4005 E Cassia Way, Unit 1001

Phoenix, AZ 85044

kgr413@gmail.com

EXECUTIVE SUMMARY An accomplished Executive with the ability to assess organizations’ current operations and mitigate identified challenges,

improve market share, increase revenue, and structure the organization for growth. A results-oriented and decisive leader

adept at building collaborative relationships, and identifying growth opportunities in a business environment, with a track

record of increasing the quality of service offerings and positioning organizations to acquire additional revenue and

increased donor support. Core competencies include:

PROFESSIONAL EXPERIENCE AND SELECTED ACCOMPLISHMENTS

PREMIER CONSULTANTS INTERNATIONAL, INC., Washington, DC (2011 – Present)

$10 million, SDVOSB, assist small businesses win, execute and manage federal contracts to provide construction services

and products nationally.

Responsible for researching potential business opportunities and providing details which will facilitate bid/no-bid

decisions.

Locate or proposes potential business deals by contacting potential partners; discovering and exploring

opportunities.

Participate in pricing the solution/service.

Identify opportunities for campaigns, services, and distribution channels that will lead to an increase in

sales.

Submit weekly progress reports and ensure data is accurate.

JIYA MEDICAL SUPPLIES, Wheaton, IL (2009 – 2010)

$1 million, Durable Medical Equipment (DME) distributor

Independent Consultant (Interim COO)

Provided leadership in accreditation, licensing, and the documentation processes necessary for the growth, development

and achievement of the business’s financial goals. Staff of 10

Developed and implemented processes and procedures ensuring reimbursement of patient providers, denials

reduced by 75%.

Created processes for HR, sales, marketing, and federal compliance, ensuring services were profitable and

consistent with Medicare guidelines.

Provided owners with the knowledge and tools to effectively compete within the health services market.

HEALTH FIRST MEDICAL SUPPLIES, Cicero, IL (2007 – 2010)

$2.4 million, Durable Medical Equipment (DME) distributor

Independent Consultant (Interim COO)

Provided leadership in accreditation, licensing, and the documentation processes necessary for the growth, development

and achievement of the business’s financial goals. Staff of 13

Within 12 months, reduced annual operating expense 20% by automating administrative processes, restructuring

and reducing personnel requirements.

Prepared the organization to meet DME Exemplary Provider status, successfully receiving a 98 % score for

Medicare provider status.

For first time automated all sales and patient records processes, reducing patient record processing time 50%.

Strategic Business Planning Staff & Policy Development Profit & Loss Accountability

Multi-Site Operations Management Turnaround & Change Management Organizational Development

Project Management & Planning Community Relations Marketing / Branding

Résumé: Kenneth G. Roberts

Page Two

THE COMPLIANCE TEAM, Spring House, PA (2007-2010)

Medicare authorized provider of DME consulting and on-site accreditation evaluations. Responsible for preparing

clients for on-site accreditation visits as well as conducting on-site accreditation evaluations.

Independent Consultant (Accreditation Advisor, Midwest Region)

Responsible for coaching and training client staffs for on-site accreditation visits as well as conducting on-site

accreditation evaluations.

As a client advisor and coach, the average “pass” rate was greater than 97%.

Conducted more than 100 client visits generating $600,000 in revenue.

ABRAHAM LINCOLN CENTRE, Chicago, IL (2006 – 2007)

$13 million, community service agency with multiple service offerings, and facilities. Staff of 220

President and CEO Hired to turn around negative cash flow operation and to increase revenue, improve the quality of service delivery, and

reestablish productive constituent relationships. Staff of 220; 10 Direct

Assumed responsibility for key donor relationships to recover the eroding support base while restructuring

operations, making agency cash flow positive within nine months.

Replaced or retrained staff lacking state and federal certification requirements, enabling the agency to increase

billing rate 60% for Operation Head start.

Developed marketing and communication plan designed to increase clientele by 30-per cent.

CHICAGO URBAN LEAGUE, Chicago, Illinois (2005 – 2006)

$4 million civil rights organization engaged in enabling African-Americans and disadvantaged persons to secure

economic self-reliance, parity, power, and civil rights.

Chief Operating Officer

Provided leadership, management and the vision necessary to ensure the agency had the proper operational controls,

administrative and reporting procedures, and people systems in place to effectively grow the organization ensuring

financial strength and operating efficiency. Staff of 90; 10 Direct

Redesigned and energized programs, which were non-compliant with performance objectives that resulted in an

adverse impact on the organization’s budget.

Analyzed and reviewed positions within each program to determine proper skill sets, excess capacity, and

evaluation standards that are both measurable and quantifiable. This resulted in improved employment practices,

proper alignment of skills with required tasks, and reduced personnel costs by 30-percent.

Established cross-functional teams improving the agency’s methodology for developing funding proposals. This

collaborative effort resulted in improved program development, development of realistic goals and objectives, and

a proposal that was clear, concise, and insightful, advancing the agency’s competitive edge.

ALION SCIENCE & TECHNOLOGY, Alexandria, VA (2004 – 2006)

Consulting firm charged with assisting the Department of Defense and other government agencies in developing better

ways to enable military forces to meet new threats and opportunities.

Senior Management Consultant

Lead for the Department of Defense' (DoD), Base Realignment and Closure initiative in restructuring Army Institutional

Training.

Developed recommendations that would result in an estimated savings of $20 billion over 20-year period.

Assisted in developing the presentation provided to the President and Congress for approval. All

recommendations were approved.

Recognized as a subject-matter expert on the DoD, proprietary database used to assist in developing and

evaluating potential strategies.

Résumé: Kenneth G. Roberts

Page Three

JUPITER CORPORATION, Wheaton, MD (2003 – 2004)

Consulting firm charged with assisting the Department of Defense and other government agencies in developing better

ways to enable military forces to meet new threats and opportunities.

Director, Management Consulting Services

Provided operational and P&L oversight for client engagements involved in competitive sourcing. Staff of 20

Repaired the image of the competitive sourcing business unit by improving client confidence through

performance, resulting in follow-on engagements which increased annual revenue from $5 million over a 12-

month period.

Developed a strategic plan to improve the organization’s market share, increase revenue, grow the company,

and improve employee mobility. As a result, we acquired five new clients, increasing revenue by $3 million.

Led three government reengineering engagements, reducing operational cost by $30 million. RAINBOW PUSH COALITION, Chicago, Illinois (2001 – 2003)

$11 million civil rights agency engaged in protecting, defending, and gaining civil rights by leveling the economic and

educational playing fields, and to promote peace and justice around the world. Staff of 110; 12 Direct

Chief Operating Officer

Lead the organization in the development, implementation, and administration of effective processes, systems, and

disciplines to better plan and implement its program initiatives. Provided leadership, direction, and support to this very

complex organization by evaluating all internal systems and providing more efficient ways to deliver its program services.

Effectively managed the day-to-day operations of client offerings and 110 staff from the corporate

headquarters and seven satellite offices located in; Atlanta, Los Angeles, Detroit, Washington DC, Houston,

Silicon Valley and New York.

Led restructuring of the organization, saving more than $1 million in annual salary expense and meeting IRS

501(c)3 compliance.

Strengthened and maintained relationships with Fortune 500 corporations such as, Citigroup, Anheuser-

Busch, Coca-Cola, McDonalds, Burger King, United Airlines, United Parcel Services, Chrysler, and Ford

who partnered with the organization.

BOOZ ALLEN & HAMILTON, McLean, VA (1998 – 2001)

$3billion provider of global consulting, management and technology consulting services engaged in assisting the

Department of Defense in competitive sourcing.

Senior Consultant Provided management consulting services to primarily government clients by assisting in creating smaller more efficient

organizations.

Won consulting engagements resulting in $4 million in revenue.

Redesigned a more efficient and cost effective operation for the client resulting in a $10 million savings

US ARMY 1978 –1998

The Pentagon, Washington, DC (1997 – 1998)

Operations Staff Officer, ACSIM, Lieutenant Colonel

First US Army, Fort Meade, MD (1995 – 1997)

Deputy Chief of Staff, Lieutenant Colonel

Pittsburg State University, Pittsburg, KS (1992 – 1995)

Professor, Military Science

Brigade Operations/Administration Officer (1990 – 1992)

United Nations Truce Supervision Organization (1989 – 1990)

EDUCATION AND SECURITY CLEARANCE

MS, Management, Webster University, Saint Louis, MO

Inactive TS-SCI