Question 3

Experience at comparable scale

A note on scale. The difficulty of this work tracks boundary count far more than headcount: a workflow crossing five directorates, two HR regimes and three systems is harder to map than a larger workflow that stays inside one office. The engagements below were selected on that basis.

USDA APHIS International Workforce Standardization

HSG corporate past performance

The workflow problem

APHIS overseas workforce and position-management processes spanning Mexico, Panama and Guatemala, executed across program leadership, agency HR and post administration, and governed by two regimes at once: Department of State Overseas Personnel System guidance and, where applicable, OPM merit hiring requirements. The Mexico scope alone carried roughly 170 vacancies, seasonal and migratory employees, and overtime-heavy positions, each with distinct hiring and separation handling.

What we did

Assessed technical, operational and administrative functions; interviewed managers, supervisors and staff to validate actual duties against documented ones; performed current-state and gap analyses; standardized position titles, grade levels and ranges, primary duties, skills and physical demands; and drafted position descriptions in submission-ready format for Department of State classification. We then rebuilt the surrounding process: hiring-process recommendations, workforce and succession planning, organizational charts and functional mappings, and assignment and return-rights documentation.

Why it maps to this requirement

That is onboarding, internal movement and offboarding, mapped end to end across organizational boundaries, run on a documented governance cadence of project schedules, interview cycles, PD review processes, weekly status reports and monthly status meetings. It is the same problem shape as an HR workflow owned by one directorate and executed by five.

Client: USDA Animal and Plant Health Inspection Service, PPQ and Action Programs
Vehicle: Through prime Rumik Consultancy LLC, prime contract 12639521D0029
Period and value: June 2022 to present, approximately $225,000
HSG key personnel: Gilda Weech-House, Senior HR Consultant; Jelani House, Managing Director

Rated Exceptional in all six evaluation areas

Sheetal Patel, President, Rumik Consultancy LLC · (469) 951-1423 · miki.patel@rumikconsultancy.com · signed April 7, 2026

translating complex field realities into practical HR documentation and standardized workforce solutions

USDA Foreign Agricultural Service Organizational Redesign

HSG corporate past performance

The work

Organizational design and workforce structure advisory for a globally distributed agency, drawing on Maurice House's 38-year Foreign Agricultural Service career including service as Minister-Counselor and Agricultural Attaché.

Why it maps to this requirement

The redesign required reconciling headquarters process ownership against field execution: the same structural problem Mission Support faces when an HR workflow is owned by HR but executed by contracting, facilities and security, and training. Our contribution was the crosswalk between the intended structure and the workflows that would have to change for it to hold.

Client: USDA Foreign Agricultural Service
Vehicle: Through Rumik Consultancy LLC, separate task order on the same vehicle
HSG key personnel: Maurice House, Founder and CEO

HUD Office of Asset Sales process reengineering

Key personnel experience

The workflow problem

HUD, the Program Financial Advisor, the Transaction Specialist and a separate compliance-analytics contractor each held part of one workflow and none held all of it.

What we did

The work was the connective tissue: standard operating procedures, pre-sale, sale and post-sale training curricula, quality-control regimes, and settlement process controls that held across four organizations with different incentives.

Why it maps to this requirement

It is the closest analogue in our library to a workflow no single directorate owns, and the reason we design cross-directorate governance into the engagement rather than assuming it.

Attribution: Key-personnel experience of Jelani House under prior prime contracts, not HSG corporate past performance
Roles: Team leader on multiple Program Financial Advisor contracts; Project Manager on the Transaction Specialist contract
Period: 2006 to 2024

Rated Exceptional in all six evaluation areas

John W. Lucey, Director, Office of Asset Sales, U.S. Department of Housing and Urban Development · (202) 402-3927

Mr. House is one of the best people I've worked with in this field

HUD Office of Housing Counseling: full organizational reengineering

Key personnel experience

The workflow problem

OHC was a young office carrying a national program, grant administration, agency oversight and reporting, with staff distributed across roughly two dozen HUD field offices. The reorganization centralized that footprint while the office absorbed a staff reduction of roughly half. The program could not shrink with it.

What the work was

A full organizational reengineering: mapping the office's processes end to end, redesigning them for the centralized structure, and rebuilding procedures so a much smaller office could still carry the full program.

Why it maps to this requirement

Jelani has been on the other side of this exact situation: redesigning processes while the workforce shrank around them, with the organization operating the whole time. Of everything in the library, it is the closest match to what Mission Support is about to do ahead of Workday.

Attribution: Key-personnel experience of Jelani House at Novad Management Consulting, circa 2015
Client: HUD Office of Housing Counseling, Office of Housing
Context: Office created by Dodd-Frank, stood up 2012, opened with a presence in roughly two dozen HUD field offices

Federal proposal hygiene

We separate corporate from key-personnel past performance

Two of the three engagements above are HSG corporate past performance with a named prime reference. The third is Jelani House's own experience under prior prime contracts, and it is labelled that way rather than absorbed into the firm's record. We would rather present a smaller true record than a larger convenient one.

Reference contact details are published with permission for evaluation purposes. Signed past performance questionnaires are available on request to the Contracting Officer.