Frank M. Heard

***** ******* ***

Boca Raton, FL 33433

acru07@r.postjobfree.com

305-***-****

Clearance – DoD - Top Secret, SCI, CI Poly

Qualification Summary

Mr. Heard has over 30 years of experience in strategic planning, customer service, OCM, organizational strategy, human capital management, business transformation of strategic management processes in both commercial and government organizations. He has directed business process reengineering and transformation for a 36,000-person program, designed and implemented a transformation management program and human capital realignment for a 21,000-person ERP implementation, Mr. Heard’s experience in the public sector includes business process reengineering, human capital management, reorganization, change management, communications, training and education, organization design, strategic planning and ERP implementation at the state and federal levels. Mr. Heard’s commercial experience includes:

Strategic planning and management

Business transformation & redesign

Training and change management

IT strategy and development

ERP & systems implementation

BPR, Operations improvement

Human capital management

Shared services support

Experience Summary

Independent Consultant – Business Strategy, April 2014 to Present.

Led an interagency IT initiative for the Department of Defense. This engagement focused on defining IT requirements for the Intelligence Community to standardize approaches to joint duty assignments across agencies and services. Led use case modeling, requirements management, and analysis of alternatives.

Managed and coordinated evaluation of a variety of information systems and applications developed within DoD intelligence agencies and organization focused upon human capital management.

CSC, Partner - Business Strategy, October 2007 to April 2014.

Led the Business and Organization Transformation efforts for a large US Army site (as Business Transformation - Organization Change Management - Architect) for the largest SAP ERP implementation, to date, including:

oHuman capital development

oGovernance strategy

oOrganization design and development

oSponsorship plan and timetable

oCommunications assessments

oCommunications plans

oRequirements development

oTraining, education and development initiatives

oCoaching initiatives (C-level to shop floor)

oRisk and resistance planning

oContingency plans

Coordinated and facilitated the site-based organization change management (OCM) including development and execution of plans for communications, education, training, organization design and development, requirements and risk assessment and related activities

Managing a cross-functional team of consultants as in a multi-year engagement to support the Chief Information Officer of the Defense Intelligence Agency (DIA) in a variety of best practices initiatives in Customer Relationship and Performance Management. Initiatives include:

oHuman Capital realignment initiative focusing on organization change (communications, training, organization design, performance metrics, functional staffing roles) with new direction in performance management and customer service

oCustomer service support operations

oSiebel CRM development, operations and maintenance

oEnterprise IT requirements management

oCross IC agency common IT platform development

oInternal IT account management

oIT program/project governance strategy and alignment of process redesign, training, organization structure, change management with the business needs as well as software development life-cycle

oIT marketing and communications management.

Led the organization human capital development and organization design and development.

Managed selected portions and served as a subject matter expert (SME) on a multi-year effort to develop and implement a common Intelligence Community Information Technology Environment (ICITE) for federal intelligence agencies including: CIA, DIA, NGA, NRO, and NSA. The engagement purpose is to move the various intelligence agencies form their traditionally separate and isolated IT platforms, applications and infrastructure onto a common IT environment to facilitate interoperability, effectiveness, efficiency and sharing of intelligence among the agencies. Focused on common desktop environments and performance / service level management.

Led the Service Level Management, customer services, and OCM/Communications Management efforts for a program to enable the DIA to migrate to a cloud environment called the DoDIIS Applications Engine (DAE) program.

Led a tactical initiative team as part of a business process redesign project at the DIA. The initiative focuses upon improving the performance of customer-facing elements of the IT support function (and developing and implementing comprehensive performance metrics.

Led a team to design and write/rewrite/consolidate requirements and technical documents and SOPs for DIA’s development and testing IT laboratories

Managed a project to design, develop and implement a training program of IT field personnel in new processes and procedures for customer support. Managed the training of over 500 personnel across the globe

Led Small business strategic planning programs for four of CSC’s mentor/protégé partners sponsored by the NSA, NRO, DHS and NGA

Conducted a corporate strategic Delivery Assurance Review for a PeopleSoft implementation in Battelle’s IT operation, identifying and mitigating risk.

Conducted corporate strategic Delivery Assurance Review for the largest Oracle ERP implementation in the world called ECSS for the US Air Force.

Led transformation and business design workshops for three sites including the headquarters for the Army’s Aviation and Missile Command.

Led HC development, training and education efforts for 800+ expert and end-users in ERP implementation, customer support, and stabilization.

Coordinated the development and implementation of functional security roles for end-users

Led capture management for a variety of CSC opportunities and sales

Supported Enterprise IT Requirements Management initiatives

LIVE OAK PARTNERS, Partner, 2002-2007

Led and managed small and medium-size business transformations in a wide variety of disciplines including: human capital management, communications and education planning and execution, strategy development and implementation, operations improvement, training (management, sales, and technical), change management, financial restructuring, and information technology.

Led new product and new business development and market research.

Led operations management practice and business development.

Developed and implemented business performance metrics and incentive systems.

PRICEWATERHOUSECOOPERS, Managing Director, January1999 – October 2002

Sold and integrated stratified performance improvement processes, human capital management, training, change management, performance measurement, and reporting systems for over 20 major energy, manufacturing and service companies such as PECO Energy (PECO), American Electric Power (AEP), Delta Air Lines, Reliant Energy and the Southern Company.

Designed, developed and implemented OCM communications programs for ERP PeopleSoft implementations for 2 large commercial clients.

Developed and supported the business and sales aspects of the commercialization of e-markets exchanges using varying solutions/platforms linked with various participant legacy and ERP systems. Developed the startup market strategies for these new venture eMarket exchanges (i.e., in the water and wastewater industry valued at $30B, the energy industry valued at $90B and the airline industry valued at $50B).

Developed and refined over 30 business value propositions and performance improvement, measurement systems for development and launch of international businesses, projects, ventures, and initiatives. Clients include American Meter, Oracle Corporation and US Filter. And oversaw development and implementation of e-commerce/business solutions as part of comprehensive technology sales strategies for 12 major corporations.

Served on the M&A business development and Leadership Team for PwC Consulting developing M&A strategies and services for major clients of the firm’s 40,000 member Consulting group.

Served as business and practice developer on the Performance Improvement and Operations Solutions leadership team for PwC Consulting’s Eastern Business Unit.

ARTHUR D. LITTLE, INC., Senior Director, January1998 – January 1999

Sold and conducted diverse comprehensive strategic business transformation engagements for 5 major clients in information technology, ERP integration, change management, human capital management, education and communication, performance improvement, performance measurement and integrated training. Clients include Edison International, Motorola, Lucent Technologies and GPU Corporation.

Sold, developed, and implemented corporate strategic performance improvement plans for major companies across North and South America. Clients include Sun Oil Company, Sea Research Foundation and International Paper.

Sold and provided a wide range of support services to management teams and Investment Bankers in pursuit of Mergers and Acquisitions (M&A). Services encompassed strategy development, readiness assessment, candidate identification and screening, market research, financial and operational assessment, due diligence, technological due diligence, transaction support, performance measures and post-merger integration. Clients include Chase Manhattan, Florida Progress and FPL Group.

Sold, authored, led and facilitated complex human capital management, change management programs to support business transformation and performance improvement, new information technologies, and strategic operations management. Improvement initiatives focused on improving shareholder value. These efforts supported ADL’s in-house and client focused change management, performance management and post merger integration practice development efforts.

THEODORE BARRY & ASSOCIATES, Managing Director, January1987 - January 1999

Developed clients and led executive teams in planning and executing asset allocation, spending prioritization, capital and operational budgeting, and performance measurement. Clients include the Pennsylvania Dept. of Environmental Resources, the Oklahoma Dept. of Environmental Protection, Public Service Enterprise Group (PSEG) and Central Power & Light.

Developed, directed and implemented targeted strategies for major global corporations. Examples of such targeted strategy functions include: human resources, training, finance and accounting, sales and marketing, market research, staffing, IT, sales and marketing, environmental, facilities, logistics and transportation, risk management, process monitoring and improvement, capital allocation, operations and maintenance, work management, new venture development and other, more specific strategies. Clients include Black & Decker, General Electric, Siemens, and Consolidated Edison.

Developed and carried out cross-functional team approaches to implementation of 10 diverse business process, training and technology transformation programs. Clients include PECO Energy, Alice Chalmers Corporation, Heublein Wine & Spirits and PG&E Corporation.

Developed and sold comprehensive downsizing and retraining strategies and tactics for major clients, primarily among the Fortune 500, addressing all key mechanisms, systems, processes and organizations. Assessed risk exposure and designed preventive and contingent actions. Clients include PSEG, Oklahoma Gas & Electric, Sempra and FPL Group.

Served as a secunded/interim operations executive in several US companies ranging in size from start-ups to Fortune 500 companies. Developed and implemented business development plans, operations plan, technology plans, training curricula and performance measures driven by corporate strategic plans for highly diverse operations. Results consistently exceeded financial and operations expectations.

Sold engagements and led teams for Fortune 500 companies to significantly upgrade information technology, sales management processes, e-business infrastructure, training and other operational processes and systems. Clients include Duke Energy, LG&E Energy and FPL Group.

Sold, led and participated in several litigation support engagements focusing on management prudence and business transformation for public and private enterprises. Wrote testimony, produced and answered interrogatories, conducted investigations and developed/collaborated-on litigation strategy. Clients include the State of New York, Public Service of Indiana and Baker & Botts.

Developed and successfully managed three separate multimillion-dollar consulting practices for TB&A including an Environmental Management Services practice, a Wholesale Power Operations practice and a Supply Chain Management practice.

Headed the TB&A Human Resources Management function focusing on staff performance metrics, incentives, training and compensation.

SCOTT CONSULTING GROUP, Managing Associate, January 1984 - January 1986

Developed and sold comprehensive downsizing strategies and tactics for 10 major clients, primarily among the Fortune 500, addressing all key mechanisms, systems, processes and organizations. Assessed risk exposure and designed preventive and contingent actions. Clients included Associated Grocers, PSEG and CILCorp.

Conducted complex management audits and performance and technology reviews for energy and manufacturing companies and their regulators. Recommendations typically yielded ROI in excess of 500% in the first full year of implementation. Clients include the State of Kentucky, the State of New Jersey, the City of Glendale, CA and Baltimore Gas & Electric.

BOOZ, ALLEN & HAMILTON, INC., Associate, January 1982 - January 1984

Conducted numerous strategy development, market development and globalization engagements for multinational Corporations and US. Clients include General Cinema, LeCruset of America, Cincinnati Bell Information Systems, Bell South, Sunkist Soft Drinks and Northern Telecom.

Conducted numerous merger, acquisition, and divestiture engagements investigating corporate cultural “fit”, market compatibility, financial due diligence, performance management systems and corporate core competencies. Clients include Rubbermaid, Air Products & Chemicals, Liquid Carbonic, AMF and Murray Ohio Manufacturing.

Served an in-house senior strategic planner for Rexham Corporation, a mid-sized diversified manufacturer serving the consumer - packaged goods industries. In conjunction with executive management, led cross-functional teams to completion of company acquisitions totaling $250MM. Developed corporate strategic, operations plans and assisted five divisions with their multi-year planning efforts.

Enabling Technologies

Applications: SAP, Oracle, and PeopleSoft

Siebel CRM

Methods: ITIL CMMI

Operating Systems: MS Windows,

Software/Applications: Microsoft Office Suite, including MS Project, Visio

Education

MBA Owen Graduate School of Management, Vanderbilt University

Graduated first in the class.

BA Vanderbilt University - Nashville, TN

Certifications & Training

Certified – ITIL Foundation

Certified – CSC Project Management

Certified – Catalyst - CSC OCM and process method for business transformation

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