Development Training

Gregory E. Beach

PROFILE

Business operations and business development executive with unique blend of deep

business development and business operations expertise.

• 30 years of leadership and management experience, complemented by 13 years

of senior-level business unit and business development operations experience at

every level from strategic-corporate to tactical-business unit

• Proven track record of developing and implementing corporate growth strategy

and policy; strategic and annual business planning; P&L management and financial

delivery; change management; process analysis and improvement; business

development system/process implementation and oversight; metrics report

development; senior level (including C-Suite and BoD level) briefings; budget

development and management; and teaching, coaching, and mentoring less

experienced staff

• Leadership and management of geographically-dispersed business operations

and business development staff, including program managers, finance, contracts,

subcontracts, pricing, capture and proposal professionals; development and

execution of supporting marketing and bid and proposal budgets and approvals,

scheduling and execution of opportunity gate reviews and program management

reviews

• Experienced developing and executing monthly holistic, integrated portfolio

reviews assessing current year plan execution, year-end projections next year

positioning that included cost management, pipeline status and contribution

expectations, staffing, risks and opportunities

• Excellent leadership and organizational expertise including outstanding oral,

written, and presentation skills

• Able to maximize resource utilization, identify issues, and develop and implement

innovative solutions designed to improve probability of win and corporate

profitability

Professional EXPERIENCE

Booz Allen Hamilton, McLean, VA June 2009 – March 2014

Senior Associate, Director, Business Opportunity Support Center

Senior Manager/Program Manager for the customization, implementation, evolution,

management and operationalization of Booz Allen's investment in the MS Dynamics CRM

platform: automated, firm-wide Opportunity Tracking Information System (OTIS) and the

Business Operations Support Center (BOSC). Responsible for managing and overseeing

core business development operations, including development and implementation of

standardized, disciplined business development tools, processes, practices and

procedures; core best practice metrics and pipeline analytics reporting; senior leadership

and community of practice training and firm wide adoption. Managed a staff of 27

supporting OTIS, industry analysis market research and competitive intelligence, and RFP

services. Provided subject matter expertise and support across all firm business

development and operational functions.

Accomplishments include:

1

• Managed a ~$70 million operating budget consisting of labor, indirects, bonus,

and non-labor expenses (e.g., travel, equipment, and software) to include leading

the budget planning process and ensured compliance with corporate budget

guidance, corporate priorities, and strategic investments

• Managed IT Change Control Board and served as a member of corporate data

IT strategic planning and governance committee

• Co-led leadership project providing consulting services to optimize governance,

strategic vision, fundraising strategies, and alignment of committees’ roles and

responsibilities for Sister Cities International, a non-profit focused on fostering

international understanding and partnership

• Successfully customized and implemented an enterprise-wide automated

pipeline opportunity and knowledge management system based on Microsoft CRM

(OTIS) – the first of its kind in the 96+ year history of the firm; delivered the

operational solution ahead of schedule and under budget; continue upgrades and

operational/process enhancements is support of Operating Model and technology

changes

• Successful integrated MS Dynamics CRM into the culture and practices of Booz

Allen across and within all markets, client service accounts, emerging business

development center of excellence, corporate Legal, HR, Facilities, Finance, Pricing,

Contracts, Subcontracts, Risk and Quality Management, and Security teams

• Developed and produced the Capture Milestones Best Practices Guide

synchronizing the Booz Allen BD lifecycle with OTIS operational construct and

business rules with milestone reviews and decisions at each gate based on critical

thinking and industry best practices

• Led a cross-functional team that successfully integrated MS Dynamics CRM

with legacy bid decision and resourcing systems – a major business transformation

that now provides superior control and accountability over bid and proposal

decisions, transparency and optimized processes; delivered on time and within

budget

• Successfully integrated an acquired Business Unit from ARINC into MS

Dynamics CRM and Booz Allen; served as a resource and coach as well as a

functional lead

• Successfully trained more than 3,000 users at all levels of leadership on

business rules and user’s guide designed to support and enable best business

development practices from lead identification, promotion and resourcing of

opportunities based on disciplined business case “gate reviews” at key points in the

lifecycle, assignment of strategic capture and proposal resources

• Conducted more than 100 corporate staff-level, client-team leadership outreach

sessions focused on the transformational change impacts of MS Dynamics CRM, to

include presentation to the Board of Directors

• Developed, delivered, and sustained standard reports focused on best practice

metrics combined with deep-dive analysis that pinpoint deviations from business

rules, trends, interpretations, and impacts of current practices on forecasting,

growth expectations, strategy and compliance

• Developed and facilitated executive training modules: Executive Financials,

Exploring the Leadership Challenge, and Business Management Essentials for

senior leaders throughout the firm on portfolio management, client/market

Gregory E. Beach

development, building a pipeline for growth and the interdependencies between

business development and business operations

• Leveraged and extended the MS Dynamics CRM platform: developing and

deploying the GWAC firm-wide RFP automated routing solution that includes a web

portal interface for staff to create subscriptions to automatically receive notifications

based on standardized criteria for 11 GSA schedules

There are more than 7,000 active profiles; delivered on time and

–

under budget

Resulted in increased revenue of over $12M

–

Selected as a MS finalist at 2012 Convergence

–

• Produced clarifying instructions and business rules for B&P and proposal number

assignment that clarified roles and processes among pricing, contracts, and client

teams

Webster Data Communication, Fairfax, VA December 2008 – June 2009

Director, Marketing/Business Development and Strategic Planning

Developed and implemented tactical and strategic business development activities and

support business operations for a growing small business, directly responsible to serve as

the key advisor to the Chief Operating Officer and President. Formulated and implemented

a strategic plan to improve Business Development processes/operations, systems

(SalesForce.com), tools, and staff specifically in response to scale and continued growth

requirements. Developed and instituted business operations processes that effectively

linked marketing activities, business development pipeline robustness and accuracy,

opportunity bid and proposal planning and budget scheduling and resource management,

crosswalks to the financial operations of forecasts and budget builds.

Accomplishments include:

• Formulated and implemented a strategy and built a pipeline that instituted

business development best practices to sustain the existing base and position for

long term growth and increase earlier positioning for effective capture and proposal

response

• Developed processes/operations to position for quick-turn task order

opportunities by leveraging existing tools and systems and over the horizon

strategic opportunities consistent with capacity, managed growth, and strategic plan

• Collaborated with business units to create strategies that drove sustained

double digit growth by leveraging core competencies into new markets, integrating

and expanding networks and relationships, and instituting metrics reports

INDUS Corporation, Vienna, VA March 2008 – October 2008

Vice President, Corporate Marketing/Business Development and Strategic Planning

Managed business development operations and strategic planning, including opportunity

lifecycle process development and ownership, marketing and business development

research and analysis functions, pipeline development, opportunity reviews, metrics and

reporting, proposal production, and company branding. Responsible for business

operations strategic planning including resource allocations, market alignment and

positioning, and growth plans.

Accomplishments include:

3

• Developed and instituted a standardized, synchronized life cycle process and

tools that codify opportunity development from lead identification through submitted

More wins in last 4 months than in the previous 4 years ($50M)

–

Increase of 200% on monthly bid volume

–

Facilitated movement from 25% of opportunities pursued as a prime to

–

50%

• Instituted disciplined and focused business intelligence capability

• Defined best practice and importance of elements of probability of win

• Established first measurable, reportable and executable pipeline for the

company since its inception

Implemented centrally reportable, visible tools that provide

–

management accurate tracking status and accountability mechanisms

• Instituted required review gates with standardized templates to assist business

units in the maturation, decision criteria, and resourcing requirements of pursuits to

teach, coach and mentor as well as assess strategy early enough in the lifecycle to

improve win probability

• Developed and provide weekly business development snapshots and monthly

metrics that clearly articulate current churn and pipeline status and relationships to

forecast and P&L execution

• Initiated the process and discipline required to manage and respond to quick-

turn task orders, increasing response from 2-3 per month to 6-9 submissions per

month

• Managed company branding for sponsorship and trade show participation

General Dynamics Information Technology, Fairfax, VA October 2002 – March 2008

(Anteon Corporation from October 2002 – May 2005; Acquired by GDIT)

Senior Director, Marketing/Business Development/Business Operations June 2005 –

March 2008

Led strategic planning, marketing, business development activities and business

operations across the $200M Army Mission and Systems Support Services (AMS3)

business sector. Served as the main business operations integrator of business

development, finance, and business support operations (contracts, pricing). Efforts

included strategic and annual business planning, market assessments, resource

requirements and budget development and execution, opportunity teaming, capture

strategy decisions, opportunity assessment and prioritization, capture and proposal

support resourcing decisions. Ensured the accuracy and robustness of the AMS3 and

subordinate business units’ pipeline, critical for annual business plan achievement as well

as growth and expansion over a 2-5 year horizon.

Accomplishments include:

• Led annual operating plan development for sector, including base sustainment

and growth, new business growth, indirect spending, and profitability

• Sustained and maintained business base, managed costs and continued

organic growth during a year marked by tremendous turbulence

Severe budget constraints

–

Integration activities and stressors due to General Dynamics’

–

acquisition of Anteon

Gregory E. Beach

• Streamlined and standardized business development and capture procedures;

instituted reporting and discussion rhythm for geographically-dispersed staff

• Developed operational program reviews and strategic planning methodologies to

focus the BD staff on identification of growth opportunities

• Managed priority opportunity development and pursuit reviews

• Managed priority opportunity capture and proposal resourcing and status,

ensuring opportunities were adequately supported in capture and proposal phases;

adjudicated and assigned lead and support roles

• Developed the business development and operations procedures and processes

that were adopted and are now in place as part of the AMS3 organization

integration codifying the interdependencies and facilitation total portfolio

management

• Served as the catalyst and business development integrator across ASD for new

market pursuits in Guam, PACOM-MARFORPAC, III MEF, and BRAC related

support activities at Ft. Bragg/Pope AFB

• Worked major initiatives in EPA, Joint MEDCOM, NATO, and EUCOM

• Developed the ASD Strategic Plan and the AMS3 Strategic Plan

• Developed and implemented the ASD Operating Plan template

Vice President, Marketing/Business Development July 2004 – May 2005

Army, Joint and Defense Programs

Supported tactical and strategic business development activities and operations of a new

business unit. Developed and instituted business operations processes that effectively

linked marketing activities, business development pipeline robustness and accuracy,

opportunity bid and proposal planning and budget scheduling and resource management,

crosswalks to financial operations of reforecasts, and budget builds.

Accomplishments include:

• Served as the strategic planner and business development lead for a new

organization while continuing to serve as a corporate strategic planning asset

• Provided oversight, integration, and synchronization of three subordinate

business units’ operations, and marketing and business development activities

• Supported successful integration of a fourth subordinate business unit

• Developed and managed an opportunity pipeline over $4B that supported over

20% organic growth the organization by over 20% for two consecutive years,

achieving revenue approaching $455M

• Developed a strategic framework designed to focus on opportunities and

corresponding resource requirements and required competencies from 3-5 years

out while not compromising task order base

• Selected to be the corporate lead for BRAC-related working group and steering

committee activities

• Served as the corporate lead for development and assessment of opportunities

in the Canadian security market

5

Vice President January 2004 – July 2004

Director of Corporate Marketing and Business Development

Supported new business development at the corporate level for a $1.3B organization as

company began critical transition to tier one federal systems integrator.

Accomplishments include:

• Planned and implemented the transition of the corporate business development

system from WinAward to Microsoft Dynamics CRM

• Developed, implemented, and maintained Anteon’s business development and

marketing programs for consistent distribution of relevant company information to

current/potential customers, Anteon senior executives, business development and

marketing staff at all levels, and the public

• Developed Anteon’s strategic plans and initiatives focused on near-term organic

growth in the Joint, Air Force, Army, and Infrastructure Security markets and longer

term analysis of gaps and functional areas in anticipation of future requirements and

positioning for success

• Coordinated and integrated company-wide business development and

marketing efforts internally and externally by establishing effective communications

systems and processes, collating and distributing corporate profiles that articulated

where, what, and for whom the company was providing solutions

• Recruited, hired, trained, and managed the first marketing research staff for the

company serving all three strategic business units as well as corporate

requirements

• Served as a key member of the corporate brochure team and was the corporate

representative involved in the requirements definition, development, and integration

of a CRM/knowledge management solution for a corporate-wide business

opportunity tracking system

Director, Information Systems Group and October 2002 – December 2003

Defense Programs and Systems

Managed a $500M business development unit. Performed marketing and business

development services including strategic planning, networking, and market

research/business intelligence gathering to increase new longer-term business

opportunities; developed proposals, business plans, and processes. Coordinated and

synchronized activities of business units and developed teaming relationships with industry

partners. Promoted Anteon throughout the federal and commercial communities.

Participated in industry associations, meetings, and tradeshows to promote Anteon’s

branding campaign and develop new business opportunities.

Accomplishments include:

• Increased Business Unit annual revenues by 20%

• Developed >$10M new opportunities including Mobile Military Operations on

Urban Terrain Training Systems at Ft Dix, Ft Carson, Ft. Drum, Canada and Camp

Lejune

• Developed > $35M new leads including major programs such as DL XXI, BCTP,

Mobile MOUT, Army National Guard, and Distributed Training

• Managed the business development and market analyst teams

Gregory E. Beach

• Developed and instituted processes adopted company-wide as standard and

authored business intelligence primer to provide managers the tools to assess

market potential and relationship opportunities

IITRI, AB Technology Group, Arlington, VA August 2000 – October 2002

Systems Engineering and Technical Advisor and Consultant

Developed and implemented IITRI’s Army National Guard (ARNG) Training Program that

provides strategy, training infrastructure, experience and objective feedback to ARNG

concerning integration and synchronization of independent state technology initiatives to

train in virtual, live, and constructive training environments. Served as the government’s

trusted agent during program execution and assessment of program requirements and

effectiveness. Integrated and institutionalized distributed training concepts in National

Guard Bureau as the cornerstone for training and readiness. Assisted the Training Division

with training initiatives, staffing actions, concepts, policies, and programs in conjunction

with other ARNG agencies supporting all states and territories. Mentored and developed

National Guard Bureau trainers.

Accomplishments include:

• Integrated Program Objective Memorandum (POM) requirements to build

managed growth based on validated requirements

• Transformed a concept into a funded $20M program

• Demonstrated extensive working knowledge of the ARNG environment and the

unique legislative and regulatory impacts governing federal and state ARNG

relationships

• Briefed the program to ARNG Director, senior Active Component general

officers, and state ARNG general officers; provided counsel to ARNG Chief of Staff

and Deputy Chief of Staff and secured $4M funding for FY02

• Developed strategy and methodology to integrate and coordinate staff actions

across the Directorate's 17 staff divisions to improve training and readiness

requirements of ARNG units in the 54 states and territories

• Developed and implemented the concept of ARNG integrated training strategy,

which was adopted as the initiative to transform ARNG training

• Identified and established communication with key players involved in ARNG

training and readiness; facilitated communications among ARNG staff directorates,

FORSCOM, TRADOC, and states, executing executive level program reviews and

working group meetings to better support the strategic and internal missions and

goals of the Active Army and individual states and territories

• Facilitated strategic planning sessions for division level mission, vision, values,

goals and objectives

United States Army August 1980 – August 2000

Commanding Officer, Headquarters Command USA, Fort Myer, VA (May 1998 – August

2000)

Senior Fire Support Observer/Controller, Joint Readiness Training Center, Fort Polk, LA

(January 1996 – May 1998)

7

Pentagon Staff Action Officer, Training Directorate of the Office of Deputy Chief of Staff for

Plans and Operations (ODCSOPS), Department of the Army Staff

(July 1994 – January 1996)

Student, Command and General Staff College, Fort Leavenworth, KS

(August 1993 – July 1994)

Battalion Executive Officer, Battalion Operations Officer 1-319th Airborne Field Artillery

Battalion, Brigade Fire Support Officer, 3d Brigade, 82nd Airborne Division, Fort Bragg,

NC

(November 1988 – July 1993)

Aide de Camp, Commanding General and Chief of Artillery, Fort Sill, OK

(August 1987 – October 1988)

Brigade S1, 212th Field Artillery Brigade, Battalion S3, 3-18 Field Artillery, Battery

Commander, Battery A, 3-18 Field Artillery, Fort Sill, OK

(October 1984 – August 1987)

Field Artillery Officer’s Advanced Course (March 1984 – October 1984)

Battalion Assistant Operations Office (AS3), Battery Executive Officer, Camp Stanley,

Korea (March 1983 – March 1984)

Battery Fire Direction Office and Executive Officer, Ft Ord, CA (June 1981 – March 1983)

PROFESSIONAL Affiliations

AUSA, NDIA, AFCEA, Penn State Alumni Association, VFW, and American Legion, 82 nd

Airborne Division Association

EDUCATION

MS, Administration, Central Michigan University Mount Pleasant, MI

BS, Mineral Economics, Pennsylvania State University State College, PA

Covey Trained Facilitator (7 Habits of Highly Successful People and

Principled Centered Leadership)

Shipley Training

US Army Command and General Staff College

US Army Combined Arms Service School

US Army Ranger School

US Army Airborne School and Jumpmaster Course

awards/affiliations

LOM, Bronze Star, MSMS, ARCOMS, AAMS, NDSM, SWABS, SAKULIBM, KUKULIBM,

Army Staff ID Badge, Master Parachutist Badge, Ranger Tab

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