John  C.  Hope    Washington,  DC  Metro  Area   John.Hope1956@gmail.com https://www.LinkedIn.com/in/JohnCHope        Cell:  (910)  916-­‐0925

 

SENIOR-­‐LEVEL  EXECUTIVE  /  SENIOR  OPERATIONS  &  STRATAGIST    Proven  Senior  Executive  /  Senior  Commander  /  Senior  Operations  Leader  /  Strategist  /  Strong  Business  Acumen  /                Track  record:    Defense,  Commercial,  and  Investment.    Diverse  leadership  experience  in  government,  large  corporations  and  small  businesses.    Strategist,  Planner  and  Thought  Leader  with  demonstrated  success  in  Joint  and  Interagency  organizations.    Extensive  private  sector  operations,  relationship  building,  sales  and  marketing  with  expertise  in  increasing  profitability  and  decreasing  costs.    Creative  visionary  with  keen  insight  into  the  “Big  Picture;”  most  effective  when  intellectually  challenged  &  required  to  adapt  to  fluid  situations.    Recognized  for  ability  to  transform  organizations  from  strong  into  superb,  seeing  patters  where  others  see  complexity  and  “clutter,”  and  seeing  strengths  in  others.                        Combat  proven  leader,  maximizer  and  macro-­‐problem  solver.  Active  TS/SCI  Clearance.  

EDUCATION  

Fellow,  Chief  of  Staff  of  the  Army  Strategic  Studies  Group,  Washington,  DC  2014  M.A.,  Military  History,  Norwich  University,  Norwich,  VT    2013  

M.A.,  Strategic  Studies,  U.S.  Army  War  College,  Carlisle  Barracks,  PA    2011  Graduate,  U.S.  Army  Command  and  General  Staff  College,  Ft.  Leavenworth,  KS  2004  Graduate,  U.S.  Marine  Corps  Command  and  General  Staff  College,  Quantico,  VA  2003  

B.S.  Engineering,  United  States  Military  Academy,  West  Point,  NY  1981    

PROFESSIONAL  EXPERIENCE  

THE  TASK  FORCE  FOR  BUSINESS  &  STABILITY  OPERATIONS  (TFBSO),  U.S.  Army,  Kabul,  Afghanistan                                                    2014  to  2015  Strategic  mission  of  economic  and  business  development  to  enhance  stability  and  restore  economic  stability  through  direct  foreign  investment,  support  to  business  creation  and  growth,  and  training  of  entrepreneurs  and  business  managers,  including  numerous  Afghan  ministries.    Primary  focus  in  areas  of  Natural  Resource  Development,  Energy,  Education,  Tender  and  Bid  Development  Processes  to  International  Standards,  Business  Plan  Development  and  promoting  Indigenous  Industries.    Director  of  Operations  -­‐  Afghanistan  Responsible   for  all   in-­‐theater   intelligence,  administration,   life   support  and   security   for  over  350  Task  Force  military,   civilian  and  contractor  personnel.    Chief  Liaison  to  Department  of  State,  USAID,  the  International  Security  Forces  –  Afghanistan  (ISAF),  the   Combined   Security   Transition   Team   –   Afghanistan   (CSTC-­‐A)   and   key   Afghan   Ministries   for   multiple   development  interagency  projects  totaling  over  $250M  countrywide.  • Completed  $30M  rehabilitation  project  for  natural  gas  pipeline  and  transitioned  capabilities  to  public/private  entity  • Orchestrated  multiple  senior-­‐level  U.S.  business  executive  trips  for  public/private  partnership  collaboration  for  all  issues  

related  to  economic  and  business  development,  resulting  in  over  $1M  of  capitol  injection  for  numerous  initiatives  • Managed  foreign  corporate  oversight  for  Arianna  national  airline,  resulting  in  the  first  year  ever  of  profitability  • Directed  the  TFBSO  deactivation  activities;  closed  seven  facilities  and  accounted/turned  in  organizational  and  excess  

property  of  over  $5M  of  U.S.  government  property;  transitioned  key  projects  to  USG  Agencies  or  host  nation  ministries  

CHIEF  OF  STAFF  OF  THE  ARMY  (CSA)  STRATEGIC  STUDIES  GROUP  (SSG),  U.S.  Army,  Arlington,  VA                                                          2013  to  2014  The  Chief  of  Staff  of  the  Army  tasked  the  Strategic  Studied  Group  to  “Imagine  a  Profoundly  Different  Army  in  the  Year  2030  and  Beyond.”  Personally  selected  by  the  CSA  from  the  top  1%  of  Active  and  Reserve  Army  Colonels  and  the  sole  Reserve  Member  

Military  Fellow    Conducted  independent  research,  analysis,  and  product  development  expressly  focused  on  generating  innovative  concepts  for  land  forces  in  support  of  the  CSA  directed  theme  of  “Mobility  and  Maneuver  in  the  Evolving  Environment,”  2030  and  beyond    

• Researched  and  wrote  the  Maneuver  and  Mobility  Concept  Team  positions  on  the  future  use  of  Adaptive  Manufacturing  (3D  Printing),  full  spectrum  sensing,  intra-­‐theater  airlift,  UAV  logistical/medical  support  and  manned/unmanned  teaming  

• Provided  multiple  written  and  oral  recommendations  to  the  CSA  to  prepare  the  Army  to  meet   its   long-­‐term  challenges.  Three  Concept  Team  recommendations  were  accepted  by  the  CSA  for  immediate  implementation  and  budget  allocation  

 

John  C.  Hope    page    

2 • Independently  authored  and  published  a  study  on  “Regionally  Aligned  Forces  –  Unanswered  Questions  and  Unforeseen  

Possibilities,”    to  address  gaps  and  shortfalls  in  the  year  old  program.  RAF  study  included  in  the  final  SSG  report  delivered  by  the  CSA  to  the  Army  General  Officer  community  

• Impact:  Nominated  for  a  follow-­‐on  Active  Duty  assignment  as  a  Reserve  Component  Army  Strategist  

MILITARY  POSITIONS  IN  SUPPORT  OF  CONTINGENCY  OPERATIONS,  Various  CONUS/OCONUS                                                                  2002  TO  2013 Served  thirteen  years  as  an  Army  Reservist  on  Active  Duty,  repeatedly  by-­‐name  selected  for  successive  positions  to  “fix  broken  problems/situations,”  or  to  lead/manage  a  new  requirement,  before  being  sent  to  the  next  “broken”  situation  or  requirement,  in  positions  of  increasing  responsibility  and  authority.    In  the  top  5%  of  RC  Colonels  based  on  quantified  results.    • Brigade  Command,  Joint  Forces  Command  Army  Reserve  Element  (ARE)  and  Director  (J-­‐9)  of  Reserve  Affairs,  &  Joint  

Enabling  Capabilities  Command  (JECC). • Managed  and  expended  annual  Reserve  Components  budgets  of  over  $7M.  Provided  trained  and  ready  Army  

Reservists  to  DA  J-­‐7,  Joint  Staff  (South)  for  mission  and  exercise  support.  • Requested  by  Rear  Admiral  Scott  Stearney  to  be  dual  hatted  as  J-­‐9  due  to  wealth  of  Joint  and  Reserve  experience  • Procured  and  managed  training  and  deployment  budgets  for  five  services  for  validation  and  rapid  mobilization  • Provided  macro  management  for  Army  Reservists  for  training  scenario  writing  and  Annual  Training  deployments;    • Wrote  action  plan  for  restructuring  and  realignment  of  the  ARE  excepted  and  executed  by  the  LTG  Jeffery  Talley,  

Chief  of  the  Army  Reserve  (CAR)  • Impact:  Deployed  trained  reserved  service  members  and  small  units  with  exercise  knowledge  and  expertise  to  

40+  exercises/contingency  operations  in  over  20  countries  on  four  continents    • U.S.  European  Command  (EUCOM)  Liaison  to  the  U.S.  Agency  for  International  Development  (USAID)  

Selected  by  the  Army  Reserve  to  fill  vacant  position  of  Liaison.  Responsible  for  representing  EUCOM  development  issues  for  51  European  countries  to  USAID;  facilitated  collaborative  planning  ensuring  EUCOM  activities  and  operational  interests  were  integrated  into  USAID  current  planning  and  operations  for  each  FY;  combined  budgets  of  over  $500M    

• Wrote  and  implemented  the  EUCOM/USAID  joint  planning  framework  for  annual  strategic/operational  planning;  this  format  adopted  for  future  use  by  all  Combatant  Command  Liaisons  at  USAID  for  their  future  planning  model  

• Re-­‐started  the  long  dormant  civ-­‐mil  working  group  coordination  meetings  between  EUCOM  J-­‐3,  Plans  and  Operations  and  J-­‐9  Interagency  Partnerships,  with  the  USAID  Europe  and  Eurasian  Bureau  for  four  pilot  development  projects  in  the  Balkans  totaling  $17M.  Included  all  initiatives  in  the  EUCOM  Campaign  Plan  

• Represented  EUCOM  and  AFRICOM  Humanitarian  Assistance  /  Disaster  Response  interests  for  the  Libya  and  Syrian  Crisis  Actions  Groups;  received  the  USAID  Meritorious  Service  Award  for  performance  on  the  CAG  

• Ensured  planning  activities  and  operations  of  EUCOM  were  integrated  with  other  USG  agencies  to  include  Departments  of  State,  Homeland  Security,  Energy,  Commerce,  Treasury  and  National  Defense  University    

• Battalion  Commander,  404th  Civil  Affairs  Battalion  (Airborne)  Ft.  Dix,  NJ    Commanded  one  of  four  Airborne  CA  Battalions  out  of  37  total  Battalions.    Continuously  trained,  equipped,  and  deployed  Reserve  specific  Civil  Affairs  units  and  individual  enablers  for  combat  deployments  to  Iraq  and  Afghanistan    

• Rebuilt  and  reorganized  a  dysfunctional  and  ineffective  Battalion  decimated  by  a  high  operational  tempo  • Trained  and  deployed  over  400  CA  personnel  in  required  CA  skills  to  prepare  them  for  customized  scenarios  

under  numerous  Major  Commands  and  Provincial  Reconstruction  Teams  (PRTs),  in  two  theaters  of  operations  • As  Battalion  Commander,  selected  by  MG  Morris  as  Team  Chief,  Civil  Affairs  Planning  Team,  Ramadi,  Iraq.    

Served  6  months  as  the  Economic  Team  Chief  for  the  Ramadi  PRT;  directed  all  CA  activities  in  Anbar  Province.  SME  for  State  Owned  Enterprise  rehabilitation  and  renewal,  to  include  personnel  management  and  planning  

• Provided  leadership  and  sustainment  training  that  re-­‐certified  the  Battalion  for  airborne  operations    

• Deputy  Brigade  Commander,  1st  Training  Brigade,  Ft.  Bragg,  NC  Selected  as  the  DCO  to  stand-­‐up  a  unique  Civil  Affairs  Training  Brigade.    Trained,  equipped,  deployed  and  redeployed  six  Civil  Affairs  and  Psychological  Operations  Brigades  for  support  of  contingency  operations  in  Iraq  and  Afghanistan  

• Formed  compound  Battalions  from  non-­‐qualified  RC  personnel  for  CA/Psyop  training  and  mission  execution;  established  chains  of  command  and  executed  theater  specific  training  requirements  for  new  composite  units  

• Supervised  the  training,  equipping,  education  and  doctrinal  focus  to  ensure  success  of  Battalions/Brigades  when  deployed  and  attached  to  new  leadership.    Tracked  and  assured  deployment  requirements  of  each  individual  

• Wrote  and  continuously  updated  Brigade  training  plans,  methodologies  and  Standard  Operating  Procedures  to  reflect  changing  conditions  and  priorities  in  multiple  areas  of  operations  

• Impact:  Preserved  critical  Civil  Affairs  and  Psychological  capabilities  to  warfighting  Combatant  Commanders  

 John  C.  Hope    page        

3  • Executive  Officer  and  Chief  of  Staff,  Dragon  Brigade  (the  Combat  Support  Brigade),  XVIII  Corps,  Ft.  Bragg,  NC

Selected  as  a  Reserve  Component  Officer  to  fill  the  vacant  position  of  Executive  Officer.    Directed  the  Brigade  Staff  in  supporting  20,000+  combat,  combat  support  and  combat  service  support  Coalition  and  Joint  personnel  operating  with  the  Multi-­‐National  Force  –  Iraq  and  the  Multi-­‐National  Corps  Headquarters  at  Camp  Victory,  Iraq  

• Moved  the  XVIII  Corps  operational  assets  from  Ft.  Bragg,  NC  to  the  Iraqi  theater  of  operations  via  rail,  sea  and  air  movements,  with  100%  accountability;  conducted  reverse  retrograde  and  redeployment  to  Ft.  Bragg  

• Commanded  the  Base  Defense  Operations  Center  with  command  and  control  over  four  Brigade  Combat  Teams;    conducted  daily  liaison  with  3rd  Infantry  Division  Deputy  Commanding  General  (M)  for  all  issues  of  base  defense    

• Responsible  for  coordinating  all  life  support  and  infrastructure  issues  with  the  Theater  Sustainment  Brigade  and  Base  Commandant  for  9  subordinate  base  camps  housing  over  31,000  coalition  and  contractor  personnel  

• Detachment  Commander/Operations  Officer,  432nd  Civil  Affairs  Battalion,  Iraq

Served  under  the  operational  control  3/5  Marine  Regiment  as  Commander  of  the  Government  Support  Team.      • Re-­‐built  the  entire  Provincial  ration  warehouse/distribution  system  in  Diwaniya  Province  following  hostilities.      • Re-­‐built  the  Provincial  banking  system  and  re-­‐established  the  Pension  Bank  for  monthly  monetary  distributions  • Commander  the  Diwaniya  pay  site;  distributed  over  $38M  to  ex-­‐Iraqi  military  personnel  for  three  Iraqi  Provinces,  

reducing  the  immediate  threat  to  security  and  stability  from  unemployed  military  aged  males  • Established  a  financial  aid  distribution  system  for  Diwaniya  citizens  through  local  Imans  resulting  in  August  2003  

Friday  Call  to  Prayer  from  four  Diwaniya  Mosques:  “Major  Hope  is  a  friend  to  Muslims  and  will  not  be  harmed.”    PROTECTIVE  POWER  SYSTEMS  &  CONTROLS,  Poughkeepsie,  NY                                                                                                                                                                                  2009  to  2010  VP  of  an  installation/servicing  company  of  industrial  power  generation  to  large  corporate  clients  (IBM,  AT&T,  Bloomberg,  etc.)  and   sales   and   servicing   of   residential   and   small   business   generator   systems   and   installation/servicing   of   switch   gear   that  transfers  power  to  backup  systems;  $4M  in  annual  sales.      Vice  President,  Operations  • Wrote  annual  business  plan  and  created  uniform  business  processes  for  corporate  and  residential  clients,  annual  budgets,  

all  governing  business  policies  and  procedures,  and  marketing  initiatives;  conducted  quarterly  P&L  reviews  financial  status  • Established   and   maintained   relationships   with   major   manufacturers   (Cummins,   Baldor,   Briggs   &   Stratton)   for   sales,  

delivery,  installation  coordination  and  repair  parts.    Reduced  spare  parts  inventory  by  50%  using  next  day  delivery  process  • Initiated   and  maintained   relationships   and   coordinated   schedules   with  major   suppliers   and   local   vendors   for   fuel,   oil,  

filters,  electrical  parts,  and  switchgear  for  entirety  of  New  York,  Massachusetts,  and  New  Jersey  sales  territory.  • Improved  profitability  by  25%  in  one  year  by  optimizing  scheduling,  the  supply  chain,  outsourcing  of  costly  in-­‐house  

fabrication,  and  focused  cost  management.    Reduced  number  of  vendors  to  50%  thus  enabling  ability  to  negotiate  lower  cost  in  return  for  higher  volume  with  partner  suppliers.      

• Impact:  Revived  and  restored  a  family  owned  small  business  to  profitability  in  1  year    EDWARDS  JONES,  INC.,  Calumet  MI                                                                                                                                                                                                                                                                                1999  to  2002  Investment  Representative,  SEC  63  and  7  Licensed,  providing  financial  advice,  products  and  services    

Investment  Representative  &  Branch  Manager  • Established  a  new  branch  office  with  zero  book;  grew  branch  book  to  over  $30M  in  less  than  three  years  • Established  unique  niche  market  with  educational  accounts,  churches  and  charities  accounting  for  50%  of  branch  book  • Selected  as  a  trainer  for  new  Investment  Representatives  to  ensure  their  branch  office  success  • Received  Regional  Manager  Award  for  being  in  the  top  10%  of  performers  for  new  office  profitability  contributors    STEVENS  OFFICE  INTERIORS/INTERIOR  SOLUTIONS  GROUP,  Syracuse,  NY                                                                                                                                      1996  to  1999  Responsible   for   managing,   planning,   designing   and   executing   corporate   strategic   plans   and   programs   for   Stevens   Office  Interiors,  a  Steelcase  Office  Environment  Dealership.    

President  • Directed  and  managed  sales,  marketing,  design  and  product  installation  services;  P&L  of  $13M  in  FY  1998    • Developed  and  executed  business  plan  for   launch  of  a  comprehensive   line  of   interior  architectural  products  resulting   in  

$1M  increase  over  traditional  sales  and  allowing  earlier  entry  into  the  traditional  sales  process  • Re-­‐built  firm  design  capabilities  to  included  CAD  and  AUTOCAD;  increased  design/project  management  revenues  by  30%;  

led  and  orchestrated  futures  study  for  streamlined  inventory  order  and  tracking  systems  reducing  lost  product  inventory    

John  C.  Hope    page    

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FORRER  BUSINESS  INTERIORS,  Milwaukee,  WI                                                                                                                                                                  1992  to  1995  Managed  sales,  design  and  marketing  initiatives  for  a  $30M  Steelcase  Office  Environment  Dealership  

Vice  President  of  Sales  and  Marketing  • Increased  sales  of  products  and  design  and  installations  services  from  $19M  to  $30M  in  three  years  • Wrote  and  executed  Annual  Sales  and  Marketing  Plans    • Voted  Employee  of  the  Year  by  all  Forrer  employees  for  calendar  year  1995  • Attended  and  passed  comprehensive  Steelcase  dealer  assessment  program  to  qualify  for  future  dealership  ownership  

STEELCASE  INC,  Chicago,  IL  and  Pittsburg,  PA                                                                                                                                                                                                                                1986  to  1992  Provided  government  commercial  and  dealer  clients  with  strategic  change,  process  improvement  and  technical  solutions.  

District  Manager  /  Wood  Division  Market  Manager  • Wood   Division   Marketing   Manager   for   7   Regional   offices   in   the   Midwest   Division.   Led   training,   sales   and   marketing  

initiatives  that  resulted  in  20%  sales  increase  over  traditional  systems,  desks  and  filing  business  over  a  2  years  period  • District  Manger   for   Steelcase  Worldwide   Accounts   Division;   primary   account   responsibility   globally   for  United   Airlines;  

Regional  responsibility  for  Worldwide  accounts  of  AT&T,  Lucent  Technologies,  Kodak,  Xerox  and  American  Express.  • District  Manager  for  Major  Dealer,  Office  Equipment  Company,  Chicago,  IL,  in  the  top  10%  of  Steelcase  dealers  with  sales  

in  excess  of  $50M  annually.  Contributed  to  10%  growth  of  sales  per  year  by  winning  projects  with  Fortune  100  companies  • District  Sales  Representative,  for  Corporate  Accounts,  Small  Dealers  and  Education  and  Institutional  accounts  

ACCOMPLISHMENTS    President,  Calumet  Michigan  Chapter  of  Rotary  International    Board  President,  Hancock,  MI  Chapter  of  the  International  Red  Cross    Professional  Licenses  include:  Licensed  Securities  Broker,  Series  7  and  Series  63,  State  of  Michigan  &  Licensed  Insurance  Agent,  Life,  Health,  Annuities,  State  of  Michigan      

SUMMARY    Excellence,  not  average,  is  my  measure.    Taking  something  from  below  average  to  above  average  takes  a  great  deal  of  effort,  but  lacks  reward.  Transforming  something  strong  into  superb  is  much  more  thrilling  and  fulfilling.    Strength’s,  whether  mine  or  someone  else’s,  fascinate  me  and  need  to  be  maximized  and  capitalized  on  for  the  benefit  of  accomplishing  the  team’s  mission.  I  see  patters  where  others  see  complexity  and  “clutter.”    I  am  able  to  “see  around  the  next  corner”  by  constantly  asking  “what  if,”  thereby  seeing,  evaluating  and  accurately  maneuvering  around  obstacles.    My  intense  focus  makes  me  impatient  with  delays,  obstacles,  and  even  tangents,  no  matter  how  intriguing  they  appear  to  be.    When  I  see  strengths  in  others,  I  feel  compelled  to  nurture  them,  refine  them,  and  stretch  them  toward  excellence.  My  life  is  filled  with  goals,  achievements  and  qualifications.    Being  apart  of  “mediocre”  team  is  not  an  option  –  creating  and  contributing  to  a  team’s  excellence  is  my  goal…  and  my  reward.