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Vice President / Director / Program Manager

Norfolk, VA
October 16, 2018

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Jonathan E. White Suffolk, Virginia ***** 757-***-****

Senior Corporate Strategy & Operations Executive

Catalyst for innovation and trusted advisor to public and private organizations

Dynamic, time-tested organizational builder who offers big picture vision, and business transformation in engineering, operations, and employee development to achieve sustainable growth. Excel in strategic operations leadership by winning over the hearts and minds of associates, focusing them on process-driven continuous improvement, discipline and excellence in execution. A hands-on change manager recognized for the governance in enhancing business stability and profitability through innovative management techniques. Employ a leadership style that fosters collaboration, instills a shared vision and retain top talent. Highlights of Expertise

•Strategic Planning & Corporate Vision

•New Business Development / Sales

•Continuous Improvement / Optimization

•Agile & LEAN Program Management

•P&L / Budget / Cost Management

•Regulatory Policy

•Supplier Relations & Negotiation

•KPI / Metrics Development

Career Experience


Led a $15M business transformation shared services initiative for the United States Coast Guard (USCG) focused on streamlining business processes, modernizing technology infrastructure, and improving business continuity.


Directed a 200-person PMO workforce focused on creating new policies, governance controls, business processes, quality control procedures, and risk management practices.

Steered the team to deliver all contract requirements on time and on budget resulting in a $13M recompete award.

Instituted a more customer-centric business perspective that drove new work and contract modification for an additional $2M in revenue to implement LEAN Six Sigma throughout the USCG.

Positioned the consultancy for $100M in planned revenue and a 15% profitability boost by contributing on the development of strategic sales proposals and contracts.

Improved DHS understanding of hurricane support expenses through the creation of a comprehensive business model that provided better transparency into $20M in travel and purchase obligations.

Created new business lines, functions, technical procedures, and performance metrics to achieve agency-wide standardization with minimal interruption to operations. New structure increased contingency support capability enabling agency response times within 24 hours.

Produced double-digit growth and increased staff from 4 to over 20 technical professionals in six months by refining client relationships, maximizing existing agreements and value added services.

JPI, Inc.

Delivered value to internal and external customers by building new operations management, organizational development, and marketing programs.



Jonathan E. White Page 2

Orchestrated two strategic government client transformation initiatives that delivered tens of millions in revenue.

Directed an end-to-end matrixed project team that created the Directional of Operational Logistics (DOL) function for the USCG.

Attained $10M-15M in annual cost savings through the new DOL function by eliminating redundancies and optimizing 4,000 military and civilian positions.

Generated an additional $40M in revenue by collaborating on a company brand refresh targeted at enhancing awareness with DHS key stakeholders.

General Dynamics Information Technology

Served as catalyst to improve business and systems functionality to support the achievement of mission-critical USCG priorities.


Conceptualized a strategic roadmap for the Atlantic Area/Defense Forces East by formalizing project management in the operational enterprise. Accomplished process improvement goals leading to greater productivity, command & control and operating procedure development.

OPNAV Human Performance Center

Assembled a national PMO focused on delivering human performance and system improvement initiatives for the Department of the Navy.


Created a multi-disciplinary team composed of psychologists, engineering/operations analysts, and human performance technologists that seamlessly collaborated to achieve collective process improvement goals in alignment with program portfolio, schedule, and budget parameters.

1989 – 2005: Fast track promotions and assignments in earlier career at Naval Sea Systems Command (NAVSEA), and CACI included Nuclear Engineering design and repair of Chief of Naval Operations (CNO) assets.

Education & Credentials

Bachelor of Science in Engineering, North Carolina AT&T State University

Professional Development

•Secretary of Defense Executive Leadership Development Program (SECDEF ELDP)

•Project Management Professional (PMP)

•LEAN Six Sigma Black Belt (DEPT of NAVY)

•ITIL V3 Foundation


•Project Management Institute (member)

•National Defense Industrial Association (member)

•Tidewater Government Industry Council (At-large business representative)

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