Al Samarias
Arlington,VA
Summary
Professional with strong background in leadership and team collaboration. Known for strategic problem-solving, effective communication, and adaptability in dynamic environments. Proven ability to drive projects to successful completion, ensuring high standards and impactful results. Skilled in project management, team coordination, and delivering consistent performance under pressure.
Overview
28
28
years of professional experience
1
1
Certificate
Work History
Lead Associate - Strategy and Organizational Group
Booz Allen Hamilton
02.2004 - Current
- The lead of the Business Process Analysis (BPA) team within the ODNI's Intelligence Advanced Research Projects Activity (IARPA) office
- Our team supports the Director of IARPA's office wide initiative to analysis, define, document, train, and implement over 180 critical IARPA business processes in order to achieve greater efficiency, accuracy, and standardization in the execution of the IARPA Program Lifecycle (how a program is developed through execution and finally closed out)
- Directly involved in collaborating activities (focus groups, stakeholder interviews, briefings, etc.) between IARPA government and contracting staff to identify and prioritize critical IARPA business processes to specifically be examined during the second phase of the tasking using full lifecycle BPR/Lean methodology for each critical tactical business process identified in Phase 1
- Also as the Requirements Management lead, I am working on assessing to the extent to which our deployed systems fulfill our customer's functional requirements. These system functional requirements depend upon a deep understanding of several factors relevant to the organization, stakeholders (including users) and application context(s)
- For a different client, I was the lead the Business Process Analysis (BPA) team within the Global Communications Services' (GCS) CFO's office
- Directly responsible for designing new IT processes that were used in supporting the transition of services from an appropriated funding model into a Central Services Program (CSP) funding model
- Employed a three step methodology to determine the “As-Is" baseline, the development of "To-Be" blueprints, and finally the design of new IT process implementation plans for each of six distinct service providers and over 30 products transitioned into the CSP
- Conducted multiple interviews with service provider, key stakeholders, facilitated working groups, met with leadership to define processes (Ordering, Requirements Gathering, Providing Service, Inventory Count, and Billing) for each of the products affected by the move and converted new business processes into specific IT requirements
- Once processes for each service provider were identified, lead working group sessions with stakeholders to design “To Be” maps and then developed transition plans with specific IT requirements
- These plans were used to design a single overall improved IT business process flow for all service providers that were part of the CSP transition
- These new processes lead to a more seamless, efficient and effective service delivery process model, resulting in quicker turnaround for products available within the CSP
- Throughout the transition, provided communication and project management support to senior leadership, customers and stakeholders with project updates
- For another client, I was a member of the a Business Process Analysis (BPA) team that identified and prioritized work streams within the Center that were out of date, inefficient and manually completed
- The team employed a four-step methodology to determine the “As-Is" baseline, use benchmarking studies to determine industry best-practices, develop "To-Be" blueprints, and design process implementation plans for each work streams
- The BPA team conducted multiple interviews with key stakeholders, facilitated working groups and determined new IT requirements for each process
- “To-Be” maps were designed and my team developed transition plans, which were used as a management tool to assist the client with implementing the new and improved business processes
- Throughout the transition, my team and I provided project management support to communicate the new business processes which detailed realigning business functions under the appropriate support directorate
- The team also identified several IT improvements which when developed, led to more automated system, resulting in quicker turnaround for various processes
- For another Intelligence Community client, lead a three-person team that was responsible for improving consistency among our client is multiple information databases by improving and updating out of date processes
- Newly established processes that were designed helped decrease cycle times by over 53% and led to 24% increase in the number of server records that were filled out correctly when monthly audits were distributed
- As team lead on this tasking, developed comprehensive program activities focusing on building stakeholder commitment by facilitating data analysis sessions with stakeholders to determine which processes needed to be improved to decrease overall coordination times
- Also designed an in-depth project plan and dynamic analytic spreadsheet that pulled data from various Intelligence Community repositories which increased the percentage of accurate sever records from approximately 50% when the project first started to close to 99% when the engagement concluded.
- Directed automation of office procedures such as correspondence management, recordkeeping and online communications.
- Worked at the NRO's Management Services and Operations Office (MS&O), lead a 10-person communications team, which designed and implemented various communication strategies to increase overall awareness of MS&O products and services
- The team designed and developed various communications tools, products and processes that informed stakeholders of planned programs, services and capabilities and provided overall MS&O support
- Enhanced client satisfaction with effective communication, regular progress updates, and prompt resolution of concerns.
- Evaluated team member performance regularly, providing constructive feedback for continuous improvement.
Senior Consultant – Organizational and Change Strategy Group
IBM Business Consulting Services
10.2000 - 02.2004
- At the Department of Energy's Office of Counterintelligence (OCI), was directly responsible for all aspects of a new information technology system's strategic communication initiative
- Developed comprehensive program activities, which focused on building stakeholder commitment for the changes, associated with the new system and was directly responsible for administering focus groups, implementing surveys, designing training materials, producing communication outreach products and producing executive level briefing materials
- At the National Aeronautics and Space Administration (NASA), was part of team that developed technical and change management plans for NASA, which prioritized change initiatives appropriate to a new financial system that NASA was implementing at each NASA center
- At the Department of Defense (DoD), led a change management team which provided project management support, issue resolution, implementation support, training, and change management support for the DoD's Full Service Moving Project
- Was responsible for producing various communication materials (newsletters, brochures, pamphlets, etc…) to heighten awareness of the FSMP pilot program to the 23 military installations that the program affecting
- Mentored junior consultants, helping them enhance their skills and contribute more effectively to projects.
- Delivered high-quality solutions for clients through comprehensive research and analysis of industry trends.
Account Coordinator – Research and Strategic Planning Group
Edelman Public Relations
09.1997 - 09.2000
- As an Account Coordinator for Edelman Public Relations, developed, tested, and implemented a proprietary software program that offered media analysis for various public and private multinational corporations, such as Nike, Microsoft, and Johnson and Johnson
- This program enabled clients to get a better understanding of the media, which in turn led to more successful media campaigns, public relations efforts, and marketing plans
- Also handled all marketing and training requests regarding the media-analysis system from Edelman's 38 United States and international offices
- Streamlined communication between clients and internal teams for seamless project execution.
- Ensured timely response to client inquiries by maintaining open lines of communication through email correspondence or phone calls.
Education
Bachelor of Arts - Sports Management and Communications
University of Michigan
Ann Arbor, MI01.1996
Skills
- Strategic planning
- Software implementation
- Business planning
- Change management
- Project documentation
- Project management
- Business analysis
- Business process reengineering
- Productivity improvement
- Improvement recommendation
- Processes and procedures
- Continuous improvement
- Performance tracking
- Quality assurance
- Process improvement
Certification
- Morestream, Six Sigma Black Belt, 2012
- Georgetown University, Change Management Advance Practitioner, 2009
- Learning Tree, ITIL V3 Foundations Certified, 2008
Timeline
Lead Associate - Strategy and Organizational Group
Booz Allen Hamilton
02.2004 - Current
Senior Consultant – Organizational and Change Strategy Group
IBM Business Consulting Services
10.2000 - 02.2004
Account Coordinator – Research and Strategic Planning Group
Edelman Public Relations
09.1997 - 09.2000
- Morestream, Six Sigma Black Belt, 2012
- Georgetown University, Change Management Advance Practitioner, 2009
- Learning Tree, ITIL V3 Foundations Certified, 2008
Bachelor of Arts - Sports Management and Communications
University of Michigan
Security Clearance
Top Secret/SCI with Full Lifestyle Polygraph
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