1. Lori Lee Stultz
6237 21st
Street, N, Arlington, VA 22205 | 703.863.5604 | lorileestultz.@comcast.net
Summary
Customer-oriented professional brings more than 20 years' successful consulting experience with
commercial and government clients - working with team members at all levels within an organization.
My success is built upon strong communications and interpersonal skills, as well as expertise in business
process design and documentation; project planning and management; knowledge management; best
practice research; group facilitation, creative problem solving, and collaboration. I am seeking a
position where I can be a valued member of a high performance team, a position that will leverage
my exceptional coordination, organizational, time management, and communications skills. Following
is a summary of representative projects.
Experience
Project Lead Fall 2015
National Credit Union Administration Alexandria, VA
The National Credit Union Administration (NCUA) was gearing up for major overhaul of its legacy
systems. I delivered a parallel change management strategy to enhance employee engagement – a critical
success factor for organizational realignment and acquisition initiatives. The tag line for change became
“driven by modernization, powered by employee engagement.”
The strategy included an engagement survey, built using Society of Human Resources templates and
launched using Survey Monkey, a thematic analysis of survey results, and a series of communiques
including emails, brown bags, and all hands. The survey results helped assess the employees’
readiness for change and modernization of legacy systems.
Project Lead 2007 – present
Naval Sea Systems Command (NAVSEA) Washington Navy Yard, DC
For the CIO's office, I have successfully scheduled, coordinated, and executed the refresh of more than
80,000 Navy/Marine Corp Intranet (NMCI) seats (desktops/laptops) across NAVSEA's 100-plus sites -
on schedule and to specifications. I develop annual refresh schedules, based upon seat life cycles and
site needs, and work with the Program Management Office (PMO) to formalize and resource Project
Schedules. I coordinate across NAVSEA information technology (IT) leads, Hewlett Packard Enterprise
Services (HPES) refresh managers, and Navy NMCI program management staff to develop orders, steer
NAVSEA IT leads through all decision gates in the refresh discipline, and monitor and report deployment
progress at each site. I trouble shoot all issues and share lessons learned across the enterprise. I am
currently providing subject matter expertise to define seat refresh business processes under the recently
implemented Next Generation (NGEN) contract.
Facilitator 2006 – 2007
Office of the Secretary of Defense Crystal City, VA
I gained the trust and respect of the Assistant Deputy Undersecretary of Defense for Acquisition,
Technology, and Logistics, during my tenure with the OSD. I planned and facilitated the Enterprise
Integration Group – a cross-Service/Agency group designed to bolster Program Managers for DoD
Enterprise Resource Planning (ERP) implementations. Under the Assistant Deputy's leadership, I
handled all aspects of the forum including agenda topics, targeted guest speakers,logistics, etc. Program

2. Managers could share lessons learned and collaborate on common issues, e.g., vendor negotiations and
compliance with acquisition regulations. As directed by group leadership, I conducted supplemental
workshops to explore specific issues using Lean Six Sigma methods.
Process Engineer 2005 – 2006
US Patent and Trademark Office Alexandria, VA
I was cherry-picked by the managing principal of The Legacy Network and Grant Thornton to examine
performance of the trademark publication and mark issue process. The trademark office had already
web enabled the online submission of applications, but it had not yet reviewed the backend review
and issue processes. I interviewed experts from every role that "touched" a submission, documented the
"as is" process; validated with focus groups and senior leadership, analyzed interdependencies, handoffs,
bottlenecks, and workflow, and developed a series of recommendations including a case management
approach and organizational model. After a careful review of the processes, I produced analyses and
recommendations that led to an interdisciplinary, case management approach that better aligned the
review process with PTO goals of reduced cycle time, reduced rework, and increased accuracy. Our
team was selected to implement the recommendations.
Project Management 2001 – 2003
NAVSEA HQ/NMCI Washington Navy Yard, DC
As a Project Manager for the NMCI Transition Team at HQ, I designed and implemented processes and
tools for initial cutover to NMCI - a revolutionary change from "business as usual" for the delivery of IT
services to the NAVSEA workforce. Adoption of the new computing environment met countless
challenges including substantial user and organizational resistance. Successfulimplementation was
achieved using process design and change management strategies as follows. I delivered user
communications via briefings, web content, handouts, user surveys, and training, conducted an inventory
of existing hardware to transfer asset ownership to the vendor, designed a process to certify legacy
applications to run on the NMCI, designed a process to deploy and test NMCI seats,and defined tool
requirements to generate seat acceptance checklists tailored to each user. The methodologies used at HQ
became the basis of HPES’ Execution Discipline.
Process Engineer 1999 – 2000
Choice Hotels International Silver Spring, MD
Based upon past performance,I was hand-picked by Choice Hotels' Senior Vice President, Brand Value, to
lead a business process reengineering initiative within their hotel brand franchise operations. The on-line
process, the time from an executed license agreement through the day a Choice hotel opens, was not
understood, documented, and produced inconsistent results. To ensure a comprehensive view of the "on
line process," a 17-member, cross- functional team of business experts was created. Using project
management skills and a proven reengineering methodology, I led the team through all phases of
reengineering including customer preference and industry best practices research, process analysis and
design, organization modeling, and the identification of enabling technology.
Qualifications
 BS, Political Science, James Madison University
 Authored NAVSEA Community of Practice,Practitioner’s Guide, Version 1.0a May 2001
 Active Secret clearance
 Proficient in MSOffice tool suite
 Dedicated home office with complete MSOffice Suite products