Human Resource Resources

TIMOTHY E NEWSOME

813-***-**** • acz3et@r.postjobfree.com • www.beyond.com/Timothy-Newsome www.linkedin.com/in/timothynewsome87

OBJECTIVE

A production-oriented professional with proven results in various positions and challenging environments. Possesses exceptional interpersonal skills which are complemented by an incessant drive to produce results on behalf of the success of the organization. Enjoys the challenge of complex problems and relish opportunities to work with learning organizations populated with critical thinkers. As a student of organizations and the humans that comprise them, I am prepared to encounter the challenges that come with the fallible nature of the human condition but driven to employ proven leadership skills and techniques to pursue excellence as opposed to perfection.

SKILLS

Organizational Leadership, Leadership Development, Manpower Scheduling, Cross-Functional Team Building and Development, Negotiations, Operations Management, Talent Management, Training Plan Development and Implementation, Performance Assessments, Presentations/Briefings, Systems Compliance, Regulatory Compliance, Conflict Resolution, Project Management, Human Resources Management, Top Secret Clearance.

PROFESSIONAL EXPERIENCE

Division Chief of Staff (2013 - 2016)

Fort Meade, Maryland

Responsible for the operation of a division headquarters tasked to mobilize, train, and validate Reserve Component units in 27 states and 2 territories east of the Mississippi River encompassing over 330,000 Soldiers of the Army Reserve and Army National Guard. Managed and synchronized the division staff effort to assist the 5 Training Support Brigades as they executed pre-mobilization training and pre-deployment support operations necessary to provide Combatant Commanders trained and ready Reserve Component forces. Supervised 12 staff department leaders and provided oversight for 120 staff personnel responsible for the planning, execution, and management controls over training and mobilization operations. Responsible for the human resources program of the 137-person division headquarters and the 1200-person division. Provided for the stewardship of an annual operating budget of over $25.6 million. Designed and implemented systems and processes that dramatically improved the timeliness of Human Resource metrics of success such as awards and evaluations. Set and maintained the highest professional and personal standards and promoted a positive, ethical, and professional operating environment. Through a deliberate Human Resources Plan that emphasized the importance of our employees, the capabilities, effectiveness, and high morale of the staff were preserved even as we reduced the size of the staff and prepared to close the HQs over a 2 year period.

Designed and implemented a system of collaboration and review that resulted in a 91% annual improvement in timeliness of awards

Reduced travel card delinquencies across the Division from an average of 4% to under 1.5%

Maintained Division Staff capacity and employee morale while drawing down the Division Headquarters and preparing to move it from Fort Meade, MD to Fort Knox, KY

COO (Division Chief of Operations) (2012 - 2013)

Fort Meade, Maryland

Operations Officer for a division comprised of 5 subordinate multi-component Training Support Brigades and 3 subordinate multi-component Operations Brigades providing Training, Readiness Oversight, and Mobilization of forces across 27 states and 2 territories east of the Mississippi River encompassing over 330,000 US Army Reserve and National Guard Soldiers and 50 major subordinate commands. Supported the Commander in the planning and coordinating of the training of mobilized Reserve Component forces; specifically examining combat readiness, personnel readiness, morale, discipline, safety, force protection, logistics, and deployability. Analyzed combatant commander guidance and interpreted human resource requirements and potential impacts on the readiness of the unit designated to deploy. Coordinated with the personnel departments of rotational units to ensure that all human resource shortcomings and plans for resolution were acknowledged. Worked with the National Guard Bureau Headquarters and U.S. Army Reserve Command to resolve human resource challenges without adversely impacting the timing of the deployment. Implemented Army Force Generation and optimized the Division's capability to support training and mobilization of forces. Developed and sustained strong, supportive relationships with leaders and commanders throughout the US Army, US Army National Guard, and US Army Reserve.

Assessed the effectiveness of the Division Operations Center and remedied shortcomings through format changes, retraining of personnel, and employee reassignments

Saved over $1.5 million in unnecessary transportation costs by bringing together multiple external agencies and tactfully resolving misperceptions and errant decision making

CEO (Brigade Commander) (2010 - 2012)

Camp Atterbury, Indiana

Commanded an Operations Brigade consisting of 6 battalions with 768 Soldiers and Civilians headquartered at Camp Atterbury, Indiana. Mobilized, trained, validated, and prepared Soldiers and units for deployment to Iraq, Afghanistan, Kosovo, the Sinai, and the Horn of Africa. Worked collaboratively with customer unit commanders to examine human resource areas and mutually acknowledged shortfalls and proposed plans of action for either remedying the shortfalls or mitigating their effect. Closely monitored all human resource metrics relating to deployability to include medical issues and extenuating family issues and worked with the appropriate agencies to resolve such issues prior to deployment of the unit. Addressed and worked to resolve human resource issues that occurred during the deployment. Personally processed and presented a deserved award to a returning Soldier who did not receive an award prior to his departure from Iraq. Ensured that rotational unit Soldiers received high quality, mission-focused training that highlighted the most relevant, up-to-date theater specific tactics, techniques, and procedures. Strengthened the brigade and increased its effectiveness through a leader development program that was solidly focused on individual professional development and emphasized the enfranchising role of an effective human resource plan. Planned and executed an annual operating budget of $5.6 million and managed the Brigade's $41 million property book to ensure fiscal responsibility and property accountability.

Analyzed strategic and operational guidance to determine force size and capability requirements; executed training programs to fulfill those requirements and sustain skill-set proficiency while refining the size of the force based on larger mission requirements and considerations.

Collaborated with the leadership of external organizations to assess readiness for various complex operations and then devised and implemented training plans to address shortcomings

Grew the training mission set at Camp Atterbury to include Agricultural Development Teams, the Sinai Mission, and recurring deployments in support of AFRICOM

CEO (Battalion Commander) (2006 - 2008)

Fort Stewart, Georgia

Commanded a Combined Arms Maneuver Battalion consisting of 2 Mechanized Infantry Companies, 2 Armor Companies, an Engineer Company, a Headquarters Company, and a Forward Support Company in the 3rd Infantry Division, part of the XVIII Airborne Corps Rapid Deployment Force. Responsible for the training, health, welfare, personnel readiness, and morale of over 850 Soldiers, NCOs, and Officers. Led, trained, maintained, and made human resource preparations for deployment of the battalion into a theater of full-spectrum conflict in support of the Global War on Terrorism. Analyzed Department of Defense Directives to determine pre-deployment human resource requirements and then coordinated with higher headquarters for human resources to fulfill those requirements. Implemented and closely monitored human resource efforts focused on individual readiness such as medical readiness and wills, family readiness such as child support and the care of exceptional family members, family care plans, and casualty assistance. Planned and executed mission essential training from squad through company level in order to support the division's missions. Developed and mentored 55 subordinate officers.

Trained and prepared a Combined Arms Maneuver Battalion for a 15 month combat deployment

Employed a combination of diplomacy, soft leadership skills, and direct leadership skills to stabilize and effect control over a geographic area that previously was torn with violence and distrust

EDUCATION

Master's Degree, National Security and Strategic Studies (2010)

United States Naval War College, Newport, Rhode Island

Master's Degree, Human Resources Management (1998)

Troy State University, Dothan, Alabama

Bachelor's Degree, Psychology (1987)

United States Military Academy, West Point, New York

OTHER EMPLOYMENT INFORMATION

Job Availability Date: January 2, 2017

Citizenship: United States Citizen

Security Clearance: Active Top Secret/SCI

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