Erik W. Olsen, CBCP

Suffolk, Virginia

adwt5q@r.postjobfree.com

757-***-****

linkedin.com/in/erikwolsen

Summary

Passionate and empathetic, I am a strategic thinker who cares deeply about relationships, both personal and professional. As an impactful and collaborative leader, I tend to throw myself into projects and enjoy being involved directly, seeing projects through from beginning to end. Focused and experienced, I rely on my outgoing personality and Type Y management style to drive organizational change. As a forward thinking, structured yet flexible problem solver, I love learning about new industries and thrive when working at the edge of my personal comfort zone. Whether building a team of experts or bringing a multifaceted project to completion, I am driven by impact and relish the role as a leader. I measure my effectiveness based on how well my team performs.

It would take quite a lot to dissuade me that a strong and timely incentive program, together with the keen ability to leverage internal peer-pressure, is less than adequate to realize success on ANY project. 20+ years of award-winning leadership, application of critical thinking, and complex problem-solving skills reinforcing data-driven decisions at the highest levels. I have planned and implemented a variety of specialty training and HQ-level staff exercises to audiences ranging from small teams to presenting generalized curriculum in front of classrooms composed of over 100 students. I’ve managed budgets in excess of $500m and have developed several game-changing analytics solutions tailored to large-scale corporate recruiting production metrics, as well as an ML-based algorithm contributing to an operational assessment of the Information Environment during the initial wave of COVID19. This particular model was designed to identify origins of disinformation being spread across social media platforms; the algorithm was later modified for the 2020 Presidential elections. Organizational Change Management (OCM); Executive Coaching; Sales Management; Financial Analysis; Budgeting; Operations Management; Risk Assessment / Management; Systems Engineering; Business Planning; BCA; Cyber Operations Planning; Multinational Negotiation; Global Supply Chain; Financial Margin Improvement; Business Administration; Marketing; Finance; Target Audience Analysis; AdTech; Dashboards & Data Visualization; BI; EHR; Revenue Cycle; Healthcare; Life Long Health; Workday; Epic; CBCP Experience

Senior Business Process Manager

Riverside Health System (Newport News, Virginia)

Jul 2022 - Present

Internal Process Improvement consultant focused on leading teams to ultimately reduce variation and improve financial results for the company through the usage of various improvement frameworks including DMAIC, PMP tools, or other frameworks.

Leading advocate for the use of statistical tools within the company to cultivate a culture of insight and deep analysis, both by teaching and by showing the usage of the tools Manages multiple small teams and executes improvement projects across the System Works closely with key stakeholders in the development of the Project Charter, offers advice based on individual expertise, and tracks the implementation of improvement solution(s) Develops reporting and control mechanisms for designated processes in the company Drives analysis and improvement of complex business systems and processes, identifying deep root causes of trends, issues, and opportunities in the Riverside Health System. Develops business cases for determining project impact and project identification for selection criteria. Maintains a running tally of successes and next or “on deck” projects Analyzes, scopes, and completes projects in a timely manner to create a consistent flow of process improvements and “in control” processes.

Completes and delivers results from 1-2 projects personally per quarter (I do not simply oversee the work through the team)

Monitors projects thru various phases of the project life cycle and reports to leadership on progress Regularly interfaces with both internal and external business leaders, senior executives, individual contributors, field teams, business analysts, software teams, data analysts both in corporate roles and in the front line roles

Serves as the company expert for tool usage and proper analysis techniques for problem solving Chief, Future Force Requirements

U.S. European Command (Stuttgart, Germany)

Jul 2020 - Jun 2022 (2 years)

Monitored growth and delivery performance along with forecast of over 1,250 capabilities to identify resources (PP&E) and personnel skill requirements; extensive risk management at all levels to maintain consistent alignment with the organization's strategic objectives Managed a complex Global supply chain of information and processes among a broad array of stakeholders including finance, strategy, National-level policy, legal, and personnel Integrated strategic foreign policy perspectives to crisis planning and mutual security efforts for 51 countries

Chief of Assessments - Information Environment / Influence Operations U.S. European Command (Stuttgart, Germany)

Jul 2019 - Jul 2020 (1 year 1 month)

Facilitated a change in scope for $450K Software as a Service (SaaS) contract resulting in the redirect of capabilities to my team; resulted in a 500% increase in demand for my analytical products Implemented tailored assessment frameworks, continuously reviewing KPIs (OKRs) to ensure relevance in a dynamic environment

Public sentiment analysis and reporting -- leveraged multiple social media and open-source platforms as data sources in the development of a strategic analytics dashboard used to identify key influencers within a targeted network, uncovered a number of foreign "troll farms", many of which turned out to be the origin(s) of a massive disinformation campaign during the initial 8-12 months of the COVID19 epidemic.

Senior Decision Support Analyst

U.S. European Command (Stuttgart, Germany)

Jul 2018 - Jul 2019 (1 year 1 month)

The diligent application of analytic and other decision-making tools is pivotal in the Operations Assessment process for the Commander. I specifically focus on Joint and Combined (U.S., NATO) Operations and Exercises, driven by data derived from across staff elements and subordinate-level organizations. Success means senior-level decision makers receive the right information at the right time, comfortable AND confident in my analytical products, and applying this analysis as part of their data-driven decision making process.

Large-Scale Exercise Planner

U.S. European Command (Stuttgart, Germany)

Aug 2015 - Jul 2018 (3 years)

Lead exercise planner representing the Director, EUCOM (United States European Command) J5/8 for multiple exercises. Successfully integrated multiple US Combatant Commands, NATO Headquarters elements (SHAPE, Brussels, STRIKFORNATO, and JFC Brunssum), and individual Allied national-level planning teams, resulting in overwhelming success. The aggregated effects directly contributed to the Command's current ability to develop a more realistic situational understanding of the strategic environment.

Developed innovative approaches and process improvements to ensure the identified training audience was continuously challenged with the most sophisticated backdrop possible, providing EUCOM leadership the ability to further assess the staff and functions in various scenarios. Introduced novel concepts and architectures to the exercise design that facilitated a Whole of Government (DIME) approach, emphasizing current US Foreign Policy supported by subject matter experts from the highest levels of the US DOD and Interagency. Initially met with the expected level of resistance, the architecture that was ultimately set in place proved to be a critical training enabler at the highest levels of the Combatant Command.

Chief of Strategic Analysis

U.S. European Command (Stuttgart, Germany)

Jul 2015 - Jul 2018 (3 years 1 month)

Provides direct support to the Division Chief for Combatant Command input and analysis of Department of Defense Support for Strategic Analysis studies to include: Defense Planning Scenarios (DPS), Force Sizing and Sizing and Shaping Constructs (FSSC), Steady State Security Posture (SSSP), and Integrated Security Constructs (ISC). Responsible for Combatant Command development and input of current and future year analytical baselines in accordance with the Analytic Guidance issued annually with the National Defense Authorization Act (NDAA) and support to the theater posture and campaign plans. Continuous assessment of the command

Frequent interaction with Senior Leaders is the norm; briefing skills and interpersonal relationships with members of the EUCOM staff, the Office of the Secretary of Defense, and the Joint Staff are critical in the execution of this job.

I apply both qualitative and quantitative analysis techniques to test theory and reality in order to better understand the current environment and estimate future requirements and capabilities. Examples include war-gaming, CBA, root-cause analysis, risk assessments, and forecasting. Chief Innovation Officer

U.S. European Command (Stuttgart, Germany)

Nov 2015 - Dec 2017 (2 years 2 months)

Founding member of US European Command's Rapid Innovation Cell, comprised of a small core group of officers working directly under the Deputy Commanding General. We strive to "crowdsource" innovative ideas and courageous thought from all members of the command, both military and civilian, to better support the EUCOM mission and enhance our capabilities as we move into next-generation security and warfare. Ideas are submitted to us from all over the US European Command area of responsibility (from Israel to Spain, Poland to Iceland) and we are responsible for the incubation of these ideas from concept to implementation, supporting the innovator by ensuring the natural bureaucratic roadblocks are avoided and providing mentorship and guidance along the way. Once the idea is fully funded and implemented, we ensure the sustainability is in place with the primary end-user/ owner of the process or equipment.

A large part of starting this effort involved collaboration with for-profit industry leaders in the innovation ecosystem. We have worked with Daimler AG, Adidas, the University of Stuttgart--just to name a few. Chief of Production Analytics

U.S. Army Recruiting Command (Fort Knox, Kentucky) Jun 2012 - May 2015 (3 years)

My abilities to combine science with art contributed to overall success for the organization, exceeding annual recruiting goals each of the three years I worked here. Successfully streamlined the organization's data processing and analysis practices, reducing daily analytical reporting times from an average of 7 hours to less than 3 hours. Consistently exceeded annual recruiting missions in excess of 60,000 contracts The application of forecasting and data mining skills were critical to this position; skills required consist of expertise with Oracle / Hyperion, Excel, VBA, SQL, and Microsoft Access Chief Environmental Officer

U.S. Central Command (Baghdad, Iraq)

Aug 2009 - Jul 2010 (1 year)

Responsible for a team of ten environmental managers throughout Iraq, conducting site surveys during the drawdown of American presence in the country. Developed scheduling and tracking tools that forecasted requirements for his team to complete 370 closure surveys leading to the closure of 208 base closures in Iraq. Collected, analyzed, and organized military information and submitted verbal and written reports to executive level leaders. Handpicked to perform duties above my assigned rank, I led a team in the development of a framework for collecting, analyzing, and writing a multi-disciplinary base closure lessons-learned report to assist with the same mission in Afghanistan. Education

The College of William and Mary (Williamsburg, Virginia) MS, Computer Science, Specialization in Computational Operations Research Capstone Project:

Developed a discrete-event simulation model using SIMAN and Arena to predict the traffic congestion effects outside the main gate of Fort Eustis and its adjacent roads due to an upcoming construction project on Route 105. Analyzing the traffic impact of numerous mitigating courses of action helped the 733d Mission Support Group (MSG) in their decision making process. My capstone project involved working with the garrison commander of Fort Eustis, VA to develop a discrete event simulation using SIMAN (ARENA). The project focused on traffic flow at the security gates that would be interrupted due to a planned closure of lanes on the primary road leading into the installation. The simulation presented the sponsor with a variety of options and recommendations ranging from expansion of the access gates, reverse flow of traffic at certain high volume times, to rearrangement of work hours for Soldiers on the installation.

Naval Postgraduate School (Monterey, California)

MBA, Defense Financial Management

MBA student focusing on financial management in the Department of Defense. Some classes focused purely on the POM (Program Objective Memorandum) and PPBES (Planning, Programming, Budgeting, and Execution System) however the majority of the coursework dealt with accounting (both financial and cost), strategic leadership, economics, and finance. Methodist University (Fayetteville, North Carolina) BS, Business Administration; Minor, Philosophy

Magna cum Laude

Licenses & Certifications

Certified Business Continuity Professional (CBCP) - DRI International 92995

Data Science and Big Data Analytics: Making Data-Driven Decisions - MITx Python for Data Science and AI - Coursera

7C3ZLPL63SSW

Getting Started with SAS Visual Analytics - SAS

LPS6EY9GCD6U

Open Water Diver - SSI Scuba Schools International 711318N5940092748008-ES

Skills

Risk Assessment • Executive-level Communication • Crisis Planning / Resilience • Cross- Functional Team Building • CAP • Collaborative Leadership • Business Impact Analysis

• Operations Research • Data Analytics • Business Continuity • Disaster Response Honors & Awards

Senior Parachutist Wings - 82nd Airborne Division, U.S. Army Nov 1999

The United States Army Jumpmaster School trains personnel in the skills necessary to jumpmaster a combat-equipped jump and the proper attaching, jumping, and releasing of combat and individual equipment while participating in an actual jump that is proficient in the duties and responsibilities of the Jumpmaster and Safety; procedures for rigging individual equipment containers and door bundles; personnel parachute components by their specific nomenclature and characteristics; procedures and standards required to conduct a Jumpmaster Personnel Inspection (JMPI); the duties and responsibilities of the Drop Zone Safety Officer; the presentation of the Jumpmaster briefing and sustained airborne training; and the execution of the duties of a Jumpmaster and Safety from a USAF aircraft during a day/night combat equipment jump. Sapper Tab - U.S. Army Engineer School

The Sapper Leader Course is a 28-day course designed to turn Soldiers into Sapper leaders. During the challenging course, Soldiers are transformed into elite combat engineers by becoming experts in specific engineer tasks, infantry skills, mountaineering, airborne and air assault operations. In the French Army, sapeur (sapper) refers to the first official corps created by Napoleon I, a military engineering corps.

Sapping is a term used in siege operations.

In the U.S. Army, Sappers are combat engineers or other personnel who support the front-line infantry, and they have fought in every war in American history. For example, after the Battle of Yorktown, General Washington cited the U.S. Army first Chief of Engineers for conduct that afforded "brilliant proofs of his military genius."

Ranger Tab - U.S. Army Ranger Training Brigade

The Ranger Tab is worn by elite Soldiers who have passed Ranger School. Rangers are seen as role model Soldiers and experience one of the toughest training experiences in the Army to become experts in leading high-pressure combat missions.

For 62 days, Ranger students train to exhaustion, pushing the limits of their minds and bodies. The course incorporates three phases (Benning, Mountain, and Swamp) which follow the crawl, walk, run training methodology. After these three phases, Ranger Students are proficient in leading squad and platoon dismounted operations around the clock in all climates and terrain. Thus, Rangers are better trained, more capable, more resilient, and better prepared to serve and lead Soldiers. Defense Meritorious Service Medal (2nd Award) - The Secretary of Defense Established on November 3, 1977, the Defense Meritorious Service Medal honors outstanding service carried out in a non-combat context on joint assignment with the Department of Defense. It is the third most prestigious award presented by the Department of Defense. The medal is bronze and features an eagle in front of a pentagon shape and encircled by a two-ply laurel wreath. On the reverse, inscriptions read “DEFENSE MERITORIOUS SERVICE” and “UNITED STATES OF AMERICA,” and there is space to engrave the honoree’s name. Legion of Merit - The Secretary of Defense

Created in 1942, the Legion of Merit Medal is granted to individuals who demonstrate an exceptional level of meritorious conduct.

The Legion of Merit award is generally reserved for wartime feats but may in rare cases be granted during peacetime to recognize especially difficult or notable service. Additionally, the award may be given in recognition of the sustained performance of notable comportment or accomplishments. The medal itself is a five-pointed white star with crimson trim. The center is a blue circle with 13 white stars and is surrounded by a wreath of gold clouds. Each point of the star features a gold ball on the tip, and the star is back by a wreath of green laurel and crossed gold arrows. A gold bow appears on the bottom of the medal. The reverse of the medal reads “UNITED STATES OF AMERICA” and includes a disk onto which the name of the recipient is engraved.

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