Experience Highlights:

Mr. Montgomery has over 33 years’ Coast Guard experience in planning and managing resources for large customer service-oriented organizations. He led an integrated logistic support organization to include naval engineering and electronic/computer support units. Mr. Montgomery managed multimillion-dollar operational, educational, health care, and retail budgets and initiated and monitored high-value procurements and service contracts. He oversaw the RDT&E major and non-major acquisition processes in the Coast Guard to ensure adherence to approved policies. He institutionalized a personnel reorganization process and evaluated job task requirements, user needs, task analysis, and workload assessments to address staffing shortfalls. Mr. Montgomery has analyzed resource and logistic needs to sustain operational support of field systems and prioritized facility planning proposals. He is experienced in managing and performing strategic and business process planning and project management for the Coast Guard, including resource strategic planning, development and implementation of a standard operational planning processes, risk-based decision-making processes, and analysis of operational effectiveness of alternative solutions.

Professional Experience:

MicroSystems Integration, Inc.                                                                               2005 – Present

Mr. Montgomery has managed or participated in a lead support role for a multitude of Coast Guard projects, including:

• Mission Need Statements (MNSs) and Concept of Operations (CONOPS) Support for CG-771.   Supporting development of MNSs and CONOPS that will guide the formulation and resourcing of the Coast Guard’s maritime trident (Maritime Patrol Forces, Deployable Specialized Forces, Shore Based Forces) functionality. MNS documents will provide the foundation for future acquisition programs.
• Deployable Specialized Forces (DSF) Stem-to-Stern Review.  Facilitated a high-priority, comprehensive review of the effectiveness of DSF and ability to retain proficiency. The review involved hundreds of high-ranking subject matter experts throughout the Coast Guard and analyzed all areas, including resources, force management, operations, training, requirements, and organizational structure. Supported the development of many products in a very short time frame, including resource management documents in support of a full analysis of the effectiveness of over 1,300 DSF personnel in performing their mission and sustaining their proficiency. The analysis resulted in a collection of recommendations to improve the entire DSF program.
• DSF Implementation Team.  Supported Coast Guard subject matter experts in implementing recommendations from the DSF Stem-to-Stern Review. This high-profile project had the attention of all senior leadership in the Coast Guard and was reported to DHS as the Coast Guard’s leading priority. Facilitated the development of chartered deliverables and other work products related to this initiative. Reviewed significant number of documents to ensure they were complete, fully vetted, and approved by Coast Guard leadership. Supported the reallocation of DSF personnel.
• Requirements and Capability Analysis and Management Doctrine (Pub 7-0).   Drafted portions of the Coast Guard Doctrine outlining the roles, responsibilities, and guidance for analyzing and managing requirements within the Coast Guard and developing or sustaining capabilities to satisfy those requirements. Pub 7-0 is a Capstone Doctrine with several supporting process doctrines providing more detailed guidance in focused areas.
• Coast Guard Planning Doctrine (Pub 5-0).  Supported identification and development of a collection of enduring best practices to provide guidance on mission analysis, performance assessment, and planning within the Coast Guard from Strategic to Operational and Tactical implementation. A collection of doctrinal publications was developed to categorize the policy and planning doctrine and support an identified overall doctrine hierarchy for all Coast Guard operations and support (later validated by the Riker Doctrine Study Group).
• Littoral Combat Ship (LCS) Cost Analysis.  Supported modeling and simulation effort to compare the operational cost of the Navy-designed LCS with the Coast Guard Patrol Frigate. Modeled scenarios were developed, and the operating costs to carry out the missions for each class of vessel were analyzed. Dependent on mission and LCS outfitting, the Patrol Frigate was found to be more cost-effective in the majority of the scenarios.
• Coast Guard Modernization Business Case.  Project leader for development and drafting of Coast Guard Modernization Business Case, which addresses the National Academy of Public Administration (NAPA) recommendation that the Coast Guard perform analysis and develop a clear, quantifiable business case for modernization, measurement tools, and a process of metrics assessment to track modernization progress and its effects on mission execution.
• Western Hemisphere Transit Zone Performance Gaps Analysis.  Provided maritime, land, air, and intelligence requirements and capability development and model validation to establish baselines for future operational capabilities and resource requirements for the Drug Interdiction Interagency.
• Mission Performance Plans.  Facilitated the analysis and drafting of Coast Guard Mission Performance Plans (MPPs). The MPPs lay out the mission, vision, and strategic goals of Coast Guard missions. They also identify objectives, mission challenges, and performance initiatives and balance those against available resources. Oversaw the development of the Waterways Management, Drug Interdiction, Migrant Interdiction, and Living Marine Resources/Other Law Enforcement MPPs.
• Standard Operational Planning Process (SOPP) and Global Force Management (GFM).  Supported the prototype development and implementation of the SOPP and GFM – a comprehensive process guide and Commandant’s Instruction being used Coast Guard-wide to analyze and assess the effectiveness of mission execution and compile lessons learned for more effective utilization of Coast Guard resources. Conducted an assessment of the Coast Guard-wide implementation of the SOPP and provided recommendations to senior Coast Guard leadership for further improvement. Facilitated an effective approval process across a wide range of Coast Guard organizations to implement Coast Guard policy. The SOPP/GFM process links strategic intent, operational mission execution, and the federal budget process.
• Resource Management Implementation Team (RMIT) and Resource Planning and Integration Team (RPAIT).  Oversaw the analysis of Coast Guard resource management and planning for both the RMIT and RPAIT. Developed recommendations for a “To-Be” organization to effectively manage Coast Guard resources, maintain traceability, and ensure mission performance improvement is realized.
• Coast Guard Management Blueprint (CGMB) Five-Year Implementation Plan and Risk-Based Decision-Making (RBDM) Budget Build.  Supported an evaluation of suite of performance and modeling initiatives to improve mission performance analysis and assessment. This included an update to the Deepwater Modeling and Simulation Master Plan (MSMP).

Previous Experience:

Commanding Officer, Integrated Support Command, Boston, MA    June 2002 – April 2005

Directly responsible for effective management and operations of an industrial base and logistic organization comprising 350 military and civilian personnel that provided every facet of support to 5,800 people, 37 ships, 145 small boats, 112 facilities from New York City to northern Maine, plus 245 housing units.  Supervised two commanding officers and oversaw all naval engineering and electronic/computer support.

Director of Resources, Atlantic Area, Portsmouth, VA                          June 2000 – June 2002

Managed $160M East Coast operational budget.  Initiated $2M refurbishment and of a Coast Guard cutter after 9/11.  Reviewed new construction proposals; developed strategic plans; coordinated annual personnel reorganizations and quality performance program.

Comptroller, Coast Guard Academy, New London, CT                        June 1995 – June 2000

Managed 40-person civilian and military staff, $12M budget; R&D Center contracting staff with $14.5M in annual research contracts; $20M, five-year contract dedicated to provide quality service in a difficult customer-oriented area – food services; accounting and procurement staff; administrative and financial oversight of Academy Alumni and Foundation funds; and a $1.5M trust fund for both the Coast Guard Academy and Leadership Development Center.

Financial Director, Office of Health & Safety, Washington, DC           June 1991 – June 1995

Developed and administered a $175M health-care budget for 160,000 beneficiaries and 31 Coast Guard outpatient clinics.  Projected health-care costs.  Managed a $3.5M office and medical equipment budget and staff.  Directed analysis and implementation processes to identify and recover $2M in third-party claims from insurance companies.

Other Coast Guard Leadership Responsibilities:

• Executive Officer, Search & Rescue Group, Baltimore, MD.  Oversaw law enforcement, boating safety, and search and rescue operations.  Supervised over 200 people, boat stations, and small ships.  Oversaw 120 housing leases and maintenance of 13 government-owned homes to meet needs of occupants.
• Comptroller and Business Manager, Air Station Cape Cod, MA.  Managed a $4.5M budget for a large aviation facility and maintenance of 600+ houses.  Duties included managing a retail business, including payroll and daily operations of a gas station/convenience store, department store, grocery and package store with 100+ employees and $10M in sales.  Initiated reorganization and renovations, increased sales over $2M and net profit over $400K.
• Public Affairs Officer, Ninth Coast Guard District; Cleveland, OH.  Managed staff reporting Coast Guard-related events throughout the Great Lakes and prepared a monthly magazine.  Conducted briefings on a wide range of Coast Guard operations, including groundwater contamination at Air Station Traverse City, small boat station closings, and the recipient of a Silver Lifesaving Medal.  Served as an “Admiral’s Aide,” attended military ceremonies, and coordinated three Grand Haven Festivals and two formal “Dining Outs” events.
• Military Civil Rights Counselor and Facilitator; Cleveland, OH.  Completed a 16-week equal opportunity course at the Defense Equal Opportunity Military Institute at Patrick Air Force Base, Coco Beach, FL.  Conducted civil rights training in the Ninth Coast Guard District.  Resolved alleged discrimination complaints.
• Deck Watch Officer, USCGC POLAR SEA, Seattle, WA.  Served as in-port Officer of the Day and underway Deck Watch Officer.  Collateral duties included Helicopter Control Officer, Communications Officer, COMSEC Custodian, Marine Science Officer, Morale Officer, and Post Office Manager.  Responsible for planning the ship’s commissioning ceremony.  Helicopter Control Officer during the rescue of 13 Aleutians stuck on an ice floe drifting toward Siberia.  Senior Deck Watch Officer for breakout of Arctic Circle.

Education:

M.B.A., Baldwin Wallace College, 1983

B.S., Government, U. S. Coast Guard Academy, 1977

Skills and Expertise:

• Mr. Montgomery has completed Federal Emergency Management Agency (FEMA) training on developing, facilitating, conducting, and evaluating drills and exercises. He has also successfully completed the Basic Incident Command System, National Response Framework, and National Incident Management System Training Courses.
• Mr. Montgomery is proficient in the use of the full Microsoft Office suite; used extensively through various forums to communicate assessments and recommendations.
• Mr. Montgomery holds a current SECRET security clearance.