Mark Haas CMC, FIMC has thirty years experience

Mr. Haas is a Certified Management Consultant with primary expertise in organizational and program assessment, strategy formation, execution discipline, performance management, and managerial decision support for private and public sector clients, focusing on science, technology and R&D-centric organizations. He brings consulting and facilitation skills along with analytical and research experience in technology, the natural and social sciences to advise executives, boards and teams. He is recognized for his ability to improve organizational performance through simplified planning and disciplined execution.

Mr. Haas has applied this expertise to projects ranging from conducting industry and government quality assessments, advising a biotech startup, coaching executives and boards, estimating R&D program impacts, merging organizations, designing forecasting techniques for technology innovation and commercialization, evaluating impacts of regulatory initiatives, and developing business strategies for credit unions, trade associations and engineering companies. He also offers strong facilitation skills on topics ranging from U.S. military strategy and CEO retreats to biomedical strategy for pandemic events and response to nuclear terrorism. His strong consultation skills are recognized in his roles as expert witness and advisor to national task forces on a range of issues, including technology and markets, R&D policy, and technology education.


 RELEVANT EXPERIENCE

 Research and Organization Management, Inc. (ROM)
Bethesda, MD                                                                                     1994 to Present
As Founder and President of ROM, Mr. Haas advises private and public sector organizations, including the National Institutes of Health and other Federal research agencies, state agencies for setting up health information exchanges, and private sector biomedical startups such as M2Gen. He has helped these clients resolve performance improvement issues and transform their organizations through the development and alignment of strategy, operations, and culture against mission objectives. Mr. Haas has met these objectives by leading consulting teams and facilitating management and staff improvement projects. He also provides team facilitation and coaching, focus groups and workshops, and individual and group interviews, including interviewing more than 200 senior agency executives and external stakeholders over the past few years.

Mr. Haas currently advises the CEO of a $20 million human services nonprofit in an overall revitalization, including strategy, operations, infrastructure planning, and process improvement; the COO of a $250 million biotech startup; and the board of a national sports association. Other recent services include advising executives on communication strategies for a federal R&D enterprise, startup operations for state health information exchanges focused on indigent, medically homeless and rural populations, leadership development and branding for an environmental nonprofit, the merger of the Boards and organizations of two scientific associations and strategic management and operational improvements of federal health research programs (including grant making, internal communications, workforce morale and productivity, and operations).  

For the DC Office of the State Superintendent of Education, Mr. Haas helped transition organizational units across the city into a new agency and designed organizational structure and policies and procedures. This effort focused on reorganizing the grants management office, including program assessment, performance measurement, and development of grants policies, an integrated grants management system, and citywide grants program planning and evaluation protocols.

Mr. Haas combined competencies in organizational development and scientific research to provided strategic redirection, design new structures, and advise the leadership teams of several NIH Institutes in bringing about strategic, management, and operational improvements, including consultation on grant making, internal communications, administrative operations, and workforce morale and productivity.

  • Division of Extramural Activities Support (DEAS).Conducted a program assessment using a Web-based, fast- turnaround survey of administrative operations for each of NIH’s 27 Institutes and Centers, and advised managers on how to leverage strengths and address opportunities for improvement.
  • Office of Budget (OB). Interviewed Office staff members, key external stakeholders, and NIH leadership. Conducted personal and organizational assessments of the Office’s strategic, operational, and cultural aspects to support a program analysis and provide technical assistance.
  • Office of Management Assessment (OMA). Conducted a program assessment of NIH-wide strategy for administrative restructuring, in order to implement OMB’s Program Assessment Rating Tool (PART).
  • Office of Extramural Research (OER). Conducted organizational and personal performance surveys, interviewed OER staff members and Institute Directors, conducted primary and secondary data collection on operations and performance measures, recommended structural, personnel, and organizational changes to OER operations, conducted strategic planning sessions with leadership team, and supported grants, loan and other program initiatives.
  • National Eye Institute (NEI). Surveyed and interviewed leadership and scientific and administrative staff in a comprehensive program assessment of NIE leadership, planning, stakeholders, information management, human resources and processes.
  • National Heart, Lung, and Blood Institute (NHLBI). For the Institute Director, conducted performance measurements to evaluate an office director’s performance and the Review Branch’s programs effectiveness.
  • National Institute of Mental Health (NIMH). For the Scientific Director, conducted a comprehensive review of the Intramural research program, including an assessment of leadership, operations, communication, planning, IT and other functions, and developed strategic and performance plans. Conducted focus groups, briefed senior leadership and stakeholders, and led reorganization teams.


In addition, Mr. Haas advised the U.S. Department of Energy for more than a decade by conducting surveys, performance measurement and management, designing R&D program evaluation and management processes, and briefing leadership on program review, responsive to performance mandates. He also conducted technology commercialization and forecasting studies of DOE technologies and products to evaluate how effective federal policy and programs were in stimulating commercial sector activities.

Other past engagements include delivering webinars on business ethics and management consulting, developing management plans for health care evaluation programs, improving operations for a college Registrar, and designing performance measurement systems for federal R&D programs.  Clients include nonprofits, universities, trade associations, consulting firms, professional societies, engineering firms, public agencies, and national research institutions. He has testified as an expert witness and advised national task forces on a range of issues, including technology and markets, R&D policy, and technology education.  

 ICF Resources
Fairfax, VA                                                                                              1987 to 1994
As a Project Manager, Mr. Haas supervised projects in energy and environmental policy assessments, including engineering and geological analysis and modeling, tax and regulatory analyses, program design and performance measurement of research programs and production and remediation projects. He analyzed legislation and its impact on energy industry behavior for Congress; facilitated mission, strategy, and implementation planning for a national education initiative; led interdisciplinary energy project teams from industry, government and universities; and advised industry, Congress and government clients on natural resource strategy and policy. He also managed development of large-scale, state-of-the-art geology- engineering-market energy systems models and databases to support R&D program planning.


 Lewin and Associates, Inc.
Washington, DC                                                                                      1979 to 1987
As a Principal, Mr. Haas developed a management support consulting practice for federal and commercial natural resource operations, including management information systems, decision support, and engineering analysis. He used analytical techniques and group decision software to measure federal agency program effectiveness and to conduct performance measurements. Mr. Haas conducted engineering and market analyses for major industry and government research programs, conducted surveys research of industry spending, and used risk analysis, simulation, decision analysis and other analytical tools to evaluate and redesign industrial technology R&D programs and management systems. He also developed models to forecast technology and industry activity and also evaluated technical feasibility and markets for banks, utilities, and Federal and State regulatory agencies.

 Harvard University
Cambridge, MA                                                                                       1978 to 1979
As a Teaching Fellow, Mr. Haas developed and taught undergraduate classes in population and natural resource policy and economics. He also developed the program the state of Massachusetts uses to evaluate land assets for purchase and use for conservation and recreation.

 Massachusetts Port Authority
Boston, MA                                                                                             1978 to 1979
As Assistant Business Manager of Logan Airport, Mr. Haas restructured vendor leasing, designed new variable-pricing landing fees, and revised the fee structure for ramp parking at Logan Airport and Hanscom Field. He also restructured international airport space leases and aircraft parking fees.

 EDUCATION

  • MCRP, Energy and Environmental Policy specialization, Harvard Kennedy School (of Government), Harvard University, Cambridge, MA, 1979, Teaching Fellow for undergraduate natural resource management course; Teaching Assistant in graduate environmental policy course
  • BA, Biology, Colgate University, Hamilton, NY, 1976, Konosioni Senior Honor Society
  • Additional coursework in petroleum engineering, finance, groundwater management, mathematical economics


 CERTIFICATION

  • Certified Management Consultant, Institute of Management Consultants USA (recertified 2009), awarded to less than 1% of management consultants worldwide
  • Commercial Pilot’s license (SEL), Instrument Rating (1975)
  • One Page Business Plan Consultant (2010)


 AWARDS, APPOINTMENTS, AND LEADERSHIP POSITIONS

  • Institute of Management Consultants USA, Past National Board Chair/CEO, Current Ethics Chair
  • Fellow of the Institute, Institute of Management Consultants USA (youngest fellow in IMC).
  • Distinguished Service Award, Institute of Management Consultants USA
  • USA Trustee to the International Council of Management Consulting Institutes
  • Lead Baldrige Examiner (seven years), Maryland Technology Enterprise Inst/U.S. Senate Product. Award
  • Harvard University, Harvard Kennedy School  (DC Alumni Council Member)
  • Society of Petroleum Engineers (Young Member Outstanding Service Award, past Chair of SPE Technical Information Committee and past President of Washington, DC Chapter)
  • American Association of Engineering Societies (National Committee Member)
  • Triple Nine Society (Member)
  • Who's Who in Emerging Leaders; Who's Who in America
  • Colgate University, Konosioni Senior Honor Society
  • Winner of several golf tournaments


 PUBLICATIONS AND TEACHING

  • Published over 25 technical papers, book chapters and articles, including in peer reviewed journals
  • Faculty member of the American Management Association 
  • Faculty member of the IMC USA Academy for Professional Development
  • Author and Editor of Daily Tips for Consultants, with subscribers in more than 100 countries
  • Wrote the Code of Ethics and Enforcement Procedures currently used by the management consulting profession
  • Seminar leader for business simulation, decision making, ethics and management consulting
  • Teaching Fellow in natural resource economic and policy for undergraduate students, Harvard University
  • Teaching Assistant for graduate students in energy and environmental policy, Harvard University

 

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