Brian H.

Howell

bhowell09@verizon.net (C) (757) 561-3457

Highlight of Qualifications
EDUCATION:
Graduate Certificate in Business Analytics, Indiana University, Kelley School of Business (in progress)
MBA, College of William and Mary, Mason School of Business
MPA, Northern Michigan University
BS, Business Administration, Tusculum College
CERTIFICATIONS:

Project Management Professional (PMP ), Strategic Human Resources Business Partner (sHRBP),
Human Capital Strategist (HCS), Strategic Workforce Planner (SWP), Talent Acquisition Strategist (TAS)
DAWIA Level 3 Certified Acquisition Professional in Program Management and Test & Evaluation
PROFESSIONAL SUMMARY: Results-oriented leader, successful in building high-performance teams,
and driving results; over 20 years of progressive leadership experience with a proven track record

12 years of experience in management consulting, human capital and driving transformation initiatives
20+ years of experience in leading integrated solution efforts (people, processes and technologies);
operationalizing concepts, programs and systems; with detailed reports, insights and
recommendations
Outstanding program management, strategic analysis and planning, and process improvement skills
Strong leadership, presentation and facilitation skills and experience influencing with data and
analysis

COMPUTER SKILLS: MS Office, MS Project, Data Analysis and Business Modeling (Excel, SAS JMP)
Data Visualization Tools Tableau, Qlik Sense and PowerPoint
Human Capital Planning, Reporting and Analytics Lead
Booz Allen Hamilton
Defense & Intelligence Group

2014 - 2016

Mr. Howell led the strategic and operational reporting, analytics and integration efforts across major HR
functions supporting 14,000 staff and $3B business segment. Drove standardization, integration and
automation efforts to increase efficiencies, quicker response times and better decision making. Provided
major products to leadership that provided actionable insights on staffing decisions to meet desired financial
targets.

Architect and producer of the monthly integrated People Services dashboards/reports over 24 months.
The 14-page reports provided a high fidelity look at people-related performance measures that drove the
business results (headcount, hires, terms, demand and excess capacity), including a 60-day forecast.

Operationalized roles framework for workforce planning, analytics and supply-demand analysisproven
segmentation capabilities to identify talent gaps, shortfalls and variances by role, location and salary.

Developed and refined workforce planning capabilities and analytical productsbriefed over 100 senior
leaders over 16-month period to gain buy-in and operationalize efforts for improved business results.

Conducted a thorough analysis and baseline on the greening effect, highlighting a $55M impact that
required a 25% increase in hires for FY15resulted in $6M added to help make the extra 700+ hires.

Senior Resource Manager

Booz Allen Hamilton

Engineering & Operations

2011 - 2014

Mr. Howell led the Resource Management (RM) service offering, drove internal staff redeployments and
managed excess capacity, supporting 6000 staff and $1B business segment, while managing a 10-member
team. In parallel, he was a major driver of firm-wide design of integrated reporting efforts for People
Services.

Built RM forecasting model for predicting staff with 76-100% availability, using historical forecast data
with time-phasing and weighted averaging techniquesproven predictive analytics used for over 30
months.

Developer and integrator for the Human Capital dashboard for the weekly Capacity Management call in
support of 20 E&O partners/VPs, measured progress/drove actions to meet FY12-13 business plans.

JOB ASSIGNMENTS Booz Allen Hamilton

2004 - 2011

Driver/major contributor to key transformational initiativesBarriers to Staff Mobility workstream, Taleo

10 upgrade reports, post government employee (PGE) policy changes and financial/people data
integration.

Built long-term integrated people reporting strategy; led strategic and operational reporting improvements
and streamlining efforts on 15-month workstream (requirements, design, testing and implementation).

Brian H. Howell, page 2

bhowell09@verizon.net, (C) (757) 561-3457

JOB ASSIGNMENTS Booz Allen Hamilton

2004 - 2011

Business Development and Leadership

Booz Allen Hamilton
U. S. Joint Forces Command Market

2008 - 2011

Capture Manager for US Joint Forces Command J9 Cyber Projects, awarded at $8M over 12-months
authored white paper and built comprehensive marketing package (quals, capabilities, study example).

Proposal Manager for US Joint Forces Command J9 SURVIAC Technical Area Taskled overall
development efforts (research, coordination and writing) of contract vehicle to reach Booz Allen directly,
offering client an alternative to Multiple Award Contract, resulting in $23M award over a 3-year period.

Deputy Proposal Manager for US Joint Forces Command J9 Core Recompete effortsled a team of 1012 personnel, vying to win ID/IQ contract valued at $210M over 5-yearsranked #1 on technical
approach.

Managed weekly USJFCOM market weekly synchronization call for 24 monthsbrought 15-20 business
leaders together to share information, coordinate capabilities of ~120 staff, supporting 5 directorates. .

Within 3 months into assignment, evaluated J9 project after excessive scope creep to meet client
success criteriaidentified 6.0 FTE shortfall to meet client demands, resulting in $1.1M additional work
sold.

Stood up Norfolks Project Management Community of Practice in 2008co-led the 80+ member forum
as Executive Director, with training programs resulting in 60 additional certified PMPs I first two years.

Senior Defense Research Analyst

Booz Allen Hamilton

U. S. Joint Forces Command J9

2004 - 2011

At USJFCOM J9, Mr. Howell provided leadership, program management and analytical support on joint
military concept development and experimentation to 470-member directorate responsible for developing
future concepts and solutions to warfighting challenges for Joint military, US national, and coalition partners.
Program Manager for 35-personnel on J9s cyber projects for FY2011, Mr. Howell managed the $7.5M
contract in addressing the militarys dependence on critical infrastructure and its vulnerability to cyber attacks
and command and control of cyberspace forces.

Focused efforts to ensure outstanding client delivery despite high levels of uncertaintyimpact of
USJFCOM disestablishment, lack of well-defined requirements and J9s 70% budget reduction for FY11.

Results--increased overall DoD mission assurance and capability to effectively defend US/Partner
networks by providing a thorough understanding of reliance and impact on military operations, including
applicable policies, procedures, standards and authorities.

Deputy Contract Lead for 17-personnel on J9's #3 project for FY2010, Joint Integrated Persistent
Surveillance, he managed the $4.9M contract and led all strategic communication and transition efforts.

Project completed 39% under budget over 28-month period and recognized by J9 senior leadership as
one of three most successful projects for FY10.

Resultsimproved visualization, prioritization process and reduced redundancy to decrease planning

time by 22%; improved the resource allocation process, increasing the number of missions tasked by
18%.

In FY2009, Mr. Howell spearheaded an 8-month effort in determining optimum manning, composition, and
structure to support cyberspace operations, leading 4 workshops and a Limited Objective Experiment.

Crafted comprehensive analytical methodology, utilizing advanced modeling techniques in determining

requirements to address offensive cyberspace force manning, organization, and force presentation gaps.

Results--accepted by all Services, Combatant Command and Agencies; approved by Joint Operational
Requirements Council; justifying significant manpower increases for FY11-15 Fiscal Year Defense Plan.

From 2004 to 2007, Mr. Howell was the primary US representative in the 18-nation Multinational Information
Operations Experiment (MNIOE) efforts, Mr. Howell contributed to 15 multinational workshops and multiple
experiments through concept development, experimentation planning, execution, analysis and reporting.

Brian H. Howell, page 2

bhowell09@verizon.net, (C) (757) 561-3457

JOB ASSIGNMENTS Booz Allen Hamilton

2004 - 2011

Led 36-month MNIOE concept integration and planning efforts into Multinational Experimentation
seriesprocess-refinement efforts that explored multinational and interagency concepts, tools and
processes.

Results80% of findings and recommendations were incorporated into NATOs AJP 3.10, Joint
Information Operations Doctrine, MC 422/3, Military Policy on Information Operations

Brian H. Howell, page 2

bhowell09@verizon.net, (C) (757) 561-3457

JOB ASSIGNMENTS United States Air Force

1996 - 2004

KC-135 Block 40 Program Manager

United States Air Force

2002 2004

Aeronautical Systems Center

Mr. Howell managed the cost, schedule, and performance of $1.1B KC-135 Block 40 avionics upgrade
through test, certification, initial production and fielding activities. He led 200-person government-contractor,
multifunctional team, resolving requirements and commercial C4I systems integration issues real-time to
achieve unrestricted global airspace access and C2 connectivity for 490 aircraft. The KC-135 was the
pathfinder for all DoD platforms on GATM certification to the international civil aviation authorities.

Led the 20-month development and operational test program to deliver the first modified Global Air
Traffic Management (GATM) legacy aircraft in the Department of Defense (DoD).

Achieved production approval to modify the first 75 aircraft valued at over $130M, program successfully
achieved full military utility from commercial applications with only 3% cost growth.

Utilization of performance-based requirements over established civil processes saved program $100M
and delivered capability 12 months ahead of schedule.

Managed one of the highest priority Air Force development programs, representing one of 43 on Office
of Secretary of Defenses Test & Evaluation Oversight List reported to Congress for 2003.

Chief, Advanced Systems Team

United States Air Force

1999 2002

Headquarters, Air Combat Command

Mr. Howell defined DoD requirements, technological solutions, and strategies for $6B in future Global
Positioning System (GPS), Navigation Warfare (NAVWAR) and Communications, Navigation,
Surveillance/Air Traffic Management (CNS/ATM) programs. He directed program priorities, acquisition
strategies, and resulting operational capability for 20 USAF fighter, bomber, C4I and mission support
platforms to establish the most cost effective, integrated programming and upgrade paths.

Forged CNS/ATM requirements baseline for all DoD fighters, bombers, trainers and helicopters11,500
aircraft, with Joint Requirements Oversight Council approval of Capstone Requirements Document.

Captured $43M in additional Congressional funding to accelerate FM immunity solution and maximized
funding, development and fielded modification to 1600 aircraft in two years.

Recognized Air Force expert on GPS User requirements. Authored the DoD-approved prevention
measures against adversarial use of GPS and capability to locate/detect enemy jammers.

Outstanding Performer--top 5% of Directorates 56 Majors, selected as top Field Grade Officer for 1
st
Quarter 2000 and 1 runner-up Field Grade Officer of the Year for 2000.

Director of Marketing
United States Air Force

st

1996 1999

Air Force Flight Test Center

Mr. Howell led Centers acquisition of short and long-range test and evaluation (T&E) programs to maintain
and expand customer base. He analyzed operating and management procedures recommending changes
for increased marketability. Mr. Howell conducted market analysis and forecast recommendations based on
workload assessments. He developed and ensured public access products (written, video and electronic
media) met strategic planning initiatives.

Established and matured the Centers business development program, adding 50 new test programs to
the Centers workload, and contributing $28M to the budget in its first year.

Adopted capture team process from commercial sector to go after Joint Service programs. Strengthened
customer relationships through early T&E involvement led to capture of $65M CV-22 test program.

Co-led 30-member Integrated Product Team, focused on marketing the Centers unique test capabilities
and facilities, maintaining brand image and enabling business development initiatives.

Led the Centers participation in 9 celebrations worldwide for the Air Forces 50 Anniversary. Resolved
complicated logistics/protocol/public affairs issues to highlight 50 years of test successes to senior DoD
leaders, dignitaries and a total audience of over 4 million people.

Brian H. Howell, page 3

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bhowell09@verizon.net, (C) (757) 561-3457