represented standardized definable activities required

to transition, close, privatize, reorganize all workloads, programs,

tenants of Air Logistics Centers.

. Performed detailed analysis of costs/savings to the Department of Defense

as a result of outsourcing/privatizing the Depot maintenance functions at

a closing military base.

. Provided research, analysis and guidance for privatization, outsourcing,

realignment and closure activities to a major military installation

facing closure as a result of BRAC. Researched and analyzed federal

legislation, cost comparison models, and process engineering. Performed

detailed analysis of costs/savings to the Department of Defense as a

result of outsourcing/privatizing the Depot maintenance functions.

Contract value $225K.

. Marketed and conducted an organizational assessment for one of the

largest DoD space program (MILSATCOM) to recommend changes in

organizational structure, identify training and technology shortfalls and

recommend alternatives, reduce overall operating costs and increase

efficiencies. Developed a strategic roadmap to align goals, objectives,

performance measures and developed an actionable business plan for

implementation. Contract value $220K.

. Marketed/conducted Activity Based Cost Analysis for major Space Programs.

Identified costs across the enterprise of acquiring/supporting space

systems by the government. Task order on existing contract $325K.

. Developed a relational database to track all material moving through DoD

warehouses/maintenance facilities. This database allowed each NSN to be

researched as it related to: Source of Supply, Routing Identifier Code,

Owner, Customers, # issues, # receipts, # disposals, # transfers, and

Operational Purpose Code. Recurring task order in 1997, 1998, 1999 for

$1.2M each.

. Continuously provides facilitation, project management to a large

multifunctional forum consisting of senior logisticians (the Business

Information Analysis team (BIAT)) from across the country to resolve

supply chain problems affecting them. Provided facilitation, project

management, strategic guidance, analysis, and research. This $3.2M

contract resulting in getting consultants on-the-ground and chargeable at

all 5 Air Logistics Centers and the start of our Air Force work in the

area of Logistics across the Air Force.

. Developed multiple automated tools to provide enterprise view of

logistical pipeline and financial impact of the supply chain activities

for DoD clients. Automated tools include: Relational databases,

multiple web sites, data warehouses, and process/data models and

simulations.

. Conducted Cost Benefit Analysis (CBA) and Business Case Analysis (BCA)

for a new Acquisition and support process being utilized by both private

and public organizations. Showed cost avoidance/cost savings to the

government as well as identified benefits/risks to implementation and

mission readiness. The CBA and BCA where the key documents that created

the Reengineered Supply Support Program (RSSP), the beginning of the

Performance Based Logistics (PBL) strategy now adopted by DoD.

. Built the user community and business case for the development and

deployment of an Air Force Enterprise Data Warehouse (began as Keystone

Decision Support Tool and evolved to AF EDW). The EDW contract was

approximately $14M in 1999.

SPECIFIC SKILLS & EXPERIENCE

Business Operations Business Development Strategic Planning

Lean/SixSigma

Activity Based Costing Balanced Scorecard Operational Architecture

Technical Architecture

Software Assessment Acquisition Support Asset Management

Organizational Assessment

BPI/BPR ITIL/ISO 9001 Business Transformation

PMI/PMP

Change Management Joint Logistics Process Modeling

Contracting

ERP Implementation Data Warehousing Privatization

Outsourcing

Acquisition Reform Manufacturing Training/Teaching

Warehouse Operations

Transportation Operations Tactical/Joint Operations

Outsourcing/Hosting Financial Management

Maintenance, Repair Overhaul Product Lifecycle Sustainment

PLM/SDLC

Cloud Computing Mobile Devices Business Intelligence

FP&A

Risk Management Project Management (traditional, Agile)

EDUCATION

Masters (MA) in Business/Human Resource Management - National University -

1995

- 3.8 GPA while working full-time

- Heavy emphasis on technology in the workplace and human interaction

w/automation

Bachelors (BA) in Psychology - University of South Florida - 1985

- Heavy emphasis on Engineering and Sciences

PERSONAL INTERESTS

6 Time Ironman Finisher (140.6 miles) including the World Championships in

Kona Hawaii

Avid runner with over 100 Marathons and Ultra Marathons completed.

SPECIFIC SOLUTION EXPERIENCE

SAP ERP (Multiple versions and modules)

Oracle ERP (Multiple versions and modules)

Primavera P6 Enterprise Project Management and Enterprise Contract

Management (Oracle)

Teamcenter (Siemens PLM Solution)

Catia v5 (Dassault Systems)

Agile Product Lifecycle Management (Oracle)

AutoDesk 3D AutoCad design Software (AutoDesk)

Engineer Base Electrical CAD software (Aucotec)

Vault CAD Data Management Solution (AutoDesk)

Active Risk Management (ARM)

OLK (TopManagement)

Microsoft Dynamics

SharePoint

Valogix Inventory Planner and Inventory Transfer Module

LISA (N'Ware Technologies)

Coresuite Framework (Coresystems)

Accellos Warehouse Management Solution (Accellos)

Qlikview BI (QlikTech)

I-Bolt (Magic)

Business Objects - Full Suite of products (Now an SAP company)

Cognos (Certified Level III)

Oros (now owned by SAS) Activity Based Costing

ProModel, Micrographics and ProForma Process Modeling applications

MAXIMO Asset Management - (Now an IBM Product)

Meridium - for Reliability Centered Maintenance

MCA - for Demand Planning and Spares Optimization

Dassian - for Program and Contract Management

Manugistics APS (modules for demand planning, rough cut capacity and

collaboration)

All Microsoft Office Suite to include Project, Access, Outlook and Visio.

MILITARY SERVICE

Highest Rank of Major, United States Army (Logistics and Operations)

August 1979 - August 2002

Global

Twenty four years of highly decorated military service starting as an

enlisted seaman in the USCG and retiring at the Rank of Major in the US

Army; Commanding in both Europe and the United States.

MILITARY CAREER HIGHLIGHTS (chronological order)

Aug79-Dec85 E-1-E-5 USCG Active and Reserves. Boatswains Mate and boat

Coxswain in small boat units (41 Foot) conducting search

and rescue, law enforcement, drug interdiction.

Assignments throughout Florida in the Reserve while

attending college and working.

. I was the youngest Coxswain in USCG at age 18 of a

210 ft. Cutter.

Mar 86 Graduated US Army Officer Candidate School. Fort Benning

Georgia.

Jul 86-Jun 87 Commander, Anti-Tank Platoon in the 4th Infantry Division

at Fort Carson Colorado.

. Attained the highest number of registered kills in

field training at the National Training Center of any

platoon at that time.

Jun 87-May 88 G-3 Training Officer. Only 1LT on General Staff managing

all training on the installation.

. Trained 4,000 personnel on new equipment, tactics and

maintenance procedures.

. Directly responsible for Division's five year plan

and Annual Training Calendar

May 88-Nov 89 Executive Officer and then acting Commander of the

Headquarters, Headquarters Company at Fort Carson Colorado.

. Managed all Base Functions, 325 personnel, 85

combat/tactical vehicles, 31 generators

. Managed annual operating budget of $130,000

. Selected over all other Captains/Lieutenants in

Division for Position (#1 in 300)

. Designed and built an efficient Division Tactical

Operations Center that was later adopted as the

standard for US Army (selected over all other

designs)

Nov 89-Sep 91 DISCOM Movement Control Officer for the 3rd Infantry

Division in Kitzinger Germany. Managed all admin and

tactical support transportation taskings.

. Planned and executed the largest peacetime tactical

road march across Germany (72 Tanks, 93 Bradleys, and

1,200 wheeled vehicles)

. Increased efficiency of repair parts distribution by

50% without increasing costs

Sep 91-Oct 92 S-4 (Battalion Logistics Officer) for the 703rd Main

Support Battalion in Kitzinger Germany. Managed all

aspects of logistics, maintenance and finance for the

largest Support Battalion in the US Army.

. All seven companies under my responsibility received

commendable ratings during all inspections (unequaled

in the US Army)

. Finished second while competing for the supply

excellence award for all of Germany (over 200

competitors)

. Supported multiple deployments and missions

throughout the world.

Oct 92-Dec 93 Commander B Co., 703rd Main Support Battalion.

. Command of the largest tactical Transportation

Company in US Army

. Developed best training plan in the Division (#1 of

85)

. Reengineered Company to raise average monthly miles

driven from 32,000 to 62,000 using the same assets

and personnel

. Rated best Company Commander (#1 of 7)

. Supported multiple deployments and missions

throughout the world.

May 94-Dec 95 Joint assignment to EWTG (PAC) - Expeditionary Warfare

Training Group Pacific in San Diego California under the

Office of the Deputy Chief of Staff for Operations - Navy

Activities. Course Director/Instructor for joint

operations

. Trained over 1,000 personnel annually

. Reworked entire curriculum incorporating innovative

teaching techniques (Average GPA from 81% to 93% and

tripled attendance)

. Most requested guest speaker/instructor/trainer in

the Command

. Army Liaison to EWTG PAC, Naval Special Warfare

Group, USMC Force Recon West

Dec 95-Jul 96 S-2/3 (Operations and Intelligence Officer) for 185th

Quartermaster Battalion, Fresno California. Head of all

operations and intelligence.

. Deployed a Quartermaster Company to Europe

. Deactivated the Battalion - transferring all

personnel and equipment on time with 100%

accountability and high retention of personnel

Jul 96-Jul 97 S-4 Logistics Officer for the 115th Troop Command.

Roseville California.

. Lead Project officer - Partnership for Peace 1997 -

Deployed over 600 National Guard troops to Ukraine

for 2 months of war games throughout Eastern Europe

. Managed the operational budget for 2 Battalions and 4

separate Companies geographically dispersed

throughout California

Jul 97-Jun 00 Logistics Officer/Deputy Director of Logistics. HQ STARC

Englewood Colorado. Accountable officer for all State

Resources in the state of Colorado belonging to the

National Guard

. Supported facilities, supply, transportation, and

food services for 3,150 soldiers in 49 units at 23

locations geographically dispersed over 103,766

square miles

Jun 00-Aug 02 Action Officer US Army Replacement Command, Washington DC.

Information analyst and presenter in the Army Operations

Center, Pentagon.

. Received and analyzed intelligence, operational

information and presented it to key leaders within

the DoD and US Federal Government (Classified)

Throughout my military career there have been multiple deployments,

operations and missions throughout the world that I have been involved

with.

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