Senior Business Consutant

Potomac Haven•Washington, DC

6h•Onsite

About The Position

Potomac Haven is a purpose-driven professional services firm dedicated to providing digital transformation and program support for diverse federal missions. Our focus spans national security, healthcare, financial services, and logistics programs. Position Overview: We are seeking an experienced Senior Business Consultant to serve as the principal high-level advisor for a multiyear U.S. Coast Guard Personnel Service Center (PSC) support contract. In this key role, you will drive both the people-focused side of transformation (change adoption and communications) and the numbers-focused side (performance metrics and analysis), ensuring changes are effectively implemented, communicated, and measured in alignment with USCG PSC’s strategic goals . The Senior Business Consultant will lead critical change-management and performance-measurement projects, ensure compliance with financial controls and organizational policies , integrate multi-system solutions, and provide executive-level coaching to support the PSC’s mission. Key Responsibilities Change Management & Strategic Communications: Apply structured change-management strategies and communication methods to promote timely adoption of new policies, systems, and procedures across the PSC. Tailor change initiatives to various stakeholder groups (senior leaders, mid-grade personnel, etc.) to secure buy-in and maintain engagement throughout transitions. Utilize USCG-approved project management tools to define each initiative’s scope, objectives, deliverables, and success criteria. Develop and maintain Integrated Master Schedules (IMS) mapping task sequences, dependencies, and milestones to guide geographically dispersed teams. Regularly update the IMS and related project artifacts (status reports, risk logs, resource requirements) and provide frequent progress briefings to PSC leadership for transparency and alignment with expectations. Design and implement a full-spectrum change-management communications program to raise awareness of PSC’s strategic initiatives. Create tailored messaging and outreach plans to ensure all communications are timely, consistent, and audience-appropriate (e.g. executives, field units, support staff). Lead the planning of outreach activities and communication channels (e.g. town halls, emails, training sessions) that keep all stakeholders informed and supportive throughout each phase of implementation. Strategic Communication Products: Develop and deliver a suite of communication artifacts in support of PSC change initiatives – including executive briefs/presentations, informational brochures and fact sheets, detailed strategic initiative plans or playbooks, and short web-ready video segments. Ensure all products clearly reflect PSC objectives and priorities, using plain language appropriate to each audience. Verify that materials meet Coast Guard style, branding, and security clearance requirements prior to dissemination. Distribute approved communication products to target audiences (PSC leadership, staff, field units, etc.), effectively explaining new initiatives, their benefits, key decisions, and progress updates to drive understanding and adoption. Performance Metrics & Dashboard Development: Design meaningful performance metrics and Key Performance Indicators (KPIs) tied to PSC’s strategic objectives, enabling quantitative tracking of progress and outcomes for each major initiative. Create user-friendly dashboards and monitoring tools (e.g., in Power BI or SharePoint) to visualize metrics in real time, giving PSC leadership at-a-glance insight into program performance and organizational health. Leverage data for decision-making: Regularly analyze performance data and dashboards to identify trends, measure effectiveness of initiatives, and inform leadership decisions on resource allocation or strategy adjustments. Recommend course corrections or process improvements based on data-driven insights to ensure the PSC meets its mission goals. Supporting Sub-Command Objectives: Align subordinate unit plans with PSC strategy: Work closely with PSC’s sub-components (e.g., Pay & Personnel Center, Community Services Command, Enlisted/Officer/Reserve/Civilian Personnel Management divisions) to develop local action plans and measurable objectives that directly support PSC’s overarching strategic goals. Ensure each sub-command’s initiatives and performance indicators roll up into the broader PSC strategy for clear traceability of outcomes. Ongoing coordination: Facilitate regular communication between PSC leadership and sub-command managers to maintain alignment. Adjust unit-level objectives and initiatives as needed in response to new DHS or Coast Guard guidance, ensuring enterprise-wide cohesion in strategic execution. Program Evaluation & Continuous Improvement: Establish program evaluation criteria and methods to assess whether PSC’s programs and initiatives are achieving their intended goals, consistent with DHS/USCG performance management policies. Implement ongoing monitoring of program outcomes by collecting and analyzing relevant data to gauge program effectiveness and identify performance gaps or areas for improvement. Drive continuous improvement: Use evaluation findings and lessons learned to recommend program enhancements or corrective actions, feeding these insights back into the strategic planning cycle. Promote the dissemination of best practices and lessons learned across the PSC to encourage replication of successful processes and enterprise-wide improvement. Performance Measurement & Reporting Support: Support end-to-end performance management by establishing integrated metrics that align program, PSC, and broader USCG enterprise goals. Research and analyze program performance data (e.g., cost, schedule, and quality metrics) to identify trends and drive continuous improvements. Apply industry-standard methodologies: Utilize recognized business process improvement tools – including Lean Six Sigma techniques, performance metric reviews, process mapping, and cost-estimation models – to identify efficiency opportunities and optimize mission-support processes. Conduct Integrated Baseline Reviews (IBRs) for key projects to validate cost, schedule, and technical baselines. Prepare comprehensive reports, documentation, and executive briefings on project performance, ensuring that results, risks, and recommendations are clearly communicated to stakeholders. (Note: The Senior Business Consultant will work closely with the Senior Consultant (Key Personnel) who provides executive-level oversight and strategic direction, and the Management Consultant and other team members, to collectively fulfill all tasks. This collaboration ensures that change initiatives, strategic plans, process improvements, and management support services are fully integrated to meet USCG PSC’s requirements.)

Requirements

Bachelor’s degree in Engineering, Business, or a related field (Master’s degree preferred)
A minimum of 7?years of relevant experience is required (5?years may be acceptable if possessing a Master’s or higher).
Experience should include managing organizational change efforts and multi-system integration projects within large organizations; experience with federal agencies (especially DHS/USCG or similar national security/homeland security environments) is highly desirable
Active Project Management Professional (PMP) certification or a DHS Level?II (mid-level) Program/Project Management certification (or an equivalent project management credential – e.g., DAWIA Level II/III, FAC-P/PM, PRINCE2 Practitioner )
Proficiency in Microsoft Windows and the MS Office Suite (Word, Excel, PowerPoint), as well as Microsoft Project , Microsoft Access , Office 365 , and SharePoint is required3.
Familiarity with Power BI and related data analysis/visualization tools is expected, and ability to program in Python is required as a general competency for data analysis and tool integration.
Candidates must be able to quickly learn and use USCG-specific program management tools and databases (training will be provided).
Must be capable of obtaining a favorable DHS Entry on Duty (EOD) security suitability determination (background investigation)4.
Excellent communication and leadership skills are essential.
As a Key Personnel member, the Senior Business Consultant is expected to commit to the project’s duration and may not be replaced without prior approval of the USCG Contracting Officer/Representative5.
Occasional short-duration travel (on an as-needed basis, 1-2 trips per year within CONUS) may be required.

Nice To Haves

Lean Six Sigma Master Black Belt (MBB) (or Black Belt or equivalent process-improvement certification) is strongly preferred , to ensure expertise in performance improvement methodologies.

Responsibilities

Apply structured change-management strategies and communication methods to promote timely adoption of new policies, systems, and procedures across the PSC.
Tailor change initiatives to various stakeholder groups (senior leaders, mid-grade personnel, etc.) to secure buy-in and maintain engagement throughout transitions.
Utilize USCG-approved project management tools to define each initiative’s scope, objectives, deliverables, and success criteria.
Develop and maintain Integrated Master Schedules (IMS) mapping task sequences, dependencies, and milestones to guide geographically dispersed teams.
Regularly update the IMS and related project artifacts (status reports, risk logs, resource requirements) and provide frequent progress briefings to PSC leadership for transparency and alignment with expectations.
Design and implement a full-spectrum change-management communications program to raise awareness of PSC’s strategic initiatives.
Create tailored messaging and outreach plans to ensure all communications are timely, consistent, and audience-appropriate (e.g. executives, field units, support staff).
Lead the planning of outreach activities and communication channels (e.g. town halls, emails, training sessions) that keep all stakeholders informed and supportive throughout each phase of implementation.
Develop and deliver a suite of communication artifacts in support of PSC change initiatives – including executive briefs/presentations, informational brochures and fact sheets, detailed strategic initiative plans or playbooks, and short web-ready video segments.
Ensure all products clearly reflect PSC objectives and priorities, using plain language appropriate to each audience.
Verify that materials meet Coast Guard style, branding, and security clearance requirements prior to dissemination.
Distribute approved communication products to target audiences (PSC leadership, staff, field units, etc.), effectively explaining new initiatives, their benefits, key decisions, and progress updates to drive understanding and adoption.
Design meaningful performance metrics and Key Performance Indicators (KPIs) tied to PSC’s strategic objectives, enabling quantitative tracking of progress and outcomes for each major initiative.
Create user-friendly dashboards and monitoring tools (e.g., in Power BI or SharePoint) to visualize metrics in real time, giving PSC leadership at-a-glance insight into program performance and organizational health.
Regularly analyze performance data and dashboards to identify trends, measure effectiveness of initiatives, and inform leadership decisions on resource allocation or strategy adjustments.
Recommend course corrections or process improvements based on data-driven insights to ensure the PSC meets its mission goals.
Work closely with PSC’s sub-components (e.g., Pay & Personnel Center, Community Services Command, Enlisted/Officer/Reserve/Civilian Personnel Management divisions) to develop local action plans and measurable objectives that directly support PSC’s overarching strategic goals.
Ensure each sub-command’s initiatives and performance indicators roll up into the broader PSC strategy for clear traceability of outcomes.
Facilitate regular communication between PSC leadership and sub-command managers to maintain alignment.
Adjust unit-level objectives and initiatives as needed in response to new DHS or Coast Guard guidance, ensuring enterprise-wide cohesion in strategic execution.
Establish program evaluation criteria and methods to assess whether PSC’s programs and initiatives are achieving their intended goals, consistent with DHS/USCG performance management policies.
Implement ongoing monitoring of program outcomes by collecting and analyzing relevant data to gauge program effectiveness and identify performance gaps or areas for improvement.
Use evaluation findings and lessons learned to recommend program enhancements or corrective actions, feeding these insights back into the strategic planning cycle.
Promote the dissemination of best practices and lessons learned across the PSC to encourage replication of successful processes and enterprise-wide improvement.
Support end-to-end performance management by establishing integrated metrics that align program, PSC, and broader USCG enterprise goals.
Research and analyze program performance data (e.g., cost, schedule, and quality metrics) to identify trends and drive continuous improvements.
Utilize recognized business process improvement tools – including Lean Six Sigma techniques, performance metric reviews, process mapping, and cost-estimation models – to identify efficiency opportunities and optimize mission-support processes.
Conduct Integrated Baseline Reviews (IBRs) for key projects to validate cost, schedule, and technical baselines.
Prepare comprehensive reports, documentation, and executive briefings on project performance, ensuring that results, risks, and recommendations are clearly communicated to stakeholders.