Management Six Sigma

Kirk Mitchell Nicholas

**** *. **** **., #***

Arlington, VA 22202

Mobile: 571-***-****

Email: **********@*****.***

Summary of Work Experience

A dynamic leader, critical thinker and strategic innovator with highly

developed skills in deploying successful Lean Six Sigma and other

process/performance improvement methodologies on a global scale to support

critical Voice of the Customer knowledge and integration to drive strategy

and business capability development. Results driven, focused on

identifying improvement opportunities that will drive increased revenue and

cost reductions in all operations.

A highly sought after speaker and coach for many industries and

government organizations, I am a recognized expert on the strengths of

performance improvement tied to people, process and technology. I am one

of the most experienced deployment directors of Lean Six Sigma, covering

global locations, 1.5 million people, a $546 Billion budget and a 3 year

ROI of $54 Billion to the Army's bottom line.

WORK EXPERIENCE

CALIBRE Systems

Arlington, VA

01/2014 - Present

Principal

Currently establishing a Quality Management business sector. Principal

focus is working with current customers within the VA and DoD, specifically

as it relates to strategic alignment of organizations through process and

performance improvement and systems realignment. Expanding company

footprint into commercial sectors, such as automotive and gas and oil, to

update or create top-down deployments of integrated process/performance

methodologies (TQM, Lean, Lean Six Sigma, ISO) to drive quality culture

development.

Accomplishments: Leading major process centric reorganizations for Dept of

Defense and the Dept of Veteran Affairs.

RACE (Revolutionary Accelerated Collaboration Environment)

FT. Worth TX, US

07/2012 - 01/2014

Chief Operating Officer - Country Lead USA

Public spokesperson for RACE, a non-profit organization leading a

consortium of transformation experts to meet the diverse challenges faced

by commercial, Federal, State and Local programs, and a growing number of

International countries and companies.

. Expanded the evolution of Lean Six Sigma knowledge base and the

deployment of training and support systems for initiatives which

enable business innovation and transformation with the US Department

of Agriculture, (National Resources Conservationist Services); Health

and Human Services (Assistant Secretary for Preparedness and

Readiness); and Defense Finance and Accounting Services (DFAS).

. My primary roles include were the development and education of Leaders

needed in today's high speed, high demand environment for data,

decisions and action; Enterprise Kaizen Projects and Team development;

Green Belt and Black Belt coaching and mentoring; Continuous Process

Improvement deployment development, coaching and mentoring.

Secretary of the Army

Office of Business Transformation

Pentagon, Washington, District of Columbia, US

04/2009 - 06/2012

Director, Continuous Process Improvement/Lean Six Sigma Program Management

Directorate

Directly responsible for:

. Leadership and management of the Army's CPI strategic support

operations, to include introduction of new blended learning and

education efforts focused on senior leaders.

. Advised the Under Secretary in his role as Chief Management Officer as

the expert in all aspects of business process performance improvement,

policy, governance, and management.

. Identified and led major business transformation initiatives that

changed the Army's strategic planning, budgeting, manning and

equipping, and support processes in direct support of the Army's

warfighters.

. Training, coaching and mentoring Army Green Belt, Black Belt and

Master Black Belt program candidates; executive Black Belt candidates

and Enterprise Process Champion and Project Sponsors.

Accomplishments:

. Led the largest deployment of LSS resulted in $54 Billion+ savings,

cost avoidance, and operational benefit.

. Introduced LSS practitioners into the high tempo operational

environments of Afghanistan, Iraq and Kuwait to drive down costs and cycle

times of the movement of people, vehicles and supplies into and out of the

theater of operations. Result was the overall reduction of cycle times by

42% and savings of $3.3 Billion in the first five months.

. Deployed major Enterprise projects that is driving organizational

alignment of the Army Headquarters and supporting organizations to reduce

manpower by 50%.

. I established the Enterprise Integration Counsel to accelerate the

mapping, improvement, and implementation of a family of ERPs across the

Army, a $6 Billion effort and alignment.

Secretary of the Navy

Washington, D.C., US

5/2008 - 4/2009

Director, Department of the Navy (DoN), Continuous Process Improvement

Program

Hand selected by the Secretary of the Navy to lead, coordinate and

integrate the DoN CPI efforts, to include the development of overall

strategy and objectives.

. Designed and led U.S. Navy and U.S. Marine Corps CPI deployment and

metric development integration that reduced costs and cycle time in

Naval Aviation training and readiness programs by over 22%.

. Facilitated the Secretary of the Navy's Monthly Strategic Management

Review that led to process metric and cost discussions and shorter

cycle times on strategic initiative deployment and conclusions.

. Provided direct process analyses against Department budget (PPBES),

programs and issues. I led standardization and institutionalization of

CPI through Leaders and Practitioners.

Accomplishments:

. Reinvigorated a flagging CPI initiative through the adaptation of the

governance model and supporting working groups, and the establishment of

the first DON Practitioner Workshops that later became the Department of

Defense's CPI Symposiums series.

. Developed and coordinated for final Signature by the Secretary of the

Navy, an overarching, role based policy for institutionalizing CPI that

addressed formal authorities and responsibilities for the Secretariat, U.S.

Navy, and U.S. Marine Corps business operations, to include the supporting

strategy and objectives.

. Identified and led and completed 4 major Enterprise projects that

impacted:

. Senior Executive business process development and management;

. Adapted LSS principles to revolutionize the acquisition decision

process;

. Reengineered redundant rapid acquisition efforts to integrate Navy and

Marine Corps activities into one process;

. Assessed and reduced the number of senior leadership meetings and

forums into a critical few.

. Led the original analysis and defining of the roles and

responsibilities for the DON Chief Management Officer (CMO) organization, a

critical Congressional Action.

. Facilitated the Secretary of the Navy's Monthly Strategic Reviews that

covered all critical business processes and metrics. I developed and

coordinated action across the Secretariat and two services to drive change

management issues/results resulting in over $23B in hard savings, cost

avoidance and operational benefits.

U.S. Marine Corps

Washington, DC, US

7/2006 - 5/2008

Director, CPI Program, Headquarters, U.S. Marine Corps

Recruited to design, develop and deploy Continuous Process

Improvement/Lean Six Sigma efforts throughout the U.S. Marine Corps.

. Designed and presented the deployment construct, identifying critical

High Impact Core Value Streams, ownership/responsibilities, and

trained executive/champion level for awareness and implementation

roles for the USMC Business Enterprise.

. Established and led 3 globally deployed teams and hired 12 CPI experts

to fill positions. I developed a support concept and framework for

coaching and mentoring to CPI practitioners of regional teams and new

CPI training graduates.

. I initiated and led several Enterprise level projects aimed at

manpower and sustainment issues to align operational and support value

streams for balanced budget operations.

Accomplishments:

. Designed and led the first implementation of LSS in the Marine Corps.

I built an effective team while simultaneously taking on the task of

providing insightful and timely presentations to all General Officers and

Senior Executives across the Service in global locations.

. Implemented multiple regional teams to support local commanders and

agencies to begin immediate identification of training and project work.

. Identified and collaborated decisions to implement the USMC Business

Enterprise core processes through the Assistant Commandant and the Senior

Leadership.

. Designed and taught the first USMC Deployment Director's training

workshop, attended by over 30 fledging directors Marine Corps wide.

HQ, U.S. Marine Corps

Washington, DC, US

2/2004 - 7/2006

Services Director, Installations and Logistics, HQMC

I led both technical and program support to the Assistant Deputy

Commandant, Facilities and Services Division, and the Deputy Commandant,

Installations and Logistics, in the development and execution of policies

and processes that fall within a broad range of multi-disciplinary

installation support services. I provided oversight and management for the

development, publishing and implementation of policies and procedures for

the provision, procurement and management of investment-type plant

property, garrison property, collateral equipment in support of military

construction, warehouse modernization and equipment, non-tactical fleet

vehicles, food service and subsistence.

Accomplishments:

. Realigned staff functions to respond to customer demand and achieve

efficiencies and effectiveness with our limited budget.

. Updated the USMC strategy that influenced the DECA strategy and its

global commissary support to Marines and families. Negotiated the

reprioritization with DECA of sustainment efforts to commissaries on those

installations worldwide.

. Developed and directed a new USMC installation Commander's course that

was role based and process oriented.

. Defined the Corps' core food service operations for base/station and

deployed, resulting in a complete realignment of structure for the

uniformed food service community, reprioritization and successful securing

of funding in new equipment at less cost, and restructuring and award of a

$1.5B food service contract to reduce overall operating costs for the Corps

by 23%.

. Led the analysis and redistribution, to include a full system upgrade,

for the non-tactical fleet management of the Corps', which resulted in a

White House "Closing the Circle" award for innovative reduction measures to

overall fuel usage and environmental impact. Introduced a myriad of energy

efficient vehicles into the fleet, thereby reducing overall insurance costs

for the same.

Commercial Work

Multiple Locations and Companies

7/1999 - 1/2004

Led the development of, planning and direction of their Federal Services

Team for a boutique IT business Solutions Company in Cambridge MA.

Facilitated and led senior level government executive sessions, assessing

their needs to support the implementation of innovative business solutions.

Accomplishments:

. Developed and delivered two significant capabilities: (1) an open

source Protection Enterprise Network and (2) convergence of five separate

efforts into a new Sea Warrior vision and capability for manpower planning

and management for the Department of the Navy. These highly successful

programs gained the attention of the Secretary of Defense, the Director of

Department of Homeland Security, and the Commander, Northern Command,

implementing a solution under budget at a cost reduction of almost 40%.

Recruited as an Enterprise Solutions Specialist responsible for enterprise

strategy and solution development to drive customer transformation efforts.

These efforts included business process improvement, performance

management, proposal analysis and development, concept exploration, and

executive coaching for diverse consulting engagements.

. Key support on $12 million Marine Corps Integrated Logistics Capability

initiative; developed integrated master plan for the transformation of

entire Logistics processes, organizations, and technology, including

authorship of Operational Architecture (high-level view).

. Additionally, as part of Marine Corps transformation, supported

business case development and marketing that assisted Oracle partner to

drive USMC acquisition of an Oracle Enterprise License ($30 million).

. Acted as strategic planning and software requirements lead for Total

Force Structure Management System (TFSMS), a $7 million legacy-to-COTS

solution initiative that supported the implementation of a process oriented

solution for the Corps.

. Leading business advisory to emerging leadership within the Office of

Homeland Security, in support of the strategic planning, acquisition

strategy, requirements and process analysis, and Business Case support to

initial Immigration and Naturalization Service Entry Exit Program, a $1

billion+ initiative currently known as the US VISIT System.

Marine Corps Combat Development Command, U.S. Marine Corps

Quantico, VA, US

8/1993 - 7/1999

Director, Warfighting Capabilities Integration Directorate

Served as Director, Warfighting Development Integration Division,

responsible for driving the planning, development, design, and

implementation of all process/functional actions for the Marine Corps,

currently known as the Expeditionary Force Development System ($9 million

annually). These efforts were recognized as the first fundamental change

to Congressional Title X functions from a process view, and established the

USMC Business Enterprise as the first successful transformation to hybrid

business model of a Major Federal Department/Agency that drove requirements

approval from a Strategy/Capabilities analytical approach. It set the

framework for the subsequent design of the Joint Capability Integration

Development System.

Accomplishments:

. Was a recognized expert throughout Federal and Commercial activities as

a cutting edge Enterprise level change agent.

. Developed and delivered the framework for large-scale

reorganization/change efforts, including (1) Marine Corps Enterprise Model

and initial series of briefs/decisions, resulting in major reorganization

of Marine Corps Service Headquarters and supporting organizations, (2)

business process reengineering/improvements leading to change in doctrine,

organization, training and education, equipment, and support and facilities

across these processes and functions.

. Provided strong facilitation of key strategic sessions for

organizational transformation/reengineering to Federal, international, and

commercial agencies such as the FAA, OSD, DoN, the Australian Army, the

British Ministry of Defence, Xerox, and Lockheed Martin.

. Designed, implemented, and evaluated change management strategies that

involved a total systems approach. Continuously sought opportunities to

optimize the effectiveness of the organization through thought leadership

and delivery of education seminars.

U.S. Marine Corps

Global Locations

12/1972 - 2/1993

I acquired twenty years of operational leadership and staff experience

within the Military including:

. Strategic planning; human resource management; budget planning,

programming and execution and justification; logistic and facilities

management, sustainment, and support; transportation and inventory control;

and special operations training and requirements.

. I have extensive knowledge and background experience in coordinating

multiple assignments, meeting deadlines, supervising, leading and managing

people and facilities within multiple and complex organizations and

environments responding to short fused, emergency situations.

. Successfully led and commanded organizations through extremely remote,

dangerous, complex and life threatening situations that required intuitive

and decisively quick thinking actions responding to short fused, emergency

conditions.

EDUCATION:

Texas A&M University, College Station, TX

Bachelor of Science

Political Science

Minor: Business

TRAINING/CERTIFICATIONS:

Lean Six Sigma Enterprise Deployment Director

Lean Six Sigma Master Black Belt

Business Process Reengineering - Hammer Institute

CLEARANCE: Current Secret Level - DoD

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