Business Process Architect and Management Consultant

Nick Carroll Jackson

WORK EXPERIENCE

** **** ****** ********, ** 29910 adprkd@r.postjobfree.com 843-***-**** BUSINESS PROCESS ARCHITECT AND MODELER

PGT Consulting - Charleston, SC September 2019 to November 2020 Business Process team member part of PGT's and Business Architecture's Health Enterprise Architecture

(HEA) contract was specifically aligned to task order 2 - Business Transformation Risk and Identification Management (BRIM) Process Team - BRIM is designed to be the heart of VHA's pre-deployment preparation and risk reduction activity by mirroring (offset by 1-2 months ahead) the current deployment timeline laid out by the Office of Electronic Health Care Modernization (HRM) and Cerner.

• Determine if VHA has appropriate operational level business artifacts that can be leveraged as part of a site-by-site effort to prepare HRM and the Office of Healthcare Transformation (OHT) deployment support teams with the site-specific process and information models as an enabler to each site's critical state review (CSR) with Cerner prior to the beginning of each site's go-live transitioning activity.

• Along with the Information Team, evaluate the integration readiness' of each affected department of each site and work with the site's Change Leadership Team (CLT) lead to prioritizing on-site versus off-site workshops for each site and how pre-site visit, site visit, and post-site visit model elaboration is coordinated.

• Utilize the depth of VHA's business architecture repository (BAR) and recent Enterprise End-to-End process

• (E2E) Models to rapid prototype new or modify existing E2E's in preparation for each site's scheduled review area as determined by CLT, OHT, and HRM.

• Manage scope and requirements by identifying project milestones and phases while adhering to B.A.'s architecture guidelines and methodology following VHA's Business Requirements and Architecture Management Plan (RAMP), including business process modeling notation (BPMN 2.0).

• Work with the Business Architecture core team to create or supplement B.A.'s architectural guidelines, and document repository for the categorization and reuse of the site-specific E2E's as they are incorporated, modified, and configurationally maintained at the VHA Enterprise level moving forward. ACCENTURE – LOCKHEED MARTIN AERONAUTICS - SME CONSULTANT BC Forward

2011 to 2013

Served as a liaison between the client partner and 15 person IES team of strategy consultant resources.

• Contracted initially to provide turn-around support and ensure successful delivery with the underperforming critical elements of the IES statement of work. Also, I was also able to give the Accenture partner with business development support by identifying, defining, and capturing the follow on work with another business unit and serving as that project's senior project manager.

• The Integrated Enterprise Simulation Project (IES) was a joint contracting effort between Accenture and Jonova with the primary goal of creating a custom predictive and what if scenario impact analysis tool capable of calculating the impact to the production global supply chain of the F-35 between Lockheed Martin,

• BAE, and Northrop Grumman and 11 partner countries. Program executives needed a physical and financial network flow model that would enable them to determine and identify at the production site level the distinct impact of changes to additional aircraft sales, learning curve setbacks, or changes to partner or supplier performance as Accenture architected in the F-35 JSF Global Delivery System (GDS) family of projects

• Upon successful completion of the final phase of IES, I was asked to lead the Enterprise Sustainment Planning Project (ESP) which was chartered by the Business Development Unit to add sustainability components into the IES Production Unit supply chain network model. The units goals were to use the 'what-if' scenario capability of the baseline model to: (1) to provide a quantifiable basis for an incentive system to entice foreign military sales (FMS) through sustainment offsets, (2) enable the documentation of network components as a comprehensive delivery and sustainment strategy as it formed, and (3) instill confidence in the USG and 11 partner countries of the long-term success of the F-35 program. MANAGEMENT CONSULTANT AND ACCOUNT MANAGER

Accenture

2003 to 2007

Senior and founding member of Accenture's Lockheed Martin account management team and reported directly to Accenture's L.M. client executive. The account started with a single supply chain planning project in mid-2004 and by September 2005 was a $4M account. I assumed key project guidance of new and extension projects as well as business management responsibilities as delegated by the client executive and primarily themed around helping the Aeronautics business unit better understand Accenture's ability to assist them in the implementation, delivery, and sustainment of F-35 program goals as a long-term strategic (and truly global) partner which would began in its infancy during mid-2007.

• L.M. Aero programs serviced included F-16, F-35, and C-130; project types included studies, high-spot assessments, business operations and strategy, financial modeling, global supply chain modeling (including 3PL/4PL), business process re- engineering, product life-cycle and change management, MES/EWI implementation and support, ERP integration and process / data flow blueprinting, business intelligence and predictive analytics, data warehousing and data quality.

• Managed simultaneous project teams of 2-10+ per team including deliverables and team member(s)career and professional development.

• While reporting directly to the account client partner and in addition to project delivery support, I continuously drafted: (1) proposals, (2) staffing and pricing profiles, (3) statements of work, (4) consulting service agreements, and (5) executive deck generation for Accenture B.U.s and Lockheed Martin executive management. EDUCATION

B.S. IN INDUSTRIAL ENGINEERING

University of Arkansas - Fayetteville, AR

B.S. Industrial Engineering GPA: 3.85

SKILLS

• Extensive VBA programming skillset to automate cumbersome manual processes, perform various types of discreet and stochastic process simulations, and to create custom ad-hoc reporting, analysis, or data manipulation and visualization macros across Areas

• Business Process Management, Supply Chain Management, Business Development/Strategy, Full Life-cycle Project Management

• Strategic Assessments and Value Propositions, B.I./Decision Support, Predictive Analytics, Enterprise Data Management

• Engineering/Manufacturing/Automated Production Systems -MRP, ERP, PLM, MES, EWI, SFM, EVMS, TMS Technical, Jonova

(SCM), SAP, Oracle, Siebel, Visiprise, MS Access/SQL Server, Hyperion/Essbase, Arena Simulation, TeamCenter PLM, Artemis EVMS, TMW Suite, IDSC Suite, Business Objects XI, Cognos, Crystal Reports

• Visio, Requirements Gathering, Business Analysis, Business Intelligence, Enterprise Software, SQL, Visual Basic for Applications, Business Requirements, Process Improvement

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