Harry Edelman

Executed onsite management and leadership for a team of 22 FTEs and subs, with annual revenue of $15M, worked directly with LMI Executive market and sub service line Leaders, reported monthly during PMRs

● Operationalized Business Intelligence efforts as the onsite team lead, liaising with 10 GS-15 and SES Supervisors to manage communications, align priorities, and deliver critical market insights, resulting in enhanced operational intelligence

● Spearheaded the successful recovery of the S. 333 Congressional Reporting backlog, implementing batch submissions, cross-training staff to eliminate silos, and enhancing accuracy for boosted client satisfaction and seamless systems integration

● Addressed high churn by implementing training programs, mentorship initiatives, and process committees to boost team productivity; managed the back filling of open billets, interviewing, scoring, and onboarding 6 contractors

and Orchestrated a portfolio of projects, full P/L accountability for 3 projects with an annual revenue of $5M, consisting of 14 FTEs and projects providing 3PM and technical support for DoD Clients

• Served as project manager and champion, owning client relationship, and managing follow on selling; growing headcount by 150%; led contract rate and renewal negotiations, and sourcing strategies, improving the sustainability & profitability of project

• Managed the project management, client delivery, and stakeholder engagement as a subcontractor for a Fortune 500 client supporting Walter Reed with $800k in project revenue and oversight for 4 technical and nontechnical employees

• Created ~$20K in SG&A cost savings from recruiter fees by reverse recruiting 4 roles; identified candidates, created outreach campaign, and negotiated improved bill rates to increase project's revenue and margin

Directed a team of 4 FTEs and subcontractors as the Project Lead, managing a $1M in annual revenue

• Architected business transformation initiatives, activating agile workflows, implementing new tech, tracking progress with a Kanban board, and ensuring a synchronized onboarding and integration of growing cross departmental team

• Coordinated periodic financial reviews with RPD teams, supporting case development process and IA case timelines, leveraging the opportunity to return undistributed program funds back to the holding account, annually ~$30M in residual funds

• Leveraged Power BI and cloud capabilities to synchronize siloed reports through data enrichment practices, revolutionizing organizational understanding and COP; saving thousands in man-hour costs and wasted coordination time