Request Expert

Developed and embedded corporate-wide practices for the explicit management of organizational and client knowledge into the business and operational processes of the company making collaboration and knowledge sharing in and across our teams a routine part of planning and operations. Results: Improved corporate ability to adapt to organizational and environmental change and effectively leverage critical workforce and leadership knowledge to deliver sustained performance to stakeholders and clients. Company earned recognition as a North American Most Admired Knowledge Enterprise (MAKE); first time considered in 2007 earned #18 ranking out of 54 considered; in 2008, earned #16 ranking out of 52 considered; in 2009 a #13 ranking, ahead of several major Fortune 50 companies.

Designed, developed, and led our corporate knowledge strategy that led to record year over year growth. Results directly contributed to corporate ability to effectively manage knowledge to capture, transfer, adapt and reuse what we know about what we do; and consistently deliver high quality and innovative solutions to a diverse cross-section of public sector clients, including US Federal Civilian, Defense and Homeland Security Agencies (56 distinct clients across 13 cabinet level departments and seven agencies), as well as local government agencies. Results: 13% organic revenue growth in 2008 over 2007 and a three year combined annual growth rate of over 20%.

Improved the quality in customer solution delivery measured by high marks in regular, independent client quality surveys. Developed and integrated a comprehensive “knowledge based” quality framework and implementing practices that measurably improved client quality assessments of their experience with the company. Results: 90% of existing clients exercised options or contracted for new business in 2008.


Researched and developed policy and contract strategy positions for use by senior decision makers; advised senior AF and DOD executives and field program managers on contract strategy and contract policy for many critical Air Force weapon, space and communication systems.

Led and directed a 132-person contract management operation with an annual operating budget of $7 million managing 4000 government and foreign contracts valued at $18 billion. Resolved program, financial, engineering, production, and subcontract management problems with senior company leadership. Developed extensive experience in change management, business process reengineering, team building, and performance based management implementing benchmark policies, processes, and procedures shared across the command. Led teams responsible for many innovative government-industry acquisition reform initiatives; DOD official at contractor responsible for ISO 9000 series qualification. Led several contract teams responsible for the planning, negotiation, and management of multi-billion dollar cost reimbursement and fixed price space system development and production contracts. Improved and executed significant cycle time improvements in the contracting processes of the satellite program reducing a 300+ day cycle time from proposal request to award to 180 days. Developed a comprehensive contract skills training program with my contracting teams capturing 3 of the 4 annual division contract awards for excellence in contracting performance.

Next Generation Knowledge Management System (KMS) and KM framework for the Wildland Fire Lessons Learned Center (LLC). Six step phased approach (Completed)

• Step 1 – Engagement and Baseline Establishment: Understand LLC environment from perspective of people, processes, technology, and culture and establish an “as is” baseline for the LLC KMS. Develop a “to be” LLC KMS baseline and identify “gaps.”
• Step 2 – Recommendations: Based on output from Step 1, develop an “LLC KMS Roadmap & Implementation Plan” focused on the four perspectives of people, processes, technology, and culture and recommendations for change implementation.
• Step 3 – LLC Discussion and Approval: Present recommendations to the LLC Staff and gain approval to proceed with the Roadmap & Implementation plan.
• Step 4 – Execute the LLC KMS Roadmap & Implementation Plan: Execute the LLC KMS Roadmap and implementation plan as approved.
• Step 5 – Program Management (Ongoing): Mange execution, communication and teaming, and report progress
• Step 6 – Host and maintain “as is” LLC KMS (“Legacy LLC KMS”): Host and maintain until components of the legacy system are no longer relevant or improved through replacement wit higher functioning system(s). This begins with understanding the legacy LLC KMS in Step 1 and is concurrent with Steps 2 through 5.
The Department of Veteran Affairs Acquisition Academy (VAAA) contracted with Working KnowledgeCSP LLC, in Phase 1, to research, develop, and deliver an Enterprise Knowledge Management (KM) Strategic Plan and time phased Road map to provide the foundation and baseline for an innovative, effective and sustainable Enterprise Knowledge Management (KM) System to support VAAA business operations and its training/learning mission.(Completed)

IN Phase 2, we designed, developed, and are implementing a comprehensive KM Framework with enabling technology to address the growing workforce acquisition training and competency challenge facing the Department of Veterans Affairs. Through the Working KnowledgeCSP concept of “Knowledge at the Point of Execution(TM)” the VAAA is able to more effectively keep pace with and stay ahead of the increasing complexities of the government acquisition business and the challenges it presents to the acquisition professionals. The Enterprise KM Framework enables the Academy and its students to “operate faster than the speed of change” while improving the ability to “perform and learn” as part of its business and operating processes and work flows.

A cornerstone of the solution to these challenges is an immediate and continuing VAAA ability to capture, retain, and reuse what the VAAA knows and is continually learning about developing and graduating effective acquisition professionals. The effective leveraging of this critical knowledge is driving an evolution in VAAA infrastructure, strategy, training operations, and internal processes, all necessary to deliver on the VAAA mission, and more importantly, the effectiveness of the contribution that the VAAA and the graduates themselves make and will continue to make to the business of federal acquisition and the support of veteran's and their familes.

Working KnowledgeCSP delivered this solution at the end of November 2011.
A global petroleum and chemical company contracted with Working KnowledgeCSP to address several requirements:
1. Assess knowledge management maturity and deliver a strategic planning roadmap for the implementation of KM concepts, strategy, and implementing practices in one of their major business units.
2. Develop and implement an improved capability for lessons learned capture to address plant shutdowns due to catastrophic events.
3. Conduct a "peer assist," a learning before and risk reduction process, connecting global partners in the development, planning, and configuration of a new overseas research and production facility.(Completed)Knowledge Management Strategy and KM Framework Development and Implementation for the State of Wisconsin (ETF). Ongoing