Daniel A Silverman

PO Box ****

Shepherdstown, WV 25443

Cell: 202-***-****

ad3d9f@r.postjobfree.com

HIGHLIGHTS: Recognized widely as an expert on Business Process Reengineering, Lean Six Sigma, and Organizational Change. Facilitated the redesign of administrative systems across all organizations at the University of Pennsylvania and a more limited scope at Carnegie Mellon University and the University of California at Santa Cruz. Completed all analysis for the transition of the Korean Hospital located on Bagram Air Force Base to the Afghanistan National Administration; designed health system infrastructure, as a member of a team, for 25,000 employees, and managed team of Psychologists in the redesign of the human factors infrastructure for the U.S. Postal Service.

EXPERIENCE

11/2018 to present. U.S. Marine Corps, Administrative Resources Directorate. Senior Business Process Redesign and Implementation Lead.

• Managed business process redesign and metrics reporting for the entire Headquarters Directorate which includes Security, Publications, Space Allocation and Design, Finance, IT, Human Resources, Organizational Design and EEO;

• Developed optimal redesign frameworks for Position Description and Classification work for the Headquarters and defined requirements and then supported the implementation of an automated tool. The system is the first artificial intelligence PD/Classification tool in the Department of Defense

6/2016 to 11/2018. U.S. Marine Corps, Force Preservation Directorate. Senior Program Analyst/Action Officer. Assigned TAD to N17Z as a Research Psychologist.

• Initiated U.S. Navy/Marine Corps collaboration on psychological health infrastructure via predictive analytics with health professionals at MIT;

• Responsible for researching Strategy development efforts for Headquarters Staff from 1959 to the present. Developed the history and set the foundation for the launch of facilitation of 2017 Strategy and beyond.

• Worked as the Marine Corps Liaison with Navy N17Z in assisting them in setting up the practice and rolling out proofs of concept

• Continued to serve as a panel member for Military Occupational Medicine Research Program (MOMRP) Interim Program Reviews covering the entire range of military medicine research issues brought before it at Ft. Detrick MD.

9/2015 to 6/2016. Headquarters, U.S. Joint Forces Afghanistan, Bagram. Strategic Policy Planner, Future Operations

Worked the following in theater:

• Developed Enterprise risk mitigations strategies for issues arising out of the migration of the Korean Hospital to the Afghan National Army.

• Developed and implemented a suite of Internal Controls to measure achievement of modified base policies, procedures and processes.

• Researched and developed strategies for the migration of activities away from 10th Mountain Army to Afghan nationals by January 2017.

• Identified the way ahead for an average reduction of 87% of total theater planning personnel between FY 15 and FY17.

• Analyzed policy, guidance, and processes for the operation of the Parwan Detention Facility.

• Researched and facilitated the use of analytical troubleshooting frameworks for a series of base incursion issues which led to their remediation.

02/2006 to 8/2008. K Force Government Solutions Project/Program Manager (contractor) for U.S. Marine Corps, and the109th U.S. Congress.

AAO (Approved Acquisition Objective Working Group)

• Represented the Marine Corps Business Enterprise Office in the transformation of the Unit Approved Requirements Levels as the baseline for Asset Management and Ground Supply/ Readiness Reporting. Supported the facilitation of both activity process improvement and data decomposition to provide visibility of work product, and for quality improvements/management across the Enterprise.

• Supported USMC Business Enterprise Office Staff in envisioning the future state of

Activity Based Cost Management and the power of data/information management as they

move into their next iteration for managing in the future.

Data Integrity

• Conceptualized and executed the design of a study by a team of researchers to identify the degree of quality of Ground Equipment transactional processes and Readiness Data throughout the Marine Corps and identified steps to be used to remedy the problem in both the short and the long term.

• Facilitated process analysis and measurement and process redesign work that led to the development of prototype Job Aids tools for the just-in-time training required for the accurate

entry of data in the field as an augmentation of Schoolhouse training. Coaching strategies were provided.

Net Centric Data Working Group

• Member of a team which worked to develop standards for Marine Corps-wide data. Facilitated the identification of criteria for, and specification of Authoritative Data Sources. Socialized the concept of Data Governance with this group as well as other entities with whom they interfaced.

• Served as the Information Management POC/Data Steward responsible for identifying roles and responsibilities of individuals touching data within any of the value-streams currently, as well as documenting the information and data flows that are generated from the Level 0—“as is”—

process decompositions that are being worked by the various TLCM Teams. Identified business process constraints and disconnects with other processes. Designed and implemented a program of Internal Controls.

2/2005 to 2/2006. Kforce Government Solutions.

109th Congress, U.S. Architect of the Capitol/ Senior Project Manager (contractor)

• Responsible for the startup of an Activity Based Cost (ABC) Accounting Program from enrollment of key stakeholders, integration with the Enterprise Strategic and Performance Based Budget, and roll-out across the organization of 16,000 people.

• Analyzed business processes, leaned them out, and developed coding taxonomy with buy-in from all facilities’ managers so that there would be data integrity at time of entry.

• Worked with developer of GPRA, to integrate ABC with performance budget

• Responsible for the maintenance of data integrity for all cost accounting reports for the organization and the generation of all Operations Reports.

01/2001 to 02/2005. Co-Founder/Co-Owner/Project Manager: Elucidate Technologies Inc.

• Developed Elucitext, a contextual computing system that intelligently mines data and integrates data elements from disparate databases for the development of complex documents. Developed strategic vision for the use of the intelligent contextual data mining software product/services suite Elucitext, which was selected for development by Northwestern University’s Infolab Incubator at their Electrical Engineering and Computer Science Department. Served as the interface with Infolab Founders/ Professors on research, technical, strategic, and business matters.

• Facilitated a U.S. Navy Team that analyzed business processes associated with the contracting process. Identified constraints in the process and developed conceptual framework for major improvement in cycle times.

• Clients included Office of Personnel Management and HQ, Department of Defense.

05/1997 to 01/2001. U.S. Navy Sr. Principal/Project Manager (contractor).

• Provided general management consulting services to NAVSEA O4M across a broad range of activities including research, business process reengineering and human factors redesign, organizational change, data integrity, quality management, unmanned shipbuilding, and preventive maintenance.

• Managed a team of researchers that analyzed cycle time data for metrology and calibration lab turnaround for Fleet maintenance in Norfolk Regional Labs. Worked to lean out transactional processes and reduce cycle time and improve Fleet satisfaction ratings; developed discrete event simulation tools to optimize Lab resources and radically improved Fleet satisfaction ratings and cycle time. Redesigned processes resulted in an 82% reduction in the number of calibration labs required to meet Fleet demand in Norfolk.

• Developed an Activity Based Cost Accounting Methodology for the Navy Practice which included augmentation toolsets in the areas of performance metrics, data integrity, and change management.

06/1995 to 05/1997. Director/Project Manager. Business Transformation Practice. PRC Inc.

• National Reconnaissance Office. Facilitated the redesign of processes, human factors, and defined software requirements for the trending of data coming in from satellite feeds/streams. Began implementation of new processes to utilize data visualization tools.

• Fannie Mae. Worked with executives as an Executive Coach in developing an instrument to collect data to assist in the setting of strategic direction, applied it, and reengineered key processes.

• U.S. Postal Service. Conducted activity and data mappings for the Procurement Value Stream and reengineered numerous key processes and human factors infrastructure enterprise-wide. Facilitated

• collaborative meetings across the Enterprise in preparation for requirements definition for Postal's Oracle based Procurement Software Product.

• 01/1993 to 06/1995. Senior Principal/Project Manager; James Martin and Company.

• University of Pennsylvania. Managed all components of a massive business process/human factors redesign effort to reengineer all administrative processes at the University. Facilitated subject matter experts in each of the University’s major Academic Departments, chief administrative entities at the Schools, and in the central Administrative Offices in defining data and activity models. Researched and implemented alternative models for Procurement and developed functional requirements for replacement software.

• Facilitated the redesign of processes for the Procurement Value Stream at Carnegie Mellon University and recommended infrastructural changes to implement them.

06/1983 to 01/1993. Training Director/Human Resources Director. Mattoon Manufacturing Division, R.R. Donnelley and Sons.

• Hired to institute Competency Based Training at the facility of 1300 employees. Also deployed Kepner-Tregoe Troubleshooting Training, DDI Supervisor Training, Targeted Selection Training, and competency based computer training.

• Introduced the organization to high-employee involvement training and cut the labor costs in the facility by 30% over five years. Introduced Crosby Cost of Quality Training.

• Served as a competency based skills training instructor/consultant to General Motors, General Electric, Schrock-Tappan Cabinetry, A.T. & T., and Petty Printing.

• Managed the Human Resources and Training Department at Donnelley for nine years and was responsible for the redesign/optimization of all printing operations—10 million magazines a month.

08/1977 to 06/1983. Assistant/Associate Professor of Humanities/University Presidential Fellow. Eastern Illinois University.

• Developed inter-disciplinary curricula and team taught undergraduate Humanities Programs in Western Civilization and Culture. Demonstration-taught curricula for educators at both the University of Chicago and Notre Dame University.

• Served as a member of the University Personnel and Curriculum Committees.

• Received early tenure for exceptional teaching, research and community service.

• Selected by the University President to facilitate research on improving professors’ curriculum development and instructional delivery.

06/1975 to 07/1977. High School Principal/Director. The Columbus School, Medellin, Colombia.

• Originally went to the U.S. State Department sponsored Overseas American School as an English Instructor so I could do field research for my dissertation. Taught High School English, was appointed High School Principal within three months and Director within six.

• Identified significant student behavioral problems and worked with board members, teachers, students, and parents to remedy. Assaults upon teachers were reduced from five a month to

zero a year. Process controls were put in place to perpetuate changes.

LSS BLACKBELT CERTIFICATION

Department of Navy Certified Lean Six Sigma Blackbelt

MILITARY SERVICE

Civilian Expeditionary Deployment to Afghanistan with 10th Mountain Division in the J3-5-7, Strategic Planner

USAF, Honorable Discharge, MOS as Legal Service Specialist, George and Lackland AFBs

Currently Hold SECRET Clearance

EDUCATION

M.S. National Defense University, Washington, D.C. Information Resource Management

Ph.D. Northwestern University. Psychology/Anthropology.

M.A. University of Northern Colorado. Speech.

B.A. University of Northern Colorado. Speech.

Special Research Fellow at: University of Pennsylvania and Northwestern University

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