Brenton Briggs

Experience

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  United States Marine Corps

  Jul 1985 - May 1993

  Non Commissioned Officer
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  US Army

  Jan 1995 - Nov 2013

  Served as the Business Process Improvement Senior Master Black Belt, for planning and directing continuous improvement initiatives for the Army Reserve. Program objectives were to streamline operations, eliminate waste and non-value added processes to improve efficiency, effectiveness and to reduce costs. Acted as change agent to instill continuous process improvement culture throughout the Army Reserve. Served as the senior advisor on continuous improvement initiatives. Negotiated effectively with management to accept and implement recommendations which required extensive changes to policy and procedures often times were in conflict with the organization or activity studies. Led a team that cut a maintenance service program from 405 hours to less than 220 hours and saved the US Army Reserve over $15 million first year and another projected $12 million over the next 4 years. Conceived, developed and taught a Lean Six Sigma program for wounded warriors. Conducted multiple senior level training events resulting in the implementation of a lasting Business Process Improvement program.Instituted Lean Six Sigma Cultural change across the Army Reserve Command.Senior Army Reserve Master Black Belt on a DoD level multi agency, multi nation $1.5 Billion container and equipment accountability project.Trained and certified Master Black Belts, Black Belts, and Green Belts. Show less

  • Sr. Lean Six Sigma Master Black Belt

    Aug 2011 - Nov 2013

  • Commissioned Officer

    Jan 1995 - Nov 2013
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  Extendicare Health and Rehabilitation

  Jan 1997 - Sept 2001

  Executive Director of Assisted Living

  Full delegated line authority and responsibility for executive level management with overall responsibility for planning, organizing, directing, coordinating, controlling, reviewing, evaluating and improving medical, administrative, and supporting the operations of the senior health care system. Determined program goals and objectives; developed short and long-range plans for achieving them; plans included adjustments to improve delivery of patient care services; provided executive leadership and direction to subordinate organizations; developed and coordinated a quality assurance program to ensure compliance with standards issued by state and federal accrediting and regulatory groups; allocated and managed available resources (financial and personnel) to provide quality health care; captured changing needs of varying customers via outreach in all communities, conventions, etc., and worked effectively with all stakeholders to achieve optimum outcomes.Restructured 3 Long-Term Care facilities into one efficient companyMaintained 98% Long-Term Care occupancy over a 2-year periodImplemented a system, which changed the Long-Term Care occupancy from 70% to 100% in less than 90 daysSupervised a staff of over 38 employees in 3 locations, with 3 administratorsDeveloped an employee training and recognition program that increased employee satisfaction and retention Show less

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  Military

  Jan 2001 - Jan 2005

  Medical Operations Officer

  Served as a resource to an Incident Commander on the medical administrative aspects of a response to a terrorist event. Identified the requirements for victim transport including the number and types of vehicles needed. Provided advice on the disbursement of causalities depending on the location of the needed bed capacity and the capacity of the healthcare facility. Advised on the expansion of current health care facilities to accommodate the number of victims. Responsible for a $450,000.00 unit budget. Conducted seminars to state and federal official, police and firemen and top hospital officials on the use of a Civil Support Team (CST). Monitored command policies, procedures, and guidance for assisting with productivity, quality management, and unit and section improvements. Conducted quarterly and annual Performance Management Reviews and managed the unit Suggestion Program and Health and fitness program. Responsible for measuring process improvements in organization efficiency and effectiveness. I coordinated and researched continuous improvement issues. I performed staff actions or conducted management analysis reviews, which influence policy decisions. I insured consistency between future goals, status of accomplishments, and costs, balanced against mission priorities and efficiency. I worked with the other staff officers to make recommendations for process improvement/analysis for problem areas and solutions. I was responsible for the planning, organizing, directing, and coordination of mission activities for medical and non medical programs. I managed the CBRNE state medical Protection Program. Developed and implemented plans, policies, and directives for CBRNE for installation protection programs in several Alabama hospitals. I have resolved actual and potential operational problems. I developed and implemented standard operating procedures.Maintained liaison with higher headquarters and spoke on behalf of Commander on medical issues. Show less

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  335th Signal Command (T) Army Reserve

  Mar 2005 - Jul 2011

  Supply Officer/ Lean Six Sigma Master Black Belt

  Served as the Division Supply officer responsible for planning, managing, and evaluating the programs of the Division. As a senior member of the management team, participated in developing the logistical program policies and objectives, short and long-term goals, program strategies, and operating policies. Advised the ACoS G4, and other staff directorates on policy, research, and programmatic directions of the agency as they relate to multifunctional logistical programs and training. Supervised a Business Process Improvement office with 4 sub centers covering 27 states.Supervised and mentored 33 black belt projects resulting in millions of dollars in savings and hundreds of hours of cycle time reduction. Supervised 8 division managers; streamlining all logistical functions.Restructured the Division supply section of a 10,000 employee organization achieving 100% coverage and decreased customer wait time in logistical functions.Lead a team that increased employee training by 25% in a 3 month timeframe across a 10,000 employee organization.Developed a Command Scorecard to manage all logistical operations.Created a financial program to provide 100% visibility of all contracts in three countries in and around Southwest Asia. Led inspection teams that conducted 11 inspections per year across 27 states resulting in an increase in supply and property accountability.Was responsible for a $3.5 million annual supply budget.Senior logistical planner in 2 simultaneous exercises involving over 4,000 employees in 8 states. First Certified Master Black Belt for the US Army Reserve. Show less

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  Sans Souci, LLC.

  Nov 2013 - Oct 2014

  Assistant Director / Dean of Students
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  Coca-Cola Europacific Partners

  Oct 2014 - Feb 2016

  Manager, Operations Excellence
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  The Eden Project, A Warrior Support Foundation 501 (C) 3

  Feb 2016 - now

  Founder and Director

  WARRIOR CENTRIC HOLISTIC REINTEGRATIONThe mission of The Eden Project, is “to provide world class, community-based, reintegration programs for the warrior and his or her support group.” Our philosophy is to create this holistic, multi-disciplinary support network in each community to facilitate reintegration for warriors and their families. While there are many programs designed to provide career guidance and job placement to veterans, there are no programs currently addressing the fundamental issues of reintegration or career retention. Our focus is on these two areas.Our primary emphasis is on Encouraging, Engaging, and Empowering the warrior and his or her support system to promote and sustain the reintegration process. The transition from a military to a civilian career can be a difficult journey but it doesn’t have to be. It is made even more difficult if the warrior has experienced physical and/or emotional trauma, long or multiple deployments away from their family or both. We believe the path to healing starts with a foundation that consists of four main pillars; adequate health care, a strong support system, a sense of purpose, and faith.The Eden Project has begun assembling a coalition of veteran focused organizations and will lead this partnership as it addresses the needs of our veteran community.Process:Our process starts with a confidential, individualized assessment followed by any or all of the following programs. • Reintegration techniques• PTSD coping strategies • Effective communication methods • Conflict resolution • Parenting skills • Goal Setting • Financial Planning• Leadership • Job search skills and tools• Community service opportunitiesWe have spent the last 10 years helping other wounded warriors with their transition and reintegration process. We also help with education questions, navigating the VA claim process and many other issues that plague our veterans. Show less