reveillegroup

Employee Highlight: Clayton Dobry

Wed, 30 Mar 2022 13:49:16 GMT

What is your current role?
Business analyst supporting the SBA with analytical reports while maintaining data integrity.

What is your alma mater?
Christopher Newport University

What do you enjoy about working with Reveille?
I feel supported and am encouraged to grow professionally as well as pursue my hobbies out of work hours.

What do you enjoy most about working in consulting?
I really enjoy the problem-solving aspect that drives innovation.

What are you most proud of?
While in scouts I was able to reach the rank of Eagle scout. While that was quite a while ago, I learned valuable skills through that process that have helped me become the person I am today.

What is the most important things you've learned in the past five years?

Accepting and learning from failure. Over the past few years, I have taken up rock climbing and when pushing to the limit failure is almost guaranteed. Being able to accept and learn from mistakes allows for meaningful self-reflection that translates elsewhere in life besides the crag.

How would you describe yourself in a few words?

Trustworthy; Thrifty; Adventurous

If you have any questions or concerns, please contact connect@reveille-group.com

Employee Highlight: Leah Brodbeck

Fri, 14 Jan 2022 00:20:56 GMT

What is your current role?
I am currently the HR Assistant/Recruiter!

What is your alma mater?
Boston University, BA Psychology – 2016
George Washington University – MA Forensic Psychology – 2019
Currently attending Spalding University – PsyD.

What do you enjoy about working with Reveille?
I love the people and relationships that I have formed since starting to work for Reveille. I have met so many interesting people from all different backgrounds and have been exposed to many different fields which has led to personal and professional growth. I also love that Reveille supports my career goals and fosters my passions through different projects and career development.

What are you most proud of?
I am most proud of my acceptance into a Clinical Psychology Doctorate Program.

What is the most important things you've learned in the past five years?
I’ve learned to give myself grace. If the pandemic taught me anything, it is that work will always get done. Take the extra long shower, eat the snack, go out with your friends when you have the chance, because work will always be there.

How would you describe yourself in a few words?

Goofy; Passionate; Empathetic

If you have any questions or concerns, please contact connect@reveille-group.com

Employee Highlight: Scarlett Cruz

Tue, 08 Jun 2021 00:04:14 GMT

What is your current role?
I am an analyst with the Small Business Administration. I serve as a liaison between the technical team and the client to ensure we provide the veteran community with Grade A entrepreneurial support.

What is your alma mater?
James Madison University, Bachelor of Arts in Justice Studies with a concentration in Global Justice and Policy

What do you enjoy about working with Reveille?
I really enjoy knowing that I am not stuck in a specific set of standards and that I am able to utilize different skills sets in order to meet client needs. Consulting allows me to do meaningful work that is needed in the moment and requires flexibility to meet different goals.

What are you most proud of?
I am most proud of my transition to my current position which occurred during the middle of global pandemic.

What is the most important things you've learned in the past five years?
I have learned that patience really is a virtue -- not just to be practiced with others, but more importantly with oneself. It's when we dedicate sufficient time to patience that I think we find ourselves and those around us making positive strides and advancements that I don't think would have otherwise been possible.

How would you describe yourself in a few words?

Self-motivated; Perceptive; Conscientious

If you have any questions or concerns, please contact connect@reveille-group.com

Employee Highlight: Shelby Martinek

Thu, 14 Jan 2021 23:54:12 GMT

What is your current role?
I am an analyst with the Department of Veterans Affairs. My responsibilities involve scheduling and other interfacing work.

What is your alma mater?
Texas A&M University, Bachelor of Science in Business Management and Entrepreneurship

What do you enjoy about working with Reveille?
I really enjoy the amazing team atmosphere of Reveille Group. I always feel supported by my managers and teammates and am given the resources to excel in my role.

What do you enjoy most about working in consulting?
I enjoy the challenge that the consulting industry brings. I am an avid learner and have a natural curiosity for new information which is very beneficial in this industry. The shifting priorities and fast paced work environment allow me to develop new skills every day.

What are you most proud of?
I am most proud of my ability to jump into new situations quickly and my ability to learn new things on my own. Prior to working for Reveille, I was unfamiliar with the consulting industry but proved to be a natural through my hard work and dedication.

What is the most important things you've learned in the past five years?
I have learned that I can accomplish anything I put my mind to. I have discovered how self-motivated I am and realized that I thrive when I consistently raise the bar for myself.

How would you describe yourself in a few words?

Driven, Dedicated, Purposeful, & Grateful

If you have any questions or concerns, please contact connect@reveille-group.com

Employee Highlight: Matthew Meadows

Mon, 13 Apr 2020 19:11:20 GMT

What is your current role?
Senior Consultant – Software Developer

What is your alma mater?
Virginia Tech

What is your favorite thing about Reveille?

Reveille has been a wonderful company to work with filled with enthusiastic teammates.

What do you enjoy most about working in the management consulting industry?
The management consulting industry can allow employees to engage in up-to-date and ever-changing problems which need a dynamic solution.

What are you most proud of?
I am most proud of the hard work my wife and I have done to make our house a home for our family.

What is the most important thing you've learned in the past five years?
Learning to adapt to unique situations (both tasking and personnel) while focusing on completing the mission has been the most important skillset learned recently.

How would you describe yourself in a few words?
Family-oriented, compassionate, driven, curious, and silly.

If you have any questions or concerns, please contact connect@reveille-group.com

Creating a brand identity to increase value and competitive advantage

Wed, 15 Jan 2020 19:13:04 GMT

In a world where only the strongest brands win, a solid brand identity makes your organization visible, relevant, and unique.

Read on to learn about Reveille’s approach and impact!

READ MORE >

Reveille Group to Support The National Geospatial-Intelligence Agency

Thu, 09 Jan 2020 20:32:52 GMT

Reveille Group is excited to announce that our team will be supporting The National Geospatial-Intelligence Agency’s (NGA) Business Enterprise Service Division with an unclassified corporate capability study.

This effort is focused on the client’s business architecture and corporate applications. The study is to provide a comprehensive cost benefit analysis of where NGA’s corporate applications should reside and any possible impacts and risks of moving them.

For more information, please contact us at connect@reveille-group.com

Reveille Group, LLC Awarded $50M NIST Multiple Award BPA Contract

Wed, 05 Jun 2019 13:04:54 GMT

Reveille Group is excited to announce that our team was competitively selected as one of 5 total contract holders to support the Department of Commerce’s National Institute of Standards and Technology.

The scope of the contract is to provide strategic innovation advisory services. The objective of the BPA is to use multiple external Open Innovation Opportunities (e.g., crowdsourcing, live and online communities, software platforms, and services) to support NIST’s Public Safety Communications Research program.

For more information, please contact us at connect@reveille-group.com

Making Effective Human Capital, Data-Driven Decisions

Tue, 07 May 2019 15:59:07 GMT

Got data but don't know what to do with it? Read on to see how making data-driven decisions in the workplace can maximize success throughout an organization!

Finding your Spirit Animal in the Federal Workplace

Thu, 21 Feb 2019 14:27:06 GMT

Shamanic healers believe spirit animals are teachers that come in the form of an animal and have a personal relationship with us that gives us guidance, lessons, protection, power, and wisdom. In many ways, a spirit animal is a mentor, able to provide guidance personally and professionally (Intrigued? Stay with me here). To identify one’s spirit animal requires an exercise of introspection and assessment of one’s strengths and weaknesses. Over the past five years, the concept of spirit animals has steadily increased , and despite the typical humor associated, the core concept may have a meaningful purpose for client-focused services organizations and their professionals. Taking the time to assess internally one’s capabilities and personality traits may boost our effectiveness in the workplace and with clients. Likewise, identifying your clients’ individual and group (“herd” if you will) spirit animals may pay dividends when it comes to interacting and advising.

As consultants, we have the responsibility of being objective advisors to our clients but must do so in a way and manner that resonates with their culture, leadership, and stakeholders. When we are perfectly in tune with our clients, the opportunities for progress and optimization seem endless. However, this isn’t always the case. There will be times when you and your client are talking past one another and operating on different wavelengths. Typically, these types of client issues trace back to a breakdown in communication and/or common understanding. It is the most successful consultants that can recognize this breakdown and quickly adjust their own emotional intelligence (EQ) and communication style to fit the context and environment they are facing. They can do this because they already know their personality traits, their strengths, their weaknesses, those of their client, and have strong EQ – in other words, they know their spirit animal and those of their client.

EQ is an individual’s ability to recognize their own emotions and those of others, discern between different feelings, use emotional information to guide thinking and behavior, and manage and adjust to adapt to environments and achieve one’s goals. It has become a critical focus area for many organizations, to include those in the management consulting industry. As consultants aim to increase and improve their EQ and ultimately their connection with clients, it’s critical to realize that one size does not fit all. Meaning that the approach to realizing better EQ isn’t standard for every person – we’re all individuals, after all. Personality traits and position on the introversion/extroversion spectrum considerably impact emotional intelligence. Understanding how our traits affect our EQ is a first step to becoming our most effective selves.

How can we keep track of which traits work with which clients? Enter relationship mapping. It is the conscious and strategic effort of aligning your team with your clients based on a variety of factors to include personality traits, influence, wants, and needs. The idea is to map your resources to key client stakeholders. Additionally, the mapping should incorporate how well each relationship is serving the project , the specific goal for each relationship, stakeholder risks, and who may be impacted by what you’re doing. Client relationships are more important than ever – individual relationships between your team and decision makers within the client organization can help cut through the chaos that occurs when we navigate high-stakes, complex initiatives. While relationship maps are visuals that historically require tedious updating, several software platforms are currently available to assist in analyzing and linking data from vast sources to create more dynamic maps. Relationship maps can take on many different formats - the example below visualizes a relationship map used for a hypothetical client.

While EQ is a flexible set of skills, personality is the stable style that defines us . It is hard-wired preference, to include inclination towards introversion or extroversion. Although personality can’t be used to predict EQ, it’s a consideration when understanding why we are the way we are and how we can grow our EQ. One trait is not better than another. For context, according to “Quiet – the Power of Introverts in a World that Can’t Stop Talking,” by Susan Cain, since the 1950’s, extroversion has been considered the more preferred trait (opposed to introversion) in that it often means inclination to social atmospheres, gregariousness, confidence, and better overall fit within society. While extroversion has its place and is very effective in forming relationships, achieving goals, etc. – it isn’t the only way to be effective. She also explains that people, who are in situations where they must exhibit a trait not core to their personality for extended periods of time, can experience stress, anxiety, and burn out (as if there weren’t enough things causing these symptoms, right?). It’s no surprise when we experience these symptoms, we’re not our best selves. And if we’re not at our best, how can we provide the best value to our clients?

The difficulty lies in recognizing when you may not be the most effective person for the job. We want to be successful, the one who can handle it all without fault, the one who naturally clicks with every client. It isn’t realistic,

and that’s okay. When we fail to recognize we’re not the best person for the job, it hurts our entire organization, not to mention the client. Ask yourself, can you form a realistic view of yourself? Do you truly understand your strengths and weaknesses (I’m not talking about the weakness that you “care too much”)? And do you have the personal courage, self-awareness, and integrity to admit when you may not be the most effective point of contact for a client? Although counterintuitive, we can boost our effectiveness even when we aren’t the right person for the job.

Seem like a lot to consider? It is. However, we can’t afford to remain blissfully unaware, especially if we aim to form effective teams and establish ourselves as leaders within our organizations and to our clients. As we strive to realize our most effective selves, we can leverage our spirit animals as a mechanism to channel various traits to reflect, understand, and act.

Bottom line - whether you aim to embody the group-oriented orcas, the introverted meerkat, the confident and strong brown bear, or a mix thereof , 1) focus on your ability to adapt to changing environments, 2) leverage the strengths of your team, and 3) increase value to clients. You and your clients will see the value in return!

Reveille Group, LLC Awarded University of Virginia Strategic Support Services Contract

Mon, 10 Sep 2018 00:00:00 GMT

Reveille Group is grateful to announce that we were selected as a contract awardee to support the University of Virginia in higher education strategic advisory support services. This contract provides the university with a wide range of strategic services, including executive coaching, organizational development, group facilitation, transition planning, strategic advisory and analysis, and policy development.

“As a proud alumna of the university, I’m thrilled that we have the opportunity to support its strategic vision as a leading public higher education institution.” – Selah Rhodes, COO

For more information, please contact us at connect@reveille-group.com.

Lean Six Sigma and Project Management - Are They Better Together?

Thu, 02 Aug 2018 16:00:56 GMT

Introduction
According to the 2017 Global Project Management Survey Pulse of the Profession report , 12% of the global organizations studied, operating in a variety of industries from the government, to information technology, and financial services, were categorized as Under-performers.

Of the projects that failed,

A lack of clearly defined or achievable milestones and objectives to measure progress was the primary contributor (37%)
Within the federal government, only 64% of federal initiatives met their goals
Government entities lost a staggering $101 million for every $1 billion spent on projects and programs according to a 2016 survey from the Project Management Institute (PMI)

For project managers, increasing productivity is an omnipresent goal. To reach this goal, it is essential to be aware of the vast array of methods and tools that have gained influence as best practices for planning, managing, and delivering projects. Although PMI has indicated an upward trend in completed projects globally, organizations can further benefit from removing waste and reducing variation through Lean Six Sigma practices in project management and execution. Alternatively, there is a benefit in applying project management principles to Lean Six Sigma projects to ensure successful completion as well. Across both frameworks, the idea is to follow a repeatable process aimed at creating successful outcomes. To better understand how integration is possible, it’s critical to define and baseline our understanding of both project management and Lean Six Sigma.

What is project management?

According to the PMI , project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. It is equally important to understand that a project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.

Project management processes fall into five groups: Initiating, Planning, Executing, Monitoring and Controlling, and Closing. Drawing on ten knowledge areas: Integration, Scope, Time, Cost, Quality, Procurement, Human resources, Communications, Risk management, and Stakeholder management, as visualized below:

On the surface, it’s logical that management within any organization would care about these aspects, but project management provides a specific focus to accomplish goals and objectives bound by budgets, schedules, and resources. Lean Six Sigma also offers a standard approach for achieving organizational goals and objectives.

What is Lean Six Sigma?

As defined by the American Society for Quality (ASQ), Lean Six Sigma is a fact-based, data-driven philosophy of improvement that values defect prevention over defect detection. It drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time while promoting the use of work standardization and flow, thereby creating a competitive advantage. It applies anywhere variation and waste exist. The DMAIC (Define, Measure, Analyze, Improve, and Control) methodology is most commonly used to execute Lean Six Sigma projects.

Successful users of Lean Sigma start with the lean approach, focusing on efficiency and effectiveness, reducing waste, and improving understanding. To dive deeper, Six Sigma statistical tools are applied to fix process problems further. In either case, strong management support is an organizational requirement for leveraging Lean Six Sigma. However, in the spirit of continuous improvement, there’s more that can be done.

Integration for better outcomes

Organizations across the globe can attest to the benefits of using a standardized approach to ensure successful project outcomes but can their effects be multiplied when used together?

The Six Sigma methodology DMAIC offers a structured and disciplined process for solving business problems. Its tools are used to identify root causes for the defects in processes that keep an organization from providing its customers with the consistent quality of products or services the customers require on time and at the most reasonable cost. Lean Six Sigma work is typically done through cross-function teams that manage the project. However, the methodology does not address the management of the project itself.

Project management’s tools and techniques focus on attributes of a project such as development, execution, control, and closing. There is an assortment of tools that are used throughout the project to manage the project to completion. Work breakdown analysis, schedule development, risk analysis, scope definition, status reporting and cost budgeting are common processes that project managers use to plan, execute, control and close projects.

Organically, Six Sigma Project Management Tools include project identification and selection methods, basic team development approaches, basic project planning and control tools, and post-project evaluation methods. However, there are challenges to confront when using Lean Six Sigma. An organization that relies solely on Lean Six Sigma to run its projects may experience issues with control of the project process. By taking the process control strength of project management and combining it with the troubleshooting strength of Six Sigma, an organization can create a consistent, controlled, and predictable process troubleshooting system. In fact, the project management approach, tools, and processes can be leveraged to complete a process improvement project. However, to leverage both approaches effectively, understanding the relationships between key elements is critical to realizing efficiencies between the two.

There is a strong relationship between scope and quality. Similarly, there is a solid relationship between time and cost. For example, a project can be completed faster for an additional expense. There is also a clear relationship between quality and cost. Poor quality increases total project cost due to rework and other failure costs. Indeed, there are strong relationships among various project parameters. We separate them to study and analyze each of them carefully while recognizing that each project parameter is related to other project parameters. Six Sigma tools used for measurement of the problem – Gage Repeatability and Reproducibility (R&R), Failure Modes and Effects Analysis (FMEA), and control plans – can be used within these project management areas. Throughout the project management lifecycle, these tools allow management to make informed decisions to move from phase to phase. The tools of both project management and Six Sigma can be placed in this lifecycle to plan, act, do, and check for a process improvement project. Additionally, the phases of both methods are related and can be blended for further enhancement. Specifically, the Lean Six Sigma DMAIC and project management methods can be integrated for project use as visualized below:

Common Pitfalls and Misconceptions

While there are tangible benefits of integrating Lean Six Sigma and project management methodologies, pitfalls and common misconceptions can still derail a project. Blending methodologies is not a one size fits all – the method should be aligned with the scope, complexity, budget, and timeline of the project. It’s up to project leaders and teams to determine which process and tools will best increase the probability of project success. Additionally, expectation management is key when using both frameworks together. In most instances, most new projects will not achieve Six Sigma level of performance – but it does set up high-quality standards and a mechanism to achieve project goals. Lastly, ensure the right resources are part of the project team to integrate and leverage tools from both frameworks. A team with no Lean Six Sigma or project management experience attempting to leverage tools from the lesser known method may ultimately result in frustration and abandoning the idea altogether.

Conclusion

Overall, integration of the two methods is achieved by combining the management aspects of project management and the data and analysis aspects of Lean Six Sigma. For organizations that only use project management within their system, Lean Six Sigma provides the enhanced ability to target customer needs and measure performance during project execution and monitoring using various technical and statistical tools. Additionally, the methodology of project management could benefit from the data and techniques of Lean Six Sigma in decision-making processes that promote a more evidence-based approach to factors that are critical to quality and for the customers.

Reveille Group Honored with Two Accolades in 2018 American Business Awards®

Wed, 02 May 2018 17:19:41 GMT

Reveille Group is thrilled to announce that we have been awarded a Gold Stevie for Small Company of the Year in the Business & Professional Services category, as well as a Silver Stevie for Veteran-Owned Business of the Year. These honors recognize Reveille’s exceptional leadership, continued commitment to service, and the high performance, collaboration, and innovation that our team strives to provide our clients in support of their organizational goals, objectives, and mission.

The American Business Awards (ABA), also known as ‘The Stevie’s,’ are the nation’s premier business awards program, recognizing the accomplishments and efforts of businesses across the country in a variety of categories, covering every aspect of the workplace. We are proud to have been chosen among the many highly qualified small and veteran-owned businesses and are excited to have the opportunity to continue our commitment to providing each client with comprehensive and sustainable solutions that best meet their organizational needs.

As Reveille continues to grow, we remain focused on building genuine and longstanding relationships with our clients and partners. With the recent ABA awards, we look forward to having the opportunity to further expand our service as leaders in the small business and veteran communities.

For more information, please contact us at connect@reveille-group.com.

Enterprise Risk Management: Why Federal Agencies Need It and What They Need to Know

Thu, 01 Feb 2018 20:22:59 GMT

The Global Risk Landscape
Globalization, be it good or bad, reinforces the importance of comprehensive enterprise risk management. Information can now be broadcasted around the world in mere seconds and can be shared with viewers in every single country. Polarized groups from around the world, whether they be politically, socially, or economically charged, can now leverage technology unlike ever before, enabling research, sharing, and/or organizing to be done in real time.

The birth of globalization, technologies, and real-time communication platforms, also brought about the opportunity to develop and disseminate misinformation masquerading as facts, often painting any opposing viewpoints in an overwhelmingly negative light. And since
such groups are no longer bogged down by wait time, their targets (or opponents) are no longer afforded an opportunity to react.
With this worldwide shift in information sharing, accordingly to the World Economic Forum’s (WEF) 2017 Risk Report , anti-establishment populism and increasingly divided societies both topped the list in the global risk landscape. However, organizations, specifically federal agencies, can proactively manage the risks impacting their strategy through effective Enterprise Risk Management (ERM) and realize key organizational benefits while side-stepping potential pitfalls.

Why should it matter to federal agencies?
Within the federal government space, agencies are not immune to those risks affecting organizations around the world. As referenced by the Government Accountability Office’s ( GAO ), “federal managers often handle complex and risky missions, such as preparing for and responding to natural disasters, and building and managing safe transportation systems.*” And while risks may arise from a variety of external and internal environments, to include economic, operational, and organizational change factors, all could negatively impact an agency’s ability to meet goals and objectives if not managed effectively.

Additionally, recent Office of Management and Budget (OMB) policy changes are setting the stage for federal agencies to implement appropriate risk management processes and systems to identify challenges early, bring them to the attention of leadership, and develop solutions. Specifically, policy changes to OMB Circular No. A-123 modernize existing requirements to improve accountability by requiring agencies to implement an Enterprise Risk Management (ERM) capability (requirements became effective in FY17). Risk management is not just a compliance department (anymore)- it’s a driver of an agency’s enterprise and sustainable strategy.

ERM provides a better way to anticipate and manage risk across an agency. It is a principles-based approach to managing, not eliminating, risks and provides transparency at the enterprise level around the most significant risks to the organization. Through implementing ERM, risks are identified and assessed in strategy setting across the entire enterprise, geared towards the achievement of strategic objectives.

Requirements for Success
For an ERM program to be effective in directing and controlling risks, key elements must be integrated into the ERM program development process:

Standardized methodology
Integration into strategic planning and decision-making processes
Shift to a culture of risk management
Change management (how an organization transitions from current state to future state and how quickly)
Organizational maturity in 7 behavioral attributes:

Adoption of an ERM-based approach
ERM process management
Risk appetite management
Root cause discipline
Uncovering risks
Performance management
Business resiliency and sustainability

Key Benefits and Challenges of ERM
Beyond implementing an ERM program to meet OMB requirements, federal agencies receive key benefits when adopting ERM. Through ERM, their organization can:

Gain a cultural understanding of the importance of sustaining high credibility as an agency
Afford the opportunity for leadership to make more educated decisions
Increase knowledge and understanding of risk across the organization
Improve risk culture
Align risks with agency/program goals and objectives
Provide a more efficient and effective means of managing risk
Foster agreement on core values and on the necessity for a broadly integrated risk management approach

However, agencies should have awareness and understanding of key challenges that may become present during program implementation to include:

Providing the appropriate foundation, assessment, and management platform
Insufficient sponsorship of ERM at the executive level
Positioning ERM as a strategic management practice and not as an additional task
Managing competing priorities (key ERM staff participate in initiatives that are risk-related but do not directly support the implementation of an ERM program)
Ensuring compliance with Federal government regulations and requirements
Lack of understanding of risk management and/or qualified risk management professionals and expertise
An internal culture prone to siloed operations

Recommendations for Getting Started
Implementing an effective ERM program may seem like a complex and costly endeavor, but there are actionable steps agencies and organizations can take to incrementally shift in the right direction of building a robust ERM capability. At a high level, there are underlying themes that provide a useful foundation for taking initial steps and navigating resistance to ERM adoption**:

Building off these themes, the initial action steps below are recognized as best practices for implementing ERM:

The world continues to shift rapidly as do the risks facing organizations around the world. Federal agencies and organizations alike require a systematic approach to proactively identify, assess, respond to, and monitor risks that threaten the achievement of their strategic objectives. While it is not possible to eliminate all risks, Enterprise Risk Management provides actionable steps to better plan for and manage them. Take the first step – after all, “The worst thing you can do is nothing” – Theodore Roosevelt.

*GAO, Enterprise Risk Management: Selected Agencies Experiences Illustrate Good Practices in Managing Risk (December 2016), 2. **COSO, Embracing Enterprise Risk Management, (January 2011), 7-13.

Wreaths Across America Campaign Recap: Thank You For Your Support!

selah.rhodes@reveille-group.com (Reveille Group) — Tue, 19 Dec 2017 00:00:00 GMT

On behalf of everyone from Reveille Group, we would like to say thank you to everyone who participated and contributed to our Wreaths Across America Campaign! Whether you attended the event, donated money, or helped spread the word, your efforts helped us reach our goal of $5,000! With this donation, we were able to donate 300 wreaths, which were placed on the graves of the honorable men and women who served our country.

To participate in such a wonderful cause, along with thousands of people from across the country, was truly a humbling experience. We hope to make volunteering with Wreaths Across America a Reveille tradition for many years to come. We understand that none of this would be possible without your contributions and continued support and we cannot thank you enough. From all of us at Reveille Group, we wish you a happy and healthy holiday season!

Wreaths Across America

Mon, 04 Dec 2017 00:00:00 GMT

Reveille Group is proud to be participating in Wreaths Across America again this year. Each December, on National Wreaths Across America Day, thousands of volunteers spend a few hours of their day placing wreaths on the graves of our nation’s fallen heroes.

What started in 1992 as a personal act of kindness, has grown to be a nationally recognized organization dedicated to honoring our country's fallen heroes. Wreaths Across America has laid over 700,000 memorial wreaths at over 1,000 locations across the United States; bringing together volunteers, veterans, and hundreds of organizations to:

1. Remember - our nations fallen U.S veterans,

2. Honor - those who serve,

3. And Teach - the next generation the value of freedom.

Please consider contributing to our donations page https://fundly.com/wreaths-across-america-2017 , so that every fallen veteran can be honored this holiday season. Just $15 will sponsor 1 wreath for a child, a parent, a neighbor, or a friend who you’d like to honor and remember.

Thank you for all that have already contributed to our campaign. With your help, we have already raised close to 50% of our target funds.

Wishing you and yours all the best this holiday season,

Selah & Wayne

Finding Your WorkFLOW

Tue, 24 Oct 2017 00:00:00 GMT

When was the last time you felt overwhelmed while at the office? If stress dominates your every work day, you’re certainly not alone. According to the American Psychological Association (APA), over 65% of Americans list work as their top source of stress, and over one-third report experience workplace stress for a prolonged period of time. Workplace stress continues to rise each year and with it, so does the rate of absenteeism. How bad is it? According to The American Institute of Stress ,

An estimated one million workers are absent every day due to stress

And job stress is estimated to cost the US $300 billion annually due to accidents, diminished productivity, and employee turnover.

As a full-time professional, you spend a minimum of 40 hours a week focused on your work, or nearly 2,000 hours a year. Such an extensive amount of time spent on work, in addition to all of life’s demands and stressors, can take an incredible toll on your mental health and ability to perform, reinforcing the importance of demonstrating emotional intelligence (or EQ) to reduce stress and gain perspective.

What does EQ mean and how does it affect our professional life? At its core, EQ refers to your capacity to recognize, understand, and manage you own emotions, in addition to your capacity to recognize, understand, and influence the emotions of others. If you boil this definition down a bit further, it refers to each individual’s mindfulness and self-awareness. With workplace stress continuously on the rise, it shouldn’t come as a surprise that employers are starting to value EQ over IQ. In fact, according to the World Economic Forum’s Future of Jobs Report , emotional intelligence is expected to become one of the top 10 job skills by 2020. Wondering why employers have started to place such an emphasis on emotional intelligence when making hiring decisions?

Eight Reasons Why Employers Seek Candidates with High EQ

1. They Can Handle Pressure. They tend to have better coping mechanisms and healthy support systems in place to handle higher levels of stress.

2. They Appreciate and Collaborate with Others. They understand the importance of teamwork, and have well-developed people skills that help them in building relationships.

3. They Listen. They pick up on people’s emotions through tone and body language.

4. They Take Feedback. They tend to be less defensive and more open to feedback, especially when it involves areas for improvement.

5. They Are Empathetic. They build trust and cohesiveness among team members.

6. They Set Good Examples. They don’t get easily flustered when things don’t go according to plan.

7. They Make Careful and Comprehensive Decisions. They leverage their mindfulness to make better judgements about how their decisions will impact others.

8. They Have Found Their WorkFLOW. They utilize their awareness to become fully immersed and focused, aiming to tackle one problem or task at a time.

Leveraging Mindfulness to Optimize Your WorkFLOW

The key to finding your WorkFLOW is to focus on your awareness - remaining present and in the moment. Practicing mindfulness, even for just a few minutes a day, can keep you in control of your feelings – allowing you to stay cool under pressure, be proactive, bounce back from failure, and build meaningful and lasting relationships in the workplace. In fact, data taken from Google’s “Search Inside Yourself” (SIY) Leadership Institute, demonstrates that employees who practice regular mindfulness and meditation tend to be happier and more engaged.

Practicing Mindfulness During the Work Day

The most common way to practice mindfulness is through meditation which, believe it or not, doesn’t require sitting cross-legged and/or chanting in your swivel chair. Five minutes of focused silence can be enough to center your thoughts and put your day back on track.

While stress and worry are both a part of life, they shouldn’t control your life. Mindfulness allows you to control your emotions and can make you a more productive member of the team. When picking up a new mindfulness practice, always remember to treat yourself with the same respect that you’d show a colleague: be prepared, understanding, focused, and gracious. And should you need a little help along the way, there are plenty of popular tools out there to help, such as Headspace and Calm , guiding you through exercises that can done in a matter of minutes, from when/wherever you may find yourself in need of calming.

Start practicing mindfulness to increase your emotional intelligence and find your WorkFLOW. Your mind and your work will thank you in the long run.

Finding Opportunity When Faced With Adversity

Wed, 12 Jul 2017 00:00:00 GMT

Physical Activity – Renewed Purpose

As Veterans, active duty service members, spouses, family members, donors, and industry business leaders arrived at the prestigious Plaza Hotel in New York City, for the Honoring America’s Wounded Warfighters Gala, it was hard not to be drawn to the bright lights and skyscrapers of New York City. I attended this same event a few years prior, and at that time, I had no clue how participating in sports again would positively impact my life and future.

As I sat there waiting for the event to start, I reflected back on my younger years. I quickly realized that some of my biggest moments and life accomplishments have revolved around sports. When I was thirteen years-old, I remember hitting my first grand-slam in baseball. Around that same age, I hit the game-winning shot in middle school basketball, advancing our team to the championship game. And in high school, I remember making that crucial tackle in the football game to stop our opponent from scoring the game winning touchdown. Sports, and the impact that they’ve had on my life, will always be something to remember.

While in recovery at Walter Reed Army Medical Center in Washington, D.C., I was barely able to walk a few feet on my own and spent most of my days participating in physical therapy. Being faced with this new obstacle, I started to feel a funk coming on. It got the point where I really didn’t want to leave my room, let alone attempt to participate in physical activity. I needed a change. I needed something to re-energize myself again. And just like that, I was almost instinctively drawn back to sports for that spark. I knew that being able to participate in sports again would be one of my biggest keys to a successful recovery, now I just needed to prepare myself for the long journey ahead.

From Small Steps to Shredding Slopes

Amidst my road to recovery, I was introduced to Disabled Sports USA (DSUSA) and their Warfighter Sports Program. The mission of Warfighter Sports is simple; to provide adaptive sports to severely wounded Service members and Veterans. My first event with DSUSA was at their Hartford Ski Spectacular in December of 2010. They paired me with an adaptive snowboarding instructor and attempted to teach me how to snowboard. By the end of the week, after several falls and face-plants, I was able to successfully ride down the mountain and enjoy myself. This was the first time since my injury that I felt independent, confident, and empowered again.

Successfully being able to snowboard finally gave me the confidence that I was so desperately lacking. The confidence that I gained from that trip allowed me to able to challenge myself again. Since then, I’ve participated in several adaptive sports programs offered through DSUSA‘s Warfighter Sports Program and their partners. Sports are fun, there’s no denying that, but the impact from sports goes much further than just being “fun”. Like being in the military, participating in sports encourages comradery, requires teamwork, demands focus, instills confidence, reinforces discipline, and develops self-pride and one’s awareness. It’s safe to say that sports fueled my recovery and ultimately helped me find myself and my purpose again.

Author: Wayne Waldon
Physical Activity – Foundation for Fulfillment

I too had the opportunity to attend the Disabled Sports USA (DSUSA) Gala with my good friend Matthew, and it was an amazing experience. Before going further I wanted to thank once again all of the Sponsors who provide DSUSA the means to have transformative impacts for not only our nations Veterans but all those that participate in disabled sports.

Sports gave me the confidence to continue pursuing my dreams and provided a support mechanism through the relationships formed during these endeavors.

Why should any of this matter to you or anyone taking the time to read this article? It is my hope that you will find that “spark” that makes your life more fulfilling, enjoyable, and healthier. Balancing the unique obligations/commitments that we all face; family, work, school, etc., it’s important to make time for whatever physical activity/pursuit brings you happiness.

Making an effort to include activity in your routine will provide benefits in every other aspect of your life. If you’re already doing this, wonderful. If not, I would recommend spending some time to figure out what the best fit is for you, and to start making incremental changes to incorporate this activity into you routine moving forward.

Stay committed, and you will be amazed looking back at where this will take you.

Reveille Awarded GSA Professional Services Schedule (PSS)

Fri, 02 Jun 2017 00:00:00 GMT

Reveille is proud to announce the recent award of our General Services Administration (GSA) Professional Services Schedule (PSS) as a Service-Disabled Veteran-Owned small business and HUBZone business. PSS provides existing and prospective Reveille government partners with a valuable platform for the procurement of our comprehensive and strategic management consulting services. Reveille’s work aligns perfectly with this contract vehicle, and we are thrilled to be able to offer our services below to federal clients:

Strategic Advisory Services
Integrated Consulting
Data Analytics and Visualization
Business Process Improvement
and more!

Through PSS, Reveille now offers streamlined access, pre-negotiated discounts, and an enhanced and time-saving process to access our firm’s core capabilities. For more information, please contact us at connect@reveille-group.com .

All the best,

Selah and Wayne

Leveraging Curveballs to Shape Future Successes

Thu, 06 Apr 2017 00:00:00 GMT

Have you ever taken a step back to look at how the chapters of your life have unfolded to-date? I recently had the privilege of being a guest at The Sentinels of Freedom Scholarship Fund Annual Gala. While at this wonderful evening, in support of an amazing organization, I found myself reflecting on previous chapters in my life: my time in the military, my injury, and ultimately, my recovery. As I journeyed down memory lane, I was once again reminded of my good fortune, and sometimes that when life throws you a curveball (baseball is starting up again and seemed like an appropriate metaphor), you need to take a step back and focus on the things you can control.

Curveball Context.

I once had the greatest job in the world, serving in the U.S. Army Infantry. But in 2007, I was injured by an IED and was sent to Walter Reed, to go through treatment and subsequent recovery. As I went through Occupational Therapy, I couldn’t help but wonder:

What am I going to do once I’m out of the Army?
Where am I going to live?
Do I go back to school, or should I go back to work?
What’s my life going to be like post-injury?

As luck would have it, I was soon introduced to Mike Conklin, the CEO of Sentinels of Freedom, whose mission is to assist severely wounded and injured post-9/11 veterans, by providing tailored support that helps them transition back into civilian life. As I spoke with Mike, my future, that once seemed so unsure to me, began to look far more manageable.

A New Mission.

Sentinels of Freedom Scholarship Recipients in attendance during the 2017 Annual Gala. Pictured (L-R) are Venol Raymond (Army veteran), Jason Church (Army veteran), Wayne Waldon (Army veteran), Paul Nawrath (Marine Corps veteran), and Michael Thompson (Navy veteran).

For the support that I received from the Sentinels of Freedom and their advocates, I will eternally be grateful. The impact they’ve had on my life, and the 292 veterans that they’ve helped to date, cannot be overstated. Since exiting from the Army in December of 2009, and receiving my MBA from Georgetown’s McDonough School of Business (while working full time for General Dynamics IT), I was constantly reminded that all of us struggle and that sacrifices must be made. Ultimately, it was the knowledge and skills gained through these life experiences that gave me the confidence to take the next step in my professional career.

In 2014, I decided to take a leap of faith with a colleague and friend, Selah Rhodes. We decided that with a passion for developing solutions and a vision of creating something bigger than ourselves, we’d start a business, which is now known as Reveille Group. Together we continue to look forward to each day that we spend growing our organization, one that fosters the same type of comradery and culture that make for high-performing teams in our nation’s military. An organization that leads to genuine relationships with our clients, as we work with them in achieving their goals.

Lessons Learned.

Here are four valuable lessons from my recovery and transition back into civilian life that have taught me how to succeed in business.

1. It takes a team. The Army is all about service leadership. But what does that actually mean? To put it simply, even though you may be in a position of “authority”, your responsibility is to those you have been entrusted with leading. From this perspective, you quickly realize that individual accomplishments pale in comparison to team achievements.

2. Be present. Live in the moment. As cliché as it sounds, I now realize how much stress and frustration were a result of not being mindful of this. Having clarity of purpose, or in other words, being fully engaged is essential to even routine, daily activities, because committing your attention to the task at hand will lead to enhanced results.

3. Assess the situation. Before making any major decision, have a clear understanding of the current situation and potential outcomes. Conduct your due diligence, ask the right questions, and understand the complexities of the situation. This process can take minutes, days, or even months; and though we’re often driven to “quickly fix” the problem, exercising discipline/patience on the front end will result in a superior outcome down the road.

4. Take (calculated) chances. Perhaps my own personal viewpoint, but life is more fun if (and when) you do. I’m fortunate to be here today and my experiences to-date have only reinforced my belief that one of the most egregious disservices one can give themselves is living with the “what if…” or “I wish …”. Whatever the outcome, have the courage to pursue something and learn from the experience.

Taking One Step Back to Take Two Forward.

As I take a step back to reflect on the progress we’ve made to date, I’m excited for what the future holds for Reveille Group and look forward to facing the challenges (and curveballs) that may lie ahead for us. I look forward to bringing everything full circle as I begin another life transition - from Sentinels of Freedom Scholarship recipient to one day serving as a contributor and continued supporter.

In closing – eternal thanks always to the men I served with overseas and love to my family.

I continue to be excited about my “new” family, Reveille Group, and where this next inning will take us.

Wishing all the best of fortune,

Wayne

Breaking into the Consulting Industry: How Young is too Young?

Wed, 01 Mar 2017 00:00:00 GMT

Have you wondered whether the market for young C-suite executives is only reserved for Silicon Valley geniuses or fashion bloggers? Well, three years ago, Wayne and I wondered this exact question as we were faced with the opportunity to start a consulting group from the ground up. When we started doing the research, we immediately realized that the odds of success may never be in our favor. Unless of course, we’d be willing to wait another decade.

The Numbers Don't Lie

The average age of a successful startup founder is 40 , states TIME Magazine .
Millennials are starting fewer businesses today than Baby Boomers did when they were the same age , according to the Kauffman Foundation .
Across all industries, the average business owner is over 50 years old . But perhaps even more notable is that veteran-owned businesses are overwhelmingly run by proprietors that are over the age of 55 , according to the U.S. Small Business Administration .

In fact, when compared against other small business owners, veterans are starting companies much later in life than that of their civilian counterparts. So there we were, two young professionals, hoping to build a veteran-owned consulting firm, with the odds (quite literally) stacked against us.

Like many of our esteemed industry colleagues in the federal consulting space, we didn’t have 20+ years of individual industry experience, this wasn’t a second career for us, and we weren’t retired executives with powerful client connections. Starting in the consulting/professional services realm, we also weren’t attractive targets for venture capital or private equity start-up funding. In case you already may be aware, there isn’t exactly a “buzz” centered on federal consulting start-ups.

So, how would we break in? How would we be successful? Were we premature in taking this jump? Perhaps, but as the great educator and consultant Peter Druker once stated, “the best way to predict the future is to create it”.

Three years later, we’re overcome with joy, gratitude, and if I’m being frank with you, we’re still honestly in a bit of shock that we’re not only still in the game, but that we’re thriving. Now don’t get me wrong, Wayne and I are still in the trenches together – building, sharing, and maintaining our brand, running down business leads, operating as “jack of all trades”, and inhaling wisdom and tips along the way.

But the fruit of our labor is shown in the strong group of talented, driven individuals that we’ve been grateful to bring on to our team. They drive the mission of Reveille, providing sustainable and strategic solutions to our clients – and being able to have them carry the torch on projects, without sacrificing quality or innovation, is our biggest success to-date.

We certainly don’t have everything figured out, but we’d like to share three insights for breaking into the consulting space - all learned along the way on our personal journey so far (some even earned with a few bumps and bruises).

Three Tips for Breaking into Consulting

1. Cultivate the connection with potential clients and partners: You’ve heard the typical advice to learn your elevator pitch – that certainly rings true. But when your potential clients are hearing hundreds of pitches in their day-to-day – how do you break through? By quickly finding and bridging a connection with them. What is their problem that you can fix? How can you highlight your company’s sincerity, business savvy, and innovation? It’s many times that these first impressions build ties that bind and get you your first big break.

2. Invest in innovative infrastructure: If you’re going to be a one-person consulting firm, this may not apply. If you’re looking to build something bigger than yourself, you’re going to need to invest in building an infrastructure that attracts and retains top consulting talent. Benefits, recruiting, mentorship, timekeeping, payroll, and more. Luckily, there are a ton of innovative, cost-effective businesses built on re-thinking how these components work – assess the balance of your needed cash, functionality, and scalability to determine what works for you.

3. Find the right people for today and the future: When you’re recruiting for your first project on top of all your other duties, finding the right person for the task can take more time than you think you can spare. Take the time to find the right talent – and envision your hires as not just butts in seats, but investments in your future. Can you find the person who will execute this project, but also drive just as hard to see your consulting company succeed? Will they be in the trenches with you on a critical deadline or to support future growth?

Though we now have a bit more confidence when we tell people we work for Reveille Group after three years, we’re still learning and evolving the concept of what it means to be young, startup- minded executives building a federal consulting practice - figuring out what the future outlook is and how we plan to get there. We hope you’ll join us for the next stretch of this journey by staying engaged with us. Check back frequently for future posts, and be sure to follow Reveille Group on Facebook , LinkedIn , and Twitter .

All the best,
Selah and Wayne