BRETT D. WALLACE

GENERAL BACKGROUND AND SKILLS HIGHLIGHTS

Mr. Wallace is a dynamic, results-oriented, and accomplished financial, budget, pricing, business management, project administration, business development, and administrative executive with comprehensive federal, state, local, commercial, non-profit, and international (USAID/NGO) government contracting experience.

His career encompasses more than 27 years of leadership and experience with a passion for excellence and dedication to success within the social impact, healthcare and human capital consulting, operations, outsourcing, and information technology application arenas; he has developed significant skills and expertise in the following key areas:

Business Process Reengineering: in-depth expertise and competence in redesigning organizational processes to achieve dramatic performance improvement in cost, services, and speed

Knowledge Management: proven leadership in applying change management, best practices, financial and budget management, risk management, and benchmarking strategies, processes, and practices to convert information into usable decision-based knowledge

Operations and Technology Strategy: innovation and creativity in aligning operational, financial, and technical capabilities to ensure flexibility to adapt to continuously changing customer needs, focus, initiatives, strategies, performance and vision.

Senior Budget and Pricing Specialist: full life-cycle hands-on pricing activities for all types of opportunities from simple IDIQ Task Orders to large complex proposals. These activities include strategy and price-to-win analytics.

SELECTED JOB HISTORY

Senior Vice President/Client Support Operations Director, THE CENTECH GROUP (2015-Present)

THE CENTECH GROUP, Inc. is a performance-based, service contractor specializing in program management and providing systems/solutions for a wide range of federal, military and civilian programs. CENTECH operates under the core tenets of Trust, Quality, Service and Value and is ISO 9001:2008 and ISO/IEC 20000-1:2011 certified, and CMMI Maturity Level 3 appraised. Since its inception in 1988, CENTECH has completed more than 4,800 contracts and major task orders and over 150 mission-critical software development project for federal government customers … on time and on budget. CENTECH’s depth and breadth coverage includes core competencies and highly rated past performance in: program and acquisition management support services, systems engineering/technical assistance, security systems and services, business operations support, computer data center operations, engineering services, help desk systems and services, logistics support systems and services, network and infrastructure services, software development and maintenance, test and evaluation services and training/knowledge transfer systems and services.

As the Senior Vice President, Client Support Services, Mr. Wallace supports the President and Division Directors in directing, administrating, and coordinating external operational activities of the organization in accordance with the policies, goals, and objectives established by the Board of Directors and corporate management. He supports the Division Directors as needed in leading and overseeing the functions of the business units associated with contractually-binding operations such as: personnel, information systems, new business coordination, strategic communication, and company market promotion. He also assists the President in the development of organizational policies and goals that cover operations, personnel, financial performance, innovation, productivity, or growth throughout assigned business Units.

Specifically, Mr. Wallace is accountable to assure, on an enterprise-wide basis, that the company:

Fulfills all contractual commitments for all contracts.

Sustains compliance and satisfies technical requirements on all contracts.

Achieves excellent contract performance government CPAR ratings and meets corporate fiscal objectives.

Ensures on-site program, project and task order managers achieve excellent performance ratings.

Succeeds in implementing CENTECH’s Productivity Operations Support Technical Services (POSTS) requirements and provides the leadership so that all program, project, and task managers contribute significantly to the company’s growth goals.

Create pricing models for all renewal projects and subject matter expert support to the business growth department for all complex proposals.

In addition, he oversees the design, enhancements, implementation, reporting, and oversight of the contractually-binding operations, financials, pricing, human resources and compliance. Reporting to the President and working as a key member of the firm’s leadership team, assists the division Directors in building, implementing, and overseeing all of the firm’s client support systems, processes, work flows, guidance, policies, training, and procedures. He also assists the President in shaping and guiding the future growth and development of the organization. He serves as an excellent example for ethical conduct, goal setting, collaboration, and results.

Vice President/Chief Strategy Officer/Finance & Operations, Danya International, Inc. (2006-2014)

Danya International, Inc., is a communications, research, and technology firm headquartered in Silver Spring, Maryland, whose mission is to impact global public health and education through the development and implementation of innovative health programs. As the Chief Strategy Officer and key Special Advisor working for the CEO and President, provide overall subject matter expertise and technical assistance to all Danya customers, staff, and executive management in program direction and execution, information technology, business process improvements, and finance management. Lead and monitor compliance with the corporate strategic plan, conduct program and corporate assessments, data collection, analysis and evaluation, and design comprehensive plans and reengineered workflows to optimize and improve life-cycle processes. Highlights of key initiatives accomplished include the following:

Pioneered, established, and maintains a corporate compliance and reporting system directly related to the company’s Corporate Strategic Plan, as well as the Business Units’ designated SMART Goals.

Collaborated with Business Unit Vice Presidents and leaders in setting strategic direction for overall business intelligence and analytics platform tracking and ensuring optimum budget and funding, productivity, and efficiency.

Regularly identify process improvement and performance measures across all functional areas, resulting in multiple recompete awards and increased funding.

Directly assisted various project directors in program assessment, data collection and analysis, evaluation, and designing comprehensive plans and reengineered workflows to optimize and improve life-cycle processes.

Regularly interacts with executive management team and other area leads and project directors throughout the company to provide subject matter expertise as needed, including infrastructure and business development initiatives and corporate compliance management and performance-based monitoring, including analysis and reporting of key performance indicators.

Championed various financial/budget/spend plan and other analytical tools to increase the level of functional business intelligence information necessary for improved decision-making and organizational behavior change - all essential for effective program management.

Continuously evaluate the company as a whole and to provide real-time answers to various critical business questions including customer performance, investing in new product development, acquisitions, CRM, and on-going monitoring of our competitive advantages and value propositions. The major key to success is the alignment with a well-designed annual company strategy.

Vice President of Finance/Administration/Operations, White Oak Technologies, Inc. (2005-2006)

Designed internal retention programs resulting in less than 1 percent turnover for WOTI, a small business specializing in helping business and government solve massive information-intensive business intelligence challenges by providing the very best staff and “bleeding-edge” technologies. Accomplishments include:

Improved communications and accountability at the project level.

Significantly increased revenue and pretax profit by 20% each year-over-year.

Established a fast-track hiring model to expedite critical positions with 3-4 new hires per month within a challenging recruitment market.

Innovated internal retention programs resulting in less than 1% turnover.

Collaborated in ensuring 5-year renewal of GSA Information Technology contract.

Negotiated a complex lease expansion and build-out of the headquarters facility.

Improved the Defense Contract Audit Agency (DCAA) incurred cost submission process and closed fiscal years 2003 and 2004.

Established a new level of customer intimacy and satisfaction that led to increased organic revenue growth.

Originated new tracking tools to ensure contract performance was delivered on time and on budget.

Reengineered various internal policies and procedures to improve efficiencies and workflow.

Prepared company for successful acquisition.

VP/Chief Financial & Operations Officer, Monster Government Solutions (2003-2005)

During the 2.5 years at Monster, the nation’s premier thought-leader in the recruitment and consultant-based human capital management industry, joined the group to bring the company (a wholly owned subsidiary of Monster Worldwide) into full compliance with federal government regulations and teach them how “to do business with the government” when Monster decided to fully invest in this sector. Led the initiative to operate and manage USAJOBS, the largest federal job board, and participated in the acquisition of QuickHire, the premier provider to the federal government of a compliant applicant tracking system providing a paperless human resources function that also automatically rates and ranks all federal applicants. Also accomplished the following:

Increased revenue from $5 million to $50 million

Developed a comprehensive Contract Compliance Program that passed all third-party, end-of-year audits

Improved Core Monster’s understanding of government and reduced the risk of moving into unknown territory

Worked closely with marketing to develop a new brand within government outside of the Core Monster job board brand

Vertically integrated products and services across channels, and eliminated the sales/channel conflict that typically exists in environments of this nature

Through careful and thoughtful strategic planning, established the divisional value proposition that provides a long-term vision, a go-to-market strategy, and a roadmap, including a well-defined tactical operational plan

Established a federal government-based financial, human resources, bid and proposal, sales, and business development and marketing infrastructure to support immediate short-term needs as well as long-term growth

Created a Human Capital Performance/Business Optimization Continuum, providing senior management and operational staff with clear direction and sales staff with tools needed to increase sales and revenue quickly

VP/Director of Strategic and Business Planning, ACS/Federal Healthcare (2003)

In January 2003, ACS/Birch & Davis began a comprehensive transformation process, including a name change to ACS Federal Healthcare. Promoted and challenged to strategically position ACS/FHC as a leading-edge player within federal, state, and local agencies, as well as the emerging commercial marketplace. Within the first 3 months, accomplished the following major new initiatives:

Created an ACS healthcare vertical a virtual one-stop

Modified healthcare continuum model to better organize and define products and services

Developed a succinct mission statement that focuses on core competencies

Compressed products and services into three groups: Access, Quality, and Cost Verification

Reinvented a new and innovative marketing strategy that brands “ACS/FHC” as a national leader in cost containment modeling through the use of healthcare analytics/informatics

Restructured and refocused bid strategy to emphasize larger valued procurements plus internal cross-selling for short-term and mid-range revenue growth

Director of Pricing & Financial Management, ACS/Birch & Davis (2000-2003)

In February 2000, Affiliated Computer Services (ACS), a $2 billion company, acquired Birch & Davis Holdings, Inc., and transformed its current systems from a privately held corporation into a publicly held organization. As a member of the senior management team during the acquisition by ACS, played a major role in the following areas:

Acquisition of an $84 million privately held company by ACS

New systems for budgeting and forecasting (12-month roll forward)

A corporate strategy linking DCAA-based budgeting with SEC-based requirements

Pricing lead on winning two major “mega-deals,” each exceeding $50 million per year in value

Team leader in implementing new financial tracking, systems integration, and variance analysis and reporting

Transition from DELTEK System I to the J.D. Edwards accounting system, including coding and payroll issues

Revenue recognition systems related to Fixed Price, Percent to Complete, T&M, and CPFF contracts for federal, state, and commercial contracts

Revised cost and pricing philosophies for CPFF, T&M, and FFP procurements, as well as IDIQ, GSA-IT, GSA-MOBIS, and GWAC contract vehicles

Director of Cost and Pricing, Birch & Davis (1994-1999)

Birch & Davis’s Federal Division primarily serves federal agencies with policy analysis, program planning and evaluation, information technology, business process reengineering, health care research, quality management, clinical and disease management, and related services. Significant accomplishments included:

Improved win rate from 20 percent to 85 percent

Established GSA-IT and GSA-MOBIS schedules

Instituted standardization for all IDIQ vehicles

Managed procurements directly leading to revenue increase from $17 million to $84.5 million

Established a streamlined approach linking technical team with costing team, beginning with the bid-decision process

Reengineered the bid process to achieve a focused approach based on service and product lines, resulting in significant growth

EDUCATION

M.B.A., University of Maryland, College Park, Maryland (1988)

B.S., Microbiology, Ohio State University (1982)

SUMMARY SKILLS

Cost and Pricing Proposal Preparation Business Process Re-engineering

Corporate Budgeting and Forecasting Mergers & Acquisition and Transition Planning

SEC Reporting (Revenue, EBITDA, PTP) Staff Development and Training

Corporate P&L Reporting Coach Management

Corporate Finance/Accounting Analysis and Strategic Planning

Government Contracts Administration Metric-Based Monitoring & Evaluation

DCAA Indirect Rate Submissions Negotiations/Facilitation/Brokering

Run-Rate Analysis and Trending Variance Analysis and Reporting

New Business Development Analytical Modeling/Metric Dashboards

Transactional and Solutions-Based Sales Comprehensive Marketing

Continuous Business Improvement Continuous Quality Assurance

Human Resources and Benefits Facilities Management

Key Performance Indicators Business Intelligence/Workflow Management

Return/Social Return on Investment Program/Project Management

Balanced Scorecard and Dashboard Impact Evaluation (Domestic & International)

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