1. BRIDGET R. GILMORE, PHD
14221 Cold Harbour Dr. ~ Accokeek, MD 20607
gilmoreiii@verizon.net ~ 301.910.3988
PROFESSIONAL PROFILE
Process Development & Maintenance • Process Improvement & Implementation
Versatile leadership professional with over 30 years in the IT industry and 15 years in the Intelligence Community (IC), managing,
leading and owning a range of process improvement and process management activities for large organizations and standalone
initiatives. Proven leadership and team-building skills with the ability to coordinate, assemble, and guide diverse, multidisciplinary
project teams to achieve goals. Experienced in building key relationships with functional and senior leadership quickly becoming a
trusted agent. Keen ability to facilitate efficiencies in the identification of top barriers and dependency issues. Excellent strategic,
analytical, and problem-solving strengths, deployed to address complex issues, develop strategies, and direct research into process
issues, improvements, and initiatives. Self-motivated individual with initiative to identify, implement, and capitalize on process
enhancement opportunities. Consummate communicator, polished presenter and trainer with strong project management, organizational,
and time management skills. Demonstrated experience managing multiple stakeholders to reach mutual agreements regarding
organizational barriers, goals, objectives and elevated solutions.
CORE COMPETENCIES
• Strategy
• Data Gathering & Analysis
• Process Mapping
• Developing Alternative Solutions
• Planning & Implementation
• Problem Solving
• Relationship Building
• Cross Organizational Collaboration
• Resource Allocation
• Negotiation & Influence
• Research
• Project Management/Scheduling
KEY ROLES & ACHIEVEMENTS
MAR Inc. 2014 – Present
Systems Engineer
Structure designs for and implement organization change; make recommendations to senior leadership. Consult with management and
other leadership to identify business processes to implement organizational effectiveness interventions. Assess risks associated with
various change initiatives/projects; advise, suggest and implement actions to manage any negative impacts. Diagnose potential
organizational problem areas and recommend training and development systems. Proactively address and respond to organizational
development issues by bringing key stakeholders together to assess root causes and performance gaps, implementing and/or supporting
implementation of appropriate interventions, including strategic, tactical, and project planning, facilitation, and materials development.
Contribute to assuring healthy intra organizational relationships, and assist groups initiatives and manage change. Facilitate group and
departmental planning and interaction to improve group/department productivity, decision making, and performance in a team and
Program Management environment. Develop, implement, and maintained a suite of reports generated from a variety of software
programs. Assemble relevant information from a variety of sources to produce meaningful reports for key stakeholders throughout the
organization including senior leadership.
Key Achievements:
 Provided recommendations regarding areas for process improvement (i.e. compliance monitoring and certification &
authorization (C&A)) to senior leadership which were accepted and implemented.
 Provided analytic support for organization, inclusive of gathering requirements and collecting quantitative data to prepare and
deliver metrics reports to leadership.
 Provided leadership and analytic support in the development of an organizational Employee Climate Survey. As trusted agent
advised survey originator on leadership response and sensitivities resulting in insight into leadership tone.
 Proposed an organizational pilot study to leadership to identify and recommend solutions to barriers/process areas to improve
program management and leadership effectiveness for achieving TS acquisition, finance, and business objectives. Study was
accepted resulting in uncovering 5 key areas for improvement which included identifying barriers and consequences with 35
recommended solution.
 Established key relationships with functional leads becoming a trusted agent which resulted in an enhanced insight into the
overall organizational tone.
 Defined and implemented schedule configuration management system. Interacted with senior leadership to identify and track
schedule dependencies across the organization.
 Provided schedule analysis to senior leadership and worked with functional leads to define issues and actions required.
Independently tracked action progress, closure of actions and issues, and reported results to leadership.
B.R. Gilmore Publishing Co. 2013 – 2014
Owner
 Published an e-book called “Catch Your Own Fish: How to Improve Your Life" in various outlets.
 Participated in areas such as manuscript acquisition, editorial development and book production.
 Promoted book in various outlets, media, and venues.
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2. BRIDGET R. GILMORE, PHD • PAGE 2
Northrop Grumman Information Systems 2008 – 2013
Senior Systems Engineer
Key Achievements:
 Led the NSA WAY Gate 5 Review Process Improvement effort for a $805 million dollar government contract. Prepared and
presented reports of findings and recommendations, inclusive of offering alternative process improvement solutions.
 Volunteered to document the software sanitization process; presented findings to government and program leadership.
Developed VISIO diagrams, identified and analyzed gaps, consulted with stakeholders to validate gaps, gathered data on user
experience, and made improvements. Refined the diagram.
 Improved organizational and leadership issues observed for the Test organization by observing organizational dynamics and by
conducting employee interviews.
 Documented and diagramed the NSA WAY Gates 1-5 review process; collaborated with up to 12 stakeholders to obtain the
AS-IS state and create the TO-BE state using VISIO. Initiated the integration of additional process steps based on gaps,
facilitated negotiations between various leadership levels, and multiple organizations. Published documents.
 Created and facilitated the Gate 5 Review Board, which included up to 20 personnel; evolved into virtual reviews.
 Ensured Gate 5 Release requests were reviewed for technical content and worked with document owners and senior
management to clarify content. Facilitated Gate 5 Release Request Approval meetings with members of the T16 organization
captured.
 Collaborated with T161 Core Team, to implement and transition the T16 organization to the enterprise level Service Manager 7
(SM7) COTS product; oversaw Incident (INM) and Knowledge (KNM) Management process areas. Developed KNM training
module; presented to Core Team.
Systems Engineer/Knowledge Manager
 Assisted former T3312 Training Manager with the development of the Global Enterprise Command Center (GECC) In-
processing Checklist procedure and TU Operator Job Qualification Requirements (JQR).
 Established key relationships with internal customers/providers and became a trusted agent resulting in the development and
completion of an Organizational Level Agreement (OLA) between a Customer (T16) and Provider (T33).
 Developed and led the completion of the Standard Operating Procedures for same Provider above OLA resulting in an
increased mission productivity.
 Independently led an organizational study for the former DOC senior leadership to include personnel, environment, morale,
and process which lead to the creation and funding of a Knowledge Manager position in support of the TURBULENCE (TU)
desk. Established the definition and charter of the customer’s Knowledge Management (KM) process.
 Developed and maintained Project plan with major milestones for the implementation of this KM Process. Interacted with
senior leadership to identify and track schedule dependencies across the organization.
 Supervised the execution of selected actions/tasks within the KM Process project plan. Established key relationships with
functional leads and became the trusted agent.
 Directed and developed an actionable training plan for TU Operator Training and Certification. Collaborated with SlackKey
team members, multiple TU Operators, and the T3312 Training Manager.
Systems Engineer/Process Engineer
 Determined and analyzed gaps and made recommendations for improvements in the SCIF Assimilation, HR Hiring Process,
and Staffing Change Notification processes to senior leadership. Developed swim-lane diagrams in VISIO.
 Collaborated with 10 functional areas across the program to develop a draft TUSCANSUN Out-boarding Checklist, providing
accountability for each resource on TUSCANSUN. Achieved consensus and presented findings and recommendations to senior
leadership across the functional areas.
 Conducted the NCC Focus Group Follow-Up Survey, which included personal interviews with 20 employees. Developed an
After Action Report; presented findings and recommendations to the TUSCANSUN Program Manager.
 Conducted TUSCANSUN Risk Management Training to 150+ NG personnel, sub-contractors, and government personnel.
Developed surveys to gather data to improve training. Reported metrics to program senior leadership.
Praxis Engineering Technologies, Inc. 2007 – 2008
Systems Engineer
Key Achievements:
 Instrumental in the implementation of an Enterprise Project Portfolio Management system utilizing the Clarity product. This
solution provided the client with the ability to capture, track and manage requirements; reduce redundant and overlapping
projects; strengthen alignment between engineering and organizational objectives; manage resources efficiently; and provided
greater business accountability for investments.
 Analyzed and formatted data collected from users to prepare for import into the system. Developed a mission level new project
approval process. Wrote procedures for running canned reports in Clarity.
IBM 2006 – 2007
IBM Trainer, American Express SRS Project
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3. BRIDGET R. GILMORE, PHD • PAGE 3
Key Achievements:
 Provided input regarding organizational change and leadership obligations during a strategic thinking session.
 Wrote a white paper on “Leadership conditions necessary to implement successful change in an organization”.
 Conducted comparison analysis between Service Request System (SRS) online course and the Quick Reference Guides.
 Analyzed Formatting and Terminology Guidelines; recommended updates resulting in standardized resources for the IBM
Training Team.
 Collaborated on standardizing several Quick Reference Guides (QRGs) for the client. Developed online training materials and
tutorials.
Genesis Proposal, Systems Engineer
Key Achievements:
 Provided continuous input relating to change management in an organization and what it takes to influence change, gain buy-
in, and engage the personnel. Described barriers to change and how to mitigate some of the barriers.
Release Management, IT Architect
Key Achievements:
 Reviewed and delivered Artifacts to establish compliant delivery procedures with the Program Management Office customer;
enabled traceable deliveries of service builds and provided quality control of technical deliverables. Provided peer reviews for
the Test Procedures for the Network service.
 Co-authored the Defect Management Plan and Peer Review Process Plan. Assisted in the creation of the Document Inventory
Database.
NGIT/TASC 2003 – 2006
Systems Engineer
Key Achievements:
 Performed Program Management duties between TASC and Mission Systems; gathered staffing information to fill vacant key
positions.
 Initiated the development of a draft process for processing requirements on the Operational Capabilities Basline (OCBL)
contract. Investigated current process, analyzed the data, presented findings, recommendations, and draft requirements process
to program leadership.
 Coordinated the gathering of information for Interface Control Documents (ICD) across agency organizations; determined
applicable database entities. Attended meetings to follow-up and ensure accuracy of inputs into the documents. Attended
Technical Exchange Meetings and Data Management IPTs.
 Performed requirements analysis on the OCBL contract. Identified gaps in the requirements and provided discrepancy
resolutions. Utilized DOORS to modify, verify requirements, and add Sys. Req. Links.
 Collaborated with team members to gather data for Draft CONOP for the Baseline Configuration Request Tool.
The Analysis Corporation 2002 – 2003
Systems Engineer
Key Achievements:
 Coordinated across organizations to understand issues and determine the “AS-IS” system and their requirements. Conducted
interviews to collect user and system requirements for the Information Technology Infrastructure (ITI) Configuration Baseline
effort.
 Collaborated on the development and update of the Transition Plan consisting of the transition of practices, procedures,
documentation, hardware, software and tools needed to execute the NEADS contract.
 Interacted with leadership to identify and track schedule dependencies across the organization. Provided schedule analysis to
leadership and worked with functional leads to define issues and actions required.
 Updated and maintained the Operational View (OV-1) Planning Baseline architecture view from the Enterprise 21 Contract.
Attended CSPHO Enterprise Architecture Working Group (EAWG) meetings to gather comments as well as defend changes,
which were analyzed, reviewed and incorporated into the view. Ensured that the Enterprise Architecture Baselines maintain
linkages with the UCA, Mission/Directorate Architecture Baselines by comparing the functional decomposition diagram [OV-
5] as well as conducting a crosswalk of ICOM arrows by function.
EDUCATION & CREDENTIALS
Doctoral, Strategic Leadership • Regent University
MA, Computer Resources & Information Management • Webster University
BA, Computer Information Systems • Saint Leo University
Certifications & Training:
ITIL Foundation V3 Certified, 10/2011 (#00010483, EXIN)
Six Sigma Green Belt Training
Foundational Facilitators Course
Effective Project Management
References available upon request

4. BRIDGET R. GILMORE, PHD • PAGE 2
PUBLISHED ARTICLES
“Integrating Strategic Thinking into your Organization for Long-Term Competitive Advantage,” Dec. 2007,
Leadership Advance Online (LAO), http://www.regent.edu/acad/global/publications/lao/issue_11/gilmore.htm
“Decreasing Organizational Design Failure: Organizational and Leadership Boundary Spanning,” Summer 2009, Organization
Development Journal, p. 97.
“Strategic Leadership 101,” July 2007, http://www.emergingleader.com/
“The Role of Organizational Design in 21st Century Organizations: Capitalizing on Intellectual Property,” Jan 7, 2008,
http://www.cioindex.com/
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