Jerry Calhoun's Email Addresses & Phone Numbers

Vice President, Human Resources @ Telos Corporation From September 1989 to August 2000 (11 years) Director, Risk Management @ BDM Corporation From April 1986 to September 1989 (3 years 6 months) Vice President, Human Resources @ Halifax Engineering From April 1983 to April 1986 (3 years 1 month) District Director, Office of Federal Contract Compliance, Washington D.C...

Vice President, Human Resources @ Telos Corporation From September 1989 to August 2000 (11 years) Director, Risk Management @ BDM Corporation From April 1986 to September 1989 (3 years 6 months) Vice President, Human Resources @ Halifax Engineering From April 1983 to April 1986 (3 years 1 month) District Director, Office of Federal Contract Compliance, Washington D.C @ U.S Department of Labor From 1980 to 1983 (3 years) Principal Consultant @ Deep Water Point Arlington, VaChief Operating Officer @ KMS, Inc. Responsible for day to day operations, financial performance, recruiting, compensation and employee development. I was one of 3 owners/partners of the enterprise the successfully grew by 50% during my time at the organization From August 2003 to November 2005 (2 years 4 months) Chief Operating Officer @ Scendis Inc. Scendis was women owned, small businesss, focusing on diversity consulting and training for the U.S. Government and private enterprise. I was responsible for daily operations, business development, banking relationships, talent acquistion, talent management, and information services From 2000 to 2003 (3 years) Founder & CEO @ Silver Tree LLC Silver Tree is a human capital consultancy that focuses on assuring that HR organizations are operating in a highly effective outcome & result oriented based model. The driver is to reorientate traditional HR organizations from being process and control driven to assuring all efforts are focused on the growth and success of the businesses that HR supports. Success is measured by the active and successful integration of HR into the business model of the organization - a true business partner. Client projects have included Succession Planning, Career Development Planning, College Recruitment, Executive and Workforce Incentive Compensation Program, Executive Leadership Mentoring, Hi-Potential Identification and Development, Core Competency Identification and Development, Recruitment Process Enhancement and Acquisition, Merger and Workforce Integration Consulting Arlington, VASenior Vice President, Human Resources @ PAE PAE is an approximately $1.7 billion private equity enterprise with over 13,000 employees located on all 7 continents. PAE is a U.S. Government contactor providing services primarily to the Department of State, the Department of Defense and the United Nations. Responsibilites included human capital management, workforce realignment, acquisition integration, succession planning, performance management, HRIS, benefits, compensation, staffing, employee relations, and 30+ bargaining agreements .•Designed and implemented a new compensation incentive plan that focused on the needs of a company that required people to be focused on the achieving the strategic plan. Established 3 core plans: Corporate Leadership, Program & Support Leadership and Individual Contributors. Each plan established a framework that included the following elements: Target Incentives, Corporate Performance and Organizational & Individual Performance•A key goal was to identify and complete a meaningful acquisition that would open new markets and significantly expanding revenues. This resulted in identifying a large division of a major public company that had over 7,000 employees and revenue of $750 million. We closed the deal in May and completed the integration by September. I led the entire HR integration of the 7,000 employees and multiple benefit plans as well as additional unions and compensation systems •Consolidation of Benefit Plans. When I joined PAE we had a number of disjointed and cost inefficient benefit plans that reflected the legacy ownership, coupled the acquisition of another company the preceding year and 27 CBA's and the service contract act. My immediate objective upon joining PAE was to design and market a benefit strategy that would reduce costs, assure we were market competitive, and maintain the flexibility required to meet our CBA and SCA requirements and to have it in place for open enrollment 3 1/2 months after I got on board. This was achieved. From July 2012 to September 2013 (1 year 3 months) Arlington, VASenior Vice President, Human Resourcess @ Vangent, Inc, a General Dynamics Company General Dynamics acquired Vangent in September 2011. My focus was the alignment of the Human Capital Strategy with both the short term and long term strategic goals of the company. I responsible for all Human Resource functions to include benefits, compensation, staffing, employee relations, compliance, performance management, talent management, succession planning and HRIS. Senior Vice President, Human Resources March 2006 – September 2011Prior to the acquisition I was the SVP of HR for this private equity leading global services provider of information management and strategic business process outsourcing services, serving numerous federal agencies. As a member of the Executive Leadership team and a trusted advisor to the CEO and Board of Directors I led the transformation of HR, driving the implementation of new workforce strategies resulting in highly effective & efficient talent acquisition, talent management, total compensation, benefits, succession planning, employee relations, HRIS systems, compliance, and performance management. • Created and implemented a highly effective and collaborative HR Business Partnership model that assured alignment with the organization's strategic initiatives and business objectives with a maximum of flexibility, efficiency and effectiveness.• Implemented innovative employee retention and acquisition programs resulting in a significant improvement in the quality of hires, speed of hires and retention of direct billable positions and key leadership roles. Retention rates consistently exceed industry norms.• Led successful integration of strategic acquisitions as part of strategic growth• Implemented a new work force strategy based on the concept of identifying "Strategic" positions across the company that directly drives the key success metrics for the company. The outcome was significantly decreased costs, improved performance and the implementation of meaningful and effective result. From March 2006 to July 2012 (6 years 5 months) Fairfax, VaSr. Vice President for Human Capital @ Perspecta, formally known Vencore Pespecta is a $4.3B publicly traded company with 14,000 employees created in May of 2018 as the result of a merger of Vencore $1.2 B, USPS (a unit of DXC) $3.0 B and Keypoint. I was responsible for Human Capital for the $1.2B, 3,800 employee privately held Vencore company that provides systems engineering, data analytics, cyber security and applied research to the U.S. Intelligence Community, Department of Defense as well as other Federal/Civilian Agencies. In addition to Human Resources I had responsibility, at various times to lead IT, Real Estate & Facilities as well as Security. I was a lead for two major integrations i.e. QNA in 2014 to create Vencore and the merger of 3 entities to create Perspecta in 2018. A few key accomplishments were:• Designed a highly effective and cohesive Human Capital organization,that provided world class strategic human capital expertise in the areas of talent acquisition, benefits, compensation, HRIS, talent development, workplace management and business partner support. • Designed and delivered a robust Human Resources Information System (HRIS), Workday, that leverages Human Capital technology to complete benefits enrollment, performance management initiatives, and Human Capital related transactions. • Rebranded and launched a Human Capital Self Service Shared Services platform that provides employees with real time human capital answers. • Designed and executed the Family First Program which operates as a workforce management program ensuring employees are highly utilized across the organization. • Aligned disparate Performance Management and Merit Planning processes across the organization. • Created an agile Talent Acquisition organization. This team generated approximately 110 hires each month or over 1, 000 hires in a calendar year. Additionally, there qA a 10% reduction in the number of days to fill for direct funded requisitions. From April 2014 to June 2018 (4 years 3 months) Chantily, Va