1. William David Shaddrix
11715 Fairfax Woods Way,
Apartment 9032
Fairfax, VA 22030
(703) 919-9997
willshaddrix@gmail.com
EDUCATION:
Bachelor of Arts Radford University Psychology 06/2011
EMPLOYMENT HISTORY:
Booz Allen Hamilton McLean, VA 10/2011 – Present Senior Consultant
KEY SKILL AREAS:
• Client Service
• Business Process Reengineering (BPR)
• Process Improvement/Development
• Change Management
• Data Gathering and Analysis
• Strong Work Ethic & Organizational Skills
• Strong Creative and Critical Thinking Skills
• Strong Written and Oral Communication Skills
• Software Packages
o Microsoft Office Suite – including Visio, Power Point, Word, and Excel
SECURITY CLEARANCE:
U.S. Department of Defense Secret
EXPERIENCE SUMMARY:
Mr. Shaddrix, a Senior Consultant at Booz Allen Hamilton, is a member of the Navy Marine Corps
(NMC) team within the Defense and Intelligence Group. He has four years of experience in Business
Management has supported multiple Federal and Defense clients during that time including the Office of
the Assistant Secretary to the Navy (Financial Management and Comptroller), the Commander, Navy
Installation Command (CNIC), Department of the Navy Assistant for Administration (DON/AA),
Defense Health Agency (DHA), Washington Headquarters Services (WHS), and Air Force Civil Engineer
(A7C). Mr. Shaddrix has developed extensive functional expertise and skills in Business Processing
Reengineering (BPR), Process Improvement, Quality Assurance and Control, Strategic Communications,
and Organizational Efficiency and Strategy.
EXPERIENCE:
Booz Allen Hamilton
Consultant/Senior Consultant MM/YYYY – Current 12/2011 – Present

2. Office of the Assistant Secretary to the Navy (Financial Management and
Comptroller) – FMO Business Process Standardization (BPS) Phase
Completion – Legacy Command BPS Analyst 08/2014 – Present
Mr. Shaddrix currently supports the Navy Financial Improvement Program (FIP) Business Process
Standardization (BPS) effort in the identification and implementation of financial process standards across
the Navy Enterprise and within the two Legacy Navy Commands he provides direct support to
(Commander, Navy Installations Command (CNIC) HQ Comptroller (N8) and Department of the Navy
Assistant for Administration (DON/AA)) in order to advance the Navy’s audit readiness goals.
Administration & Management Directorate (A&MD) Director and Program
Management Support Services (PMSS) Division Chief – Defense Health Agency
(DHA) – TRICARE Operations Division (TOD) – A&MD Guidebook Project –
Support/Analyst 02/2014 – 08/2014
Mr. Shaddrix developed 25 of the 95 A&MD Guidebook process guides and maps describing the key
functions of the five A&MD Divisions for internal A&MD staff and DHA customers to utilize. He
conducted over 30 facilitation sessions with Division Branch Chiefs and staff members and analyzed
significant amounts of supporting documentation. Mr. Shaddrix also took detailed minutes for his team and
documented opportunities to improve A&MD Division processes and functions.
Defense Health Headquarters (DHHQ) Parking Office – Defense Health Agency
(DHA) – TRICARE Management Infrastructure Project – Parking Analyst 12/2013 – 01/2014
Mr. Shaddrix gathered data and feedback from DHA staff during four cross-functional Parking Working
Group sessions and developed eight recommendations on how to utilize the DHA parking lot more
effectively for the Director, Administration & Management (A&MD) based on that information. He also
improved the DHHQ parking office’s processes by standardizing roles and responsibilities in the six new
SOPs he developed.
Washington Headquarters Services (WHS) / Enterprise Management (EM)
Operations: Project Integration Support Team 01/2013 – 12/2013
Mr. Shaddrix analyzed 44 “as-is” processes across the Organization’s five helpdesk functional areas, which
resulted in the identification of nine improvement opportunities and development of five “to-be” processes.
He also developed an SOP for each of the five types of Mark Center (MC) and improved the MC’s parking
program by reducing the total number of vehicles allowed to park in the two garages. Mr. Shaddrix also
interviewed managers of two Accessible Units (AUs) and developed five SOPs documenting their internal
controls in support of the FY2013 Statement of Assurance (SOA). He also managed the project’s
onboarding process and onboarded 14 contractors; updated the 2013 DoD Key Personnel Locator Chart by
documenting 634 DoD personnel transitions; and improved the reconciliations processes for CBA
transactions, DTS rejections, and SACCP packages.
Washington Headquarters Service (WHS) / Enterprise Management (EM)
Strategic Communications Office (SCO): Workforce Communications and Event
Management Support Team 08/2012 – 01/2013
Mr. Shaddrix developed and published 15 articles on the WHS webpage and supported the following
DA&M sponsored events: Combined Federal Campaign (CFC), Pentagon 9/11 Remembrance Ceremony
and the DoD Civilian Service Award and David O. Cooke Award Ceremony; WHS Orientation; Pentagon
Governance Council (PGC), and the Senior Administration Officers Forum (SAOF).

3. Air Force Civil Engineer (A7C): Playbooks and Business Processing
Reengineering (BPR) Support Team 10/2011 – 08/2012
Mr. Shaddrix improved the Military Construction (MILCON) and Air Force Real Property Revenue
(K1/K2) playbooks by assessing their “as-is” processes and developing future “to-be” processes. He also
facilitated multiple client working and final validation panel sessions; developed in-briefs, out-briefs, and
executive summaries for his client; QAQC’d 45 AFRPA/BRAC process guides and maps; and contributed
to the A7C Playbook Quality Refresh Effort (QRE).