1. Thomas C. Proschek
4004 Dukeshire Highway
Royal Oak, MI 48073
Mobile: (248) 935-3885
E-mail: tom.proschek@gmail.com
Professional Summary:
Mr. Proschek is an accomplished professional with over 25 years of business experience in Consulting,
Program Management, Software Development, Business Development, Marketing, Strategy, Lean Six Sigma,
Change Management, Risk Management, Knowledge Management, Supply Chain Management, and
Information Technology. His personal results include repeated top ranked performance while leading
projects and interfacing with both internal and external customers for top Fortune 100 companies both in
North America and on a global basis. Senior Management often leverage his proven skills for program
management, problem solving, process improvement, data analysis, consulting, training, facilitation, event
coordination, effectively communicating complex technical information, and leading teams. He has
substantial specialized knowledge and experience gained from successfully prospecting, negotiating, and
delivering programs from a variety of industry verticals; Consulting, Banking, Financial, Information Services,
Government, Defense, Automotive, Engineering, Manufacturing, Healthcare, Packaging, Logistics, and
Marketing.
MANAGEMENT| TECHNICAL:
- Program / Project Management
- Risk Management
- COBIT 5 & Control Issues
- Software Development
- Strategic Planning / Project Scoping
- Customer Relationship
Management
- Lean Six Sigma Black Belt
- Event Coordination
- Major Target Marketing
- Proposal Development /
Management
- Contracts Management /
Negotiation
- Change Management
- Process Mapping
- Packaging Equipment &
Systems
- Packaging
- Decision Support / Business
Intelligence
- Structured Decisions
- Knowledge Management
- Root Cause & Corrective Action
- Problem Management
- Supply Chain Management
- Microsoft Office Proficient
SECURITY CLEARANCE LEVEL: DOD Secret – Active Status
SelectedAccomplishments &Roles:
Sep 2014 – Apr 2014: Senior Consultant - Risk & Program Manager at Comerica Bank Information Services
with OpTech, Inc.
 Senior consultant advisory and leadership responsibilities include full end-to-end development of a
COBIT 5 risk governance framework implementation involving the major intersection of organizational
process change, technology, and business requirements. Personal extensive facilitation experience
includes: Current State Assessment, Future State Assessment, Evidence Assessment, Pre-gap Analysis
Assessment, and Mapping/Tracing the entire Comerica Project Portfolio to COBIT 5 and Control Issue
dependencies. Developed preliminary metrics purveying status by COBIT 5 practice level maturity.
Collaborating with Information Services Risk Management to accurately measure risks and interface
with Enterprise Risk Management. Directly engaged in the assessment and various milestone
submissions of multiple critical Sarbanes Oxley Control Issues. Leading and contributing in the
assessment and redesign all UNIX server and windows environment controls (processes and
procedures) and governance assurance monitoring.

2. Jan 2008 – Jun 2014: General Dynamics Land Systems (GDLS) – Deputy Program Manager, Risk Management
Process Lead, & Risk Manager
 Risk Management Process Lead and Risk Manager responsible for the GDLS Risk Management process
and largest critical projects. Designated ISO and CMMI interview interface for all GDLS internal and
external governance audits. Lead GDLS Risk Management Process Trainer educating hundreds of
engineers and various personnel including Senior Management. Responsible Risk Management Lead
interfacing with Engineering Project Managers to estimate and continuously assess the project staffing
needs for all GDLS Risk Managers. Lead scope, requirements, and development of custom Risk
Management software at GDLS. Risk Manager responsible for Risk Management and compliance of
several major programs across ground combat vehicle platforms.
 Leadership member of the Structured Decision & Risk Analysis group within Systems Engineering. This
hybrid group acted as a consultancy for major internal and external client decisions. Significant
decisions included vehicle engineering decisions reducing design alternatives down from billions to a
limited number of non-dominated alternatives for selection. Additionally, a myriad of business and
financial decisions were consulted upon including go / no go and selection of Research & Development
projects.
 Multiple annual performance appraisal scores in top 5-10% among all GDLS Engineering. Multiple
formal GDLS acknowledgements for extraordinary performance generated by the Program
Management Office and Systems Engineering Department.
 Program Management Office Support Lead & Risk Manager coordinating proposal development
through engineering development of a $390M domestic Abrams Tank Modernization contract. Directly
coordinated customer proposal fact finding and negotiation preceding contract award. PMO Lead
interfacing with customer, Finance, Supply Chain, Production and Engineering. Managed multiple
significant milestone client events. Lead and owned resolution of various internal and external
program obstacles/initiatives including management of M1E3 Program Risk Analysis & Governance,
Government Data Rights Assertions, Configuration Management, Siemens TeamCenter Portal for
vehicle configuration drawing access, Modernization Program Knowledge Portal customization,
Information Security protocols, CDRL deliveries, and the Program Customer Joint Meeting Schedule.
 International Deputy Program & Risk Manager leading the Saudi Abrams Tank Program with contract
value of $800M. Lead timely resolution of a myriad of engineering design problems advancing 57 tanks
from Engineering into Production. Coordinated multiple customer milestone events. Lead multiple
program and technical initiatives with the customer, Finance, Supply Chain, Production and
Engineering. Managed M1A2S Program Risk Analysis & Governance.
 Program Milestone Event Lead (Project Manager) for several offsite major customer technical reviews
from Milestone A (initiate technology maturation and risk reduction) through Milestone C (initiate
production and deployment). Project managed every aspect of event coordination and directly
facilitated collaboration of technical content between program and customer teams. These offsite
technical reviews included an average attendance of 125-200 prominent military officers, executives,
and senior engineers over a 2-3 day duration. Various technical content reviewed was 250–1,300
pages in length. Customer technical reviews lead included Preliminary Design Reviews, System
Functional Reviews, Critical Design Reviews, Integrated Baseline Reviews, and Program Management
Reviews. Additionally, coordinated classified information reviews within secure classified
environments. Every program event lead was highly applauded both internally and externally as being
extremely successful in all logisticaland technical content aspects.

3.  Six Sigma Black Belt Project Manager leading various projects to include a turret imbalance project on
Abrams SEP2 Tank. Project completed 6 weeks ahead of schedule with $110,643 in hard savings. The
project successfully developed a Modeling & Simulation, multi-dimensional response surface model
which accurately reflects turret stabilization optimization between baseline vehicle characteristics and
design alternatives. This controller-independent model quickly assesses turret imbalance performance
impacts due to changes in turret mass properties and/or azimuth drive. The model is universally
applicable to resolve turret imbalance issues across ground combat vehicles.
 Six Sigma Black Belt Project Coach guiding completion of 6 Lean Six Sigma projects. Results included
$800,000 in Process Improvement / Change Management savings and 9 candidates receiving yellow
and green belts.
 Problem Reporting Process Lead responsible for the GDLS vehicle Problem Reporting process.
Accomplishments included completely configuring all Problem Reporting analysis into charts easily
comprehended by Senior Management and Engineering.
 Special assignment to a Root Cause & Corrective (RCCA) Action task force within Engineering. Cross
organization analysis was generated capturing problems/errors occurring. Fish Bone Analysis and
RCCA were applied to reduce occurrence of problems/errors within the organization. Results were
applauded by the Engineering Senior Vice President.
 Special assignment to a Knowledge Management task force within Engineering. A portal template
design was created for utilization by all significant GDLS programs. The program portals efficiently
linked technical data access for team members across various Information Services drives for
immediate availability without otherwise aimlessly searching. This project was considered to have
reduced tens of thousands of hours in wasted Engineering inefficiency. It was likewise leveraged by
Supply Chain, Finance, Contracts, and Production to accelerate program data access.
 Certified classified Information Services Security Officer (ISSO) with United States Top Secret Security
Clearance. Designated ISSO in charge of classified laptops and compliance by the Defense Security
Service. Member of the GDLS Information Services Security Council.
Nov 1995 – Nov 1997 and Feb 2001 – Jan 2008: WorkflowOne (Reynolds & Reynolds) – A Standard Register
Company - Senior Account Executive & Program Manager
 Prospected, developed and managed a multi-million dollar sales funnel with marketing, energy,
healthcare, and manufacturing executives. Significant accomplishments included closing and managing
a multi-million dollar printing, fulfillment, and distribution program with a Fortune 50 corporation.
This program involved every aspect from call center, order management, purchasing, print on demand,
commercial printing, and logistics. Developed a highly profitable customer base leveraging niche
specialized expertise for parts identification, labeling, and packaging. Personally enacted all Supply
Chain Management sourcing determinations and procurement.
Nov 1997 – Aug 2001: Cap Gemini Ernst & Young & Gemini Consulting – Project Manager & Senior Manager
 Consecutively ranked #1 Marketing Manager nationally at Cap Gemini Ernst & Young against peers.
Repeatedly achieved rating of 5 out of 5 possible points for exceptional performance in annual
performance reviews.
 Functioned as Manufacturing Practice Operations Manager and Marketing Manager serving the lead
Vice President. Responsible for resolving various organizational issues, risks and obstacles while
mitigating risks.

4.  Project Manager responsible for delivery of the most successful, external global survey for CGE&Y in
2000. The Cars Online survey polled automotive consumers across European and North American
markets. Media coverage included distribution to 3.8M people through major magazine, newspaper,
radio and news networks including the Financial Times, CNN, NBC, ABC, etc. This project also included
managing the creation and development of four e-commerce points of view on the topics of: Original
Equipment Manufacturer Order-To-Delivery, Customer Relationship Management, New Product
Development and Aftermarket Distribution.
 Specially requested by the President of Gemini Consulting to manage all marketing strategy for the
strategic merger and corporate partnership with a mid-tier software company.
 Project Manager responsible for creation, design, and implementation of the first global knowledge
management portal for the High Tech & Automotive Practice of Cap Gemini Ernst & Young (CGE&Y).
The portal collected and grew intellectual capital assets across a $900Mconsulting enterprise. This
portal is respected as one of the “best of breed” knowledge management solutions within CGE&Y for
2001. CGE&Y won the Most Admired Knowledge Enterprises Award (MAKE) in 2000 as one of the top 5
corporations for knowledge management in the world.
Apr 1991 – Nov 1995: RR Donnelley – Healthcare Account Executive & Equipment Systems Specialist
 Prospected, developed and managed a multi-million dollar sales funnel with major Healthcare &
Insurance Providers. A myriad of implemented process improvements drove departmental efficiency
and savings for patient appointment reminders, patient statements, payroll, HIPAA documentation,
and various intra-department documents. Developed niche Healthcare subject matter expertise for
business process analysis, document management, and information management. Personally enacted
all Supply Chain Management sourcing determinations and procurement.
Education & Professional Recognition:
Bachelor of Business Administration, Western Michigan University, Kalamazoo, MI
Major: Industrial Marketing, Minors: Management and General Business
Design for Six Sigma Black Belt Qualification - 2011
Defense Security Service – Certified Information Service Security Officer, 2010
Personal:
Active Board Member of Help For Our Disabled Troops and fundraiser for Homes For Our Troops.
Past President, Vice President, and Secretary of Shrine Catholic Schools Dads’ Clubs over 10 years.
Coordinated and integrally involved with fundraising and support of numerous auctions, banquets, meetings,
and Christmas Tree Sale.
Actively involved in various roles and aspects supporting the Boy Scouts of America over numerous years.