Resume for Rodney K. Mayer
Address: ***** ****** ***** *****, ***** Potomac, MD 20878
• Strategic Workforce Planner • Government Inter-Agency Training Coordinator
• Human Capital Analyst • Organizational Design & Change Manager
• Training Manager/Requirements Analyst • Adjunct University Professor
-- 30-year-career with the U.S. Government, followed by four years in government contractor positions, with fifteen (15) years of experience in organizational change and transformation, leading efforts in: strategic planning, workforce development, organization design, and organizational training/learning strategies.
-- I have supervised and managed numerous, complex, large-scale efforts in workforce development, organizational design, strategic planning, strategic plan implementation, change management, process improvement, training curriculum development, and career development.
-- I am an effective communicator, having prepared and presented briefings to senior leaders in the U.S. Government, and among U.S. Government international partners.
-- Doctor of Management, University of Maryland University College, 2010
-- Master of Science in Organization Development, American University, 2001
-- Graduate of United States Naval War College, College of Naval Command and Staff, 2000
-- “Intelligence Community Officer” designation, Director, Central Intelligence Agency, 1999
-- B.A. in Geography, Indiana University of Pennsylvania, 1973
“Silent Heroes Award,” NGA Office of Counter-Terrorism budget team, 2006
“Exceptional Leadership,” cash award NGA Office of Counter-Terrorism, 2005.
“Special Act Award,” Professional Development Dept. start-up, NIMA College, 1998.
“Outstanding Team of the Year Award,” DMA, Human Resources Department, 1994.
Selected Specific Experience:
-- 8 October 2018 to 11 January 2019, Human Capital Analyst, EconSys, Inc.
I worked with the Department of Homeland Security/Cybersecurity and Infrastructure Security Agency on several project linked to cyber workforce retention efforts: incentive pay, career paths, and exit surveys to discern why some are leaving the CISA cyber workforce.
-- 2 October 2017 to 13 August 2018, Strategic Planning Human Capital Lead, Technical and Management Resources, Inc.
I provided support to the Transportation Security Administration Agency (TSA), Office of Information Technology (OIT), in my role as Human Capital Lead for creation and implementation of workforce initiatives related to the Agency’s IT Strategic Plan. Specifically I developed detailed implementation plans, prepared briefings describing those plans and briefed those plans to Office leadership. Utilizing Department of Homeland Security workforce planning guidance, my work focused on achieving objectives linked to: 1.) forecasting workforce supply and demand, 2.) ensuring key positions were always filled via succession planning, and 3.) performance management of individuals who comprised the IT workforce.
-- 13 May 2015 to 10 December 2016, Trainer, Management Concepts, Inc.
I was a contract trainer teaching courses such as “Strategic Plans to Tactical Execution” and “Conflict Resolution” to, primarily, federal government agencies and organizations.
-- 12 October, 2013 to 19 December, 2015, Adjunct Faculty, Strayer University
I taught management and business courses -- including “Contemporary Business” and “Global Strategy” as well as “Strategic Management,” the capstone course for students enrolled in the University’s Master of Business Administration program.
-- 4 February, 2013 to 25 September, 2013, Strategy Consultant/Analyst, XLA, Inc.
I provided support to the Transportation Security Administration Agency (TSA), Office of Information Technology (OIT), Strategy and Enterprise Management Division (SEMD). In particular my efforts focused on workforce development strategies, creating career development plans and establishing an IT workforce community and culture across the Agency. I revised and updated prior year initiatives and authored new initiatives for promoting and sustaining TSA’s IT workforce via multi-year strategic plans and single year implementation plans.
-- 15 January 2012 to 16 July 2012, Senior Consultant/Policy Analyst, CACI International
I provided support to the Defense Intelligence Agency (DIA), Directorate for Analysis (DI), Knowledge Management Office (KMO). In particular, I worked with the, Plans, Policy and Requirements Team to create an organizational design plan titled “KMO Technology Integration,” that outlined how future plans for the Office might be operationalized in partnership with the Agency’s Directorate for Information Management and Chief Information Officer.
-- 1 November 2010 to 14 January 2012, Senior Consultant/Policy Analyst, CACI International
I provided support to National Geospatial-Intelligence Agency (NGA) Functional Management Executive for Operations (FMX/Ops), developing organizational design plans to better support customers within the National System for Geospatial-Intelligence (NSG). Working with the Plans, Strategy & Policy (PS&P) Team in that office I was responsible for guiding strategic planning efforts that furthered workforce development relative to leadership, management and governance initiatives intended to enhance the performance of the NSG.
I created a 5-phase plan of action to develop an FMX/Ops Office strategic plan that was endorsed by FMX/Ops leadership. I served as leader/facilitator for three separate 1/2-day strategic planning workshops that culminated in FMX/Ops Office leadership agreeing to five overarching “goals” along with performance measures to assess and track success of the plan.
-- 30 August 2010 to October 31, 2010, Strategic Plan Consultant, Applied Systems Research
Served as senior level consultant to provide guidance and direction for organizational design efforts to improve customer operations. Assisted with development and implementation of Best Practices, processes and procedures and support the development of performance metrics.
-- 29 April 2008 to 31 October 2009, Strategic Workforce Planner, NGA Human Development Directorate
Team Lead for implementing NGA’s Human Capital Strategic Plan, known as “Workforce Excellence.” I worked with senior executive “sponsors,” defining key objectives, and identifying success factors and challenges associated with workforce development and the Agency’s human capital lifecycle. I led the efforts of four strategic planners, and over 30 other individuals spread throughout the Agency, who had specific responsibilities for developing processes, methodologies, and transition strategies focused on: competency modeling, occupational career paths, pay for performance, leadership development, recruiting and retention strategy development, and succession planning.
-- 28 April 2006 to 28 April 2008, Staff Officer, NGA Analysis & Production Directorate
Major duties in this position involved orchestrating, in concert with the NGA Director’s Office, the Directorate’s response to directives, instructions, and taskings from various DoD and IC Offices. Much of my work dealt with human capital issues. Among the efforts that I led was collaboration with NGA’s Human Development Directorate to identify positions in the Directorate to be included in the Joint Duty Assignment program, a program viewed as a critical element of succession management as it relates to NGA workforce planning.
-- 13 March 2004 to 28 April 2006, Manpower/Budget Officer, NGA Office of Counterterrorism
In this position I had responsibility for maintenance of the Office personnel manning roster and the Office’s acquisition strategies relative to a multi-million-dollar program budget. A large portion of this budget was devoted to workforce transformation initiatives and required functional knowledge of human capital and human development issues to successfully execute the budget. This efforts included hiring contractors with specialized technology skill sets and competencies to serve as on-the-job trainers for new inexperienced analysts. Additional budget work involved contracting for customized training courses for those same analysts.
-- 14 July 2002 to 12 March 2004, NIMA Liaison to Joint Staff, Pentagon
I worked with Flag Officers and General Officers to brief them on NIMA support and achieve concurrence with GEOINT doctrine, to include NIMA's "National System for Geospatial Intelligence (NSG) Operational Requirements Document.” I regularly prepared key Joint Staffers -- such as the J3 GI&S Officer -- for meetings on NIMA issues. Additionally, as a member of the briefing team, I attended daily early morning briefs by the Director J2 Intelligence Directorate, and then prepared and presented briefings at the NGA Morning Ops/Intel VTC.
-- 18 August 2001 to 13 July 2002, Staff Officer, NIMA, National Imagery & Mapping College
Presented with the challenge of creating a NIMA-specific Masters Degree in the Geospatial Sciences, I worked with NIMA leadership and the George Mason University on curriculum development; and then authored the Memorandum of Understanding for this program.
-- 18 July 2000 to 17 August 2001, Plans Officer, CIA, Directorate of Science/Technology
In this position I led development of a Career Development Plan, focused on human resources, training and career path issues. I interviewed staff and authored a Plan that operationalized complex career development ideas. Challenges involved were successfully met via my preparation of Statements of Work that included rationale and metrics for judging the performance of contractors who would be implementing the plan.
-- 7 July 1999 to 17 July 2000, Plans Officer, CIA, Directorate of Administration
In an ICAP position in the Office of Communications I had the challenge of developing an Office Business Plan to facilitate transition to a new way of doing business, in the form of a Working Capital Fund. I benchmarked Office functions relative to similar activities in government (such as the Defense Intelligence Agency) and the private sector.
-- 1 October 1996 to 6 July 1999, Staff Officer, NIMA, National Imagery & Mapping College
In this position I led organizational design efforts to evolve NIMA College into a premier training organization modeled after corporate universities. I was instrumental in forming an inter-Agency training forum known as the Community Geospatial Information Training Council. I authored a policy on “Planning and Budgeting for Training in Acquisition,” to ensure adequate funds are available for training personnel on new computer mapping systems.
-- 1 July 1993 to 30 September 1996, Training Manager, DMA Human Resources Office
I led a project to educate the DMA workforce in Business Process Reengineering (BPR). I developed the strategy for and designed a DMA BPR training program, directing course development and managing the budget and schedule for a suite of eight different courses dealing with the creation of process maps in as-is and to-be states.