This document provides a summary of qualifications for Scott E. O'Neil, including his experience in executive leadership, project management, change management, and strategic planning for various roles in the federal government and private sector over the past 15 years. He has managed budgets over $14 million and led organizational redesign efforts. The summary highlights experience in areas such as strategic budget analysis, supply chain management, and training operations.

1. SCOTT E. O’NEIL
10045 Ardenne Way • Owings Mill, MD 21117
978.457.2698 (c)
pattyescott@yahoo.com
www.linkedin.com/in/scottoneil1
SUMMARY OF QUALIFICATIONS
Executive Leader and Management Professional
Experienced Senior to Mid-Level Executive - results oriented leader with an extensive background in Project
Management, Organizational Planning, Design & Structure, Strategic Realignment & Change Management and Cost
Reduction Strategy & Asset Management at all levels of the Federal Government. Areas of expertise include: Strategic
Budget Analysis & Risk Management; Supply Chain Management; Developing Cross-Functional High Performing
Teams; Internal Information Vulnerability Analysis; and Training Operations and Management.
Operational Leadership - experienced in identifying and assessing problems, defining solutions and implementing
processes and procedures with measureable success criteria. Turns Operational requirements into personnel and material
solutions. Demonstrated strong leadership and communications skills throughout global, multi-functional organizations.
Project Management - (Multiple projects with budgets in excess of $14 M) A proven record in maximizing the bottom-
line performance and reducing risk, while transforming operational needs into reality; a difference maker, best known for
getting the job done right, on time and within budget. Managed the development of and delivery of turn-key products.
Managed all life cycle requirements for procured and developed systems within the several large Federal Government
Organizations.
Change Management - managed multiple Federal Government organizational redesign and restructure operations through
multiple phases of growth in fast-paced and strategic environments resulting in increased funding and significant
efficiencies in personnel and asset management. Focused on identifying "out of the box" solutions to help clients reduce
their budgetary requirements and liabilities within its organizational structure and design.
Strategic Planning and Goals – lead the strategic planning for medium and long term evolution of Federal Government
Organizations, collaborated closely with the organization’s leaders to assess new opportunities; to expand the
organizations operations and to drive incremental growth through the deployment of new or expanded service. Provides
weekly budget analysis / forecasting / reconciliation, manage utilization targets and monitoring project costs and budgets.
PROFESSIONAL EXPERIENCE
Project Manager, HUGHES ASSOCIATES INC, Baltimore, MD June 2012 - Present
Coordinated direct support to Program Executive Offices (PEOs), and Program Managers (PMs) concerning
environmental considerations affecting weapon/material development and analysis of new proposed environmental laws
and regulations.
• Strategically coordinated and designed all resource oversight in alignment with assigned deadlines and budget
systems for a Research and Development organization within the U.S. Army.
• Planned the minimization of the environmental impact of weapon system and materials on U.S. Army
installations and surrounding civilian communities
• Acquired resources and coordinated teams, in conjunction with third-party contractors for projects and plan
deliveries
Operations and Management Consultant, SELF-EMPLOYED, Vicenza, Italy 2010 – 2012

2. Delivered direct consulting strategic work for several small competitive companies in Europe.
• Redesigned organizational structure of 2 small businesses producing 250K euro in savings for each company
• Analyzed logistical and operational problems, and developed corrective actions/solutions
Chief of Force Management Division, U.S. Army Africa, Vicenza, Italy 2007 – 2010
Lead and managed three subordinate branches containing a total of 15 individuals. The unit management coordinated
through LEAN processes; iterative, incremental, and phased approaches to achieve specific goals . Developed and planned
annual budgets, conducted cost benefit analysis and forecasted requirement costs to execute existing and future programs.
Conducted capability gap analysis and management studies on Doctrine, Training, Leader Development, Organization,
Material, Personnel and Facilities, and recommended changes to increase efficiency. The focal point for all contractor and
contract functions within the directorate. Acquired, deployed, maintained and managed the life cycle requirements for the
deployable headquarters infrastructure systems. Provided Vendor Management for the Organization - worked with
external vendors to deliver best in class equipment and services for the cost. Managed supply chain operations within the
Directorate:
• Successfully reshaped the organization from an operational headquarters to a strategic headquarters, leading to
better aligned structure, roles, processes, equipment, personnel and facilities with its new mission and strategic
requirements, completing the project in less than two years, despite the resource constraint environment.
• Expertly marketed the unit’s operational needs to the Army’s executive leadership and outside agencies to
increase capabilities within the organization yielding an additional $14.3M in operating budget.
• Skillfully executed a budget of $3.85M annually for three years. Designed, planned, and controlled procurement
activities to build a competitive infrastructure, leveraging logistics, and synchronizing supply with demand,
saving over $150,000 annually in logistical costs by consolidating transportation requirements and developing
contraction efficiencies.
• Effectively translated the Army’s strategy into a tactical plan for the building and establishment of this strategic
headquarters, saving in more than 400 military and civilian spaces, and $12.5M.
Chief of Force Modernization Branch, The Army Staff, Pentagon, Washington, DC 2003 – 2007
Supervised two teams of 3 analysts responsible for the integration analysis and cost benefit analysis for all modernized
equipment and systems added to the Army’s force structure. The teams coordinated personnel & equipment requirements,
distribution priorities, and associated documentation. Conducted conferences and briefings to and for the Army Executive
leadership. Assessed budget records to determine financial resources needed to implement programs and made
recommendations for budget allocations. Reviewed, analyze trends developed forecasts and reconciled budgets in order to
confirm programmatic solutions. Managed all contract performance issues for 15 departments of defense contracts.
• Expertly provided project management on the procurement of $12.256 billion dollars of National Guard and
Army Reserve equipment for the Director of Resources. Established a cross-functional team of experts to
communicate effectively and execute this program. Coordinated procurement and delivery of assets, developed
reports on all actions for the Dept. of the Army and the Army Secretariat to deliver to Congress.
• Successfully aided in the negotiation of contracts and contractual changes. Coordinated preparations of proposals,
plans, specifications, and financial conditions of 15 Department of Defense contracts, ensuring that the execution
of all contracts met congressionally-mandated ceilings totaling $16M.
• Formulated and instituted budget policies and processes increasing efficiency in the management of multiple
organizational budgets within the Department of the Army totaling $36M.
Research Analyst, RAND Corporation, Washington, DC 2002 – 2003
One of seven officers selected by a board of executives to participate in the Army’s Training with Industry Program, a
highly competitive program for only the top officers in their prospective specialty. Developed and followed established
modeling and evaluation processes to determine the effectiveness of operational activities, identify problem areas, and
develop solutions. Collected and analyzed data with other Subject Matter Experts to evaluate operational difficulties.
Made recommendations and reported findings to the Army Senior Executive leadership, which were published in RAND
Publications for all of the Department of Defense to reference:

3. • Developed organizational structure, and command and control courses of action, for National Guard units
dedicated to Homeland Defense. A number of recommended courses of action were implemented in 2003
• Identified areas of inoperability within the communications and networks of the Department of Defense and
civilian responders, and between civilian responders and other civilian responders (Fire Dept., Police Dept., and
Emergency Medical personnel), leading to FEMA reviewing their communication and network systems
• Provided interoperability alternatives in command and control for emergency responders during major disasters
and terrorism response to the National Institute for Occupational Health and Safety.
EDUCATION
M.S. in Organizational Leadership, Norwich University, Northfield, VT Expected 2013
B.S. in Biology, Norwich University, Northfield, VT Graduated 1985
MILITARY EDUCATION___________________________________________________________________________
Naval Post Graduate School, Leader Development & Education for Sustained Peace, African Studies 2010
U.S. Army Force Management College, Force Management & Organizational Design 2000
U.S. Army Logistics Management College, Certified Operational Research & Systems Analyst 1994
Junior, Senior, & Executive Military Management Courses
Recipient of Multiple Awards for Superior Leadership, Contribution, and Performance 1985-2010