Douglas Davis

www.linkedin.com/in/DouglasDavis***8

301-***-**** — adxp56@r.postjobfree.com

Management Analyst Director of Support + Administrative Services

Project Scoping & Management Time & Resource Optimization Enabling Change through Technology Cost Control

More than 15 years of driving efficiency as an administrative leader and program coordinator in highly matrixed, culturally diverse organizations, with 20 years prior as a multiservice and highly awarded member of the United States Army. Inspired strategist, adept at conveying value propositions, developing and executing solutions, and motivating staff to excellence.

Technical & Tactical Program Management: A reputation for driving collaborative efforts, instituting open feedback loops between business units, and rapidly adapting teams to meet fluid changes in project requirements.

Integrity & Loyalty: With an honor code built through family and further nurtured in the US Army as a combat-tested Medic, trusted with classified access, and committed to the organization, mission and people up and down the chain.

Big-Picture Thinking: Poised for next-level success with an organization that demands a record of creative roadmap development, leadership buy-in, and delivery of quantifiable improvements to complex projects with broad impact.

Innovative Problem Solving — Information Management — Process Improvement — Budget Creation & Oversight — Logistics

Strategic Planning — Talent / Leadership Assessments — Military & Civilian Human Resources — Security, Safety and Training

Negotiation & Conflict Resolution — Change Management — Support Services —Patient Transport Operations — Resource Management Systems & Technology Analysis — Data Analysis & Report Creation — Policy Development & Enforcement —

Root Cause Analysis — Space Utilization management—sharepoint creative design—Army records information management

Professional History

DRDs GotYourSix Services LLC (GY6) — Gaithersburg, MD August 2020 – Current

CHIEF OPERATING OFFICER (COO)

As the Chief Operating Officer my primary duties involve the daily operations and procedures. As the company’s second-in-command I am tasked as responsible for the efficiency of business. My COO role is a key member of the senior management team, reporting only to the Chief Executive Officer (CEO). I am dedicated to maintain control of diverse business operations, and expected to be an experienced and efficient leader. I have excellent people skills, business acumen and exemplary work ethics. My goal in the COO position is to secure the functionality of business to drive extensive and sustainable growth. My duties/responsibilities include -

Design and implement business strategies, plans and procedures

Set comprehensive goals for performance and growth

Establish policies that promote company culture and vision

Oversee daily operations of the company and the work of executives (IT, Marketing, Sales, Finance etc.)

Lead employees to encourage maximum performance and dedication

Evaluate performance by analyzing and interpreting data and metrics

Write and submit reports to the CEO in all matters of importance

Assist CEO in fundraising ventures

Participate in expansion activities (investments, acquisitions, corporate alliances etc.)

Manage relationships with partners/vendors

Walter Reed Army Institute of Research (WRAIR) — Silver Spring, MD November 2011 – Current

PROGRAM COORDINATOR (GS14 CHIEF OF ADMINISTRATIVE SERVICES)

Promoted in 2011 as the senior administrator for the command with the expectation of continuing to find and resolve administrative problems around the command. Report to the Chief of Staff and directly supervises five personnel for this premier military medical research lab with global sites (Bangkok, Thailand; Nairobi, Kenya; and Tbilisi, Georgia), 2000 staff and oversee additional objectives of vaccine development, psychiatry and provision of neurological products/recommendations to support the warfighter. Streamline processes, take on special projects, and mentor and grow the bench. Develop multiple budgets, DTS travel approvals, training, equipment management, and correspondence control, all at a senior level. Oversee talent review and performance efforts for 45 staff members. Areas of improvement and responsibility include:

Operational Clinical Infectious Diseases (OCID) course — Initially tasked with overseeing performance of a single inexperienced administrator and guiding course expansion. Within two years, expanded the role and grew the course from four classes annually with approximately 80 students and 3,200 CME’s to 1100 students annually, 24 classes, 22,800 CME’s provided last year, 60 instructors in the cadre, and expansion into 15 states and 3 OCONUS sites. Creation of a more agile force through course expansion efforts led to receipt of a Commander’s award and current guidance of procurement for additional staff and fiscal investment. Some of the topics covered were Preparing the Traveler, Managing the Returning Traveler, HIV in the Military, Basics of Microscopy, Tropical Dermatology and many others. They also had lectures on how to identify dengue, malaria, and other diseases. The OCID course is highly regarded by medical personnel in field units and there is a high demand for attendance. Iterations of the course are run year round throughout CONUS as well as OCONUS locations such as Germany, Japan, and Nigeria and deconflicting schedules can be a challenge. Requests from all of the Services as well as the occasional request from a non-DoD agency such as a civil police department. Unlike the other more comprehensive tropical medicine courses, the OCID course presupposes that the deployed provider will have very limited diagnostic capabilities and a limited formulary. Therefore, the OCID course emphasizes such topics as physical exam findings, empiric treatment of disease (i.e. treatment based on experience and observation rather than definitive diagnosis), and when to consider medical evacuation (MEDEVAC) of patients to a higher level of care. Multiple means of evacuation vehicles were explained if saying in there fight was no longer an option.

Budget Creation and Management — Hold leadership responsibility for six department budgets totaling $8M.

Manage as billing official (2) $3,500 Government Purchase Card holders and (1) $25,000 government purchase card with transactions totaling $1.5M annually.

Equipment management — Continued as hand-receipt manager for 140 pieces of equipment totaling $500K. Serve as primary hand-receipt manager at the command headquarters level. Manage property for all departments that report

directly to the Commander, Deputy Commander or Chief of Staff. Expanded the role to serve as controlled substance inventory and Financial Liability Investigation of Property Loss (FLIPL) duty assignment manager. Manage a rotating roster for all civilian and military staff; publish the inventory inspection roster quarterly and ensure those individuals perform the additional duty per command policy.

Command Correspondence Control and Legal File Management — Expanded correspondence responsibility to manage for the Commander and Staff Judge Advocate all legal files for the WRAIR to include EEO, Article 15’s (military disciplinary), CID Investigations, and 15-6 investigations. Act as the sole individual trusted to manage documentation on all active cases through closure of some cases going back to 1999, with current active caseload at ~37 cases.

Contracts Administration — Became the Contracting Officers Representative (COR) on three administrative support contracts with total value of approximately $4.5M per year. Ensure that contractors replace underperforming employees to see missions to success. Managed contacts in the Procurement Integrated Enterprise Environment (PIEE) and Wide Area Workflow (WAWF).

Dining Facility (Special Project Support) — Led a comprehensive effort to completely revamp the dining facility, long plagued with poor quality, cleanliness issues and general health and safety concerns. Liaised with the government permit mandated Maryland State Enterprise for the Blind to oversee improved performance. Addressed health concerns, retrained teams, boosted product quality and variety, all leading to the facility receiving high health inspection remarks (A’s) and acclaim from dining facility users.

Marketing Booth (Special Project Support) — Tasked with developing a compelling and strategic brand definition for WRAIR. Set up and staffed the outreach booth at key trade shows to support discussions about research, liaise with potential partners or employees, and provide researchers with attendee information. Efforts have resulted in the onboarding of three students and two Cooperative Research and Development Agreements (CRADA's) being negotiated to advance malaria drug development efforts.

Quick Guides (Special Project Support) — Created and published two institutional level quick guides to executing transactions in the GFEBS automated accounting system. Efforts have reduced human input errors by 90%, reduced processing time due to rework on all outbound purchases, and also decreased ramp up time by 25% required for new hires to become proficient in GFEBS transaction processing. Success has led to assignment to create four additional guides to further improve GFEBS data entry and administrator performance.

Renovations (Special Project Support) — As lead and command advisor in support of renovations and space management, currently overseeing a $100K project to renovate space for 40 individuals in three different support departments. Soon beginning the next project phase to provide administrative space for 35 additional employees.

AMEDD Civilian Board of Advisors — As a result of experience and respected history with the Army Medical Command, recently selected as one of three civilians to the Army Medical Command Civilian Board of Advisors serving the AMEDD (over 42,000 strong). Tasked with helping to shape the future of the AMEDD Civilian workforce as changes arise with the new Army Operating Concept and Force 2025 and beyond. Selection required endorsement by leadership; will be the only administrator in the AMEDD who will serve in this capacity.

Mentorship — Selected as one of 15 Mentors during the Mentorship Month of January to assist in growing the MEDCOM Mentorship Pilot Program. Participated in an orientation consisting of five Senior Mentors, 15 Mentors and 15 Mentees. Re-selected 5 consecutive years as a Senior Mentor.

Walter Reed Army Institute of Research (WRAIR) — Silver Spring, MD May 2008 – November 2011

ADMINISTRATIVE OFFICER (GS-12)

Recruited to assist with all things administrative with a special focus on streamlining all actions requiring command signature and taskers from higher headquarters. Led significant improvements in areas including:

Correspondence Control — Developed an electronic database, tracking system, and process (still in place today) to ensure none of the correspondence was misplaced during the staffing process. Reviewed, corrected and staffed the 2500 products through command for signature annually. Ensured that 100% of documents were correctly routed after entering command; prior to changes at least 20% were misrouted. Efforts to develop creative solutions and provide excellent support in this area, led to more responsibilities for legal files and similar upon promotion.

Equipment Management — Given additional responsibility to serve as hand-receipt manager for 120 pieces of equipment totaling $350K. Managed property for all departments that reported directly to the Commander, Deputy

Commander or Chief of Staff. Maintained 100% accountability and 27 sub-hand receipt holders.

VIP Events — Successfully administered, with a 100% record of professionalism and proper representation, up to 20 annual events hosted by WRAIR including meetings, seminars, and hosting of foreign medical dignitaries (such as Surgeons General from Thailand or Directors of the Kenya Medical Research Institute). Oversaw a team of six.

Travel — Served as command travel coordinator and set up all travel for the Commander, Deputy Commander, Chief of Staff, Command Sergeant Major and Science Director using the Defense Travel System (DTS). (Pre-sequestration in FY12, the command team had at least one person traveling nearly every week of the year). Made all travel reservations, ensured destination staff were ready for the visit, and oversaw completion of all close-out documentation (vouchers). Exceptional performance led to assignment as a travel approver upon promotion.

Command presence (Special Project Support) — Led an ambitious effort to professionalize and reenergize the overall culture in HQ. Jettisoned a culture of chaos and instituted changes to improve the workspace — sound-dampening doors, appropriate signage to keep only necessary personnel on site, management of HQ team calendars to help enforce discipline. Efforts to push an ethos of respect and proper chain-of-command has allowed the command team to focus on strategic leadership issues with little outside interruption and engendered more productivity.

Budgets — Efficiently managed 11 department budgets totaling $11M and held credit card responsibility for $75K in annual command procurements. Trusted financial efforts led to training departments with adequate staff to perform budget planning and execution and subsequent hand-off of responsibility for almost half of supported departments.

Renovation (Special Project Support) — Developed a convincing macro-centered approach to renovation and improvement project assessment and approval that identified material inconsistencies or extraneous spending. Efforts have saved significant monies (e.g., saving $120K on a $300K budgeted office renovation) and acumen in this areas has led to additional special project support after promotion.

Telemedicine and Advanced Technology Research Center (TATRC) — Fort Detrick, MD July 2007 – May 2008

SUBJECT MATTER EXPERT (SME) (COMBAT MEDIC USER INTEGRATION / REQUIREMENTS MANAGER)

Helped to derive requirements from high-level DoD requirements documents to provide combat medics with a tool to document health care given at the point of injury (often on the battlefield). Frequently met with medics around the country before and after deployments to help create better tools. Utilized extensive IT Systems knowledge and detailed knowledge gained as a combat medic in the U.S. Army.

Documented and recommended dozens of software interface changes that transferred to the battlefield (such as electronically sending files from the mobile device to the next level of military care system) and some that did not (such as voice enabling the devices or using smart pens that recorded and wrote on special paper).

Developed extensive coordination through the military joint requirements community (Pentagon type) to ensure that these high-level requirements documents navigated a complex, regulated landscape.

Broad efforts to refine the interface and data set and related electronic transmission resulted in the combat medic mobile device (AHLTA-Mobile) automatically capturing and transmitting data about battlefield injuries and subsequent care into the longitudinal health record of a Soldier the moment that bandwidth became available.

Education

B.S – Business Administration (GPA: 3.85/4.00), Excelsior College, Albany, NY – 2009

AA – Business, (GPA: 3.80/4.00), Mount Wachusett Community College, Gardner, MA – 1997

Military

U.S. Army: Fort Lewis, WA Fort Sam Houston, TX Rock Island, IL Fort Wainwright, AK Fort Devens, MA Saudi Arabia Iraq Airborne school Advanced Individual Training Basic Training

—Honorably discharged after 20 years as a combat medic, retiring as an E-7 (SFC). Rated 30% and greater disabled by the VA for service-connected disabilities.

Notable accomplishments: NCOIC of Informatics department at Madigan Army Medical Center Provided SME support to development of the AMEDD while the Stryker Medical Evacuation Variant was designed and created Certified Army trainer and trained young officers during Officer Basic Course (OBC) Served as NCOIC of clinic that deployed a very early version of the Army’s networked electronic health record (EHR) Selected by leadership to support in several key roles in every assignment — deployed to Japan to provide training, ran medical training and certification programs for combat troops, deployed to National Training Center in support of war game simulations Received the prestigious Expert Field Medical Badge (EFMB) on the first try – obtained by less than 10% 15+ years of patient transport on a variety of military and commercial vehicles during both peace/war time environments Certified trainer on CPR, combat lifesaver, and EMT. Selected yearly as a lane instructor for both the EFMB and EIB medical lanes.

Publications

One poster presentation in 2013 at the Association of Military Surgeons of the United States related to the OCID course.

The Operational Clinical Infectious Disease (OCID) course was developed by the Walter Reed Army Institute of Research (WRAIR) and the DoD Global Emerging Infections Surveillance and Response System (GEIS) to meet a need for COCOM and unit-specific training in infectious diseases. (More information available on request).

Technical Skills

Server based infrastructure — Defense Travel System (DTS) — Wide Area Workflow (WAWF) — Procurement Integrated Enterprise Environment (PIEE) — Contracting Officer Representative Tool (CORT) — General Fund Enterprise Business System (GFEBS) — Outlook — MS Office Suite — Adobe products — Automated Time Attendance and Production System (ATAAPS) — Army Records Information Management System (ARIMS) — SharePoint Subject Matter Expert — Defense Medical Logistics Standard Support (DMLSS) — Global Electronic Approval Routing System (GEARS)

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