Nicholas C.

Reithmaier
Candidate for U.S. Air Force’s Medical Service Corps

University of South Florida, 23 Aug 2004 thru 08 Aug 2009 Timeline

Involved in university thru tutoring and undergraduate research with a 100% full paid scholarship
2004
• B.A. in economics: 3.44 GPA
Coordinated economics club meetings to encourage excitement in economics
• B.A. in mathematics: 3.27 GPA 2005
Tutored students on intermediate algebra, trigonometry, and calculus in math lab
• B.S. in chemistry (w/ physics minor): 3.27 GPA
Researched new methods to chemically identify unstable substances using chromatography
2006
• M.A. in business economics: 3.22 GPA
Tutored students on introductory economics as a graduate assistant

United States Marine Corps Reserves (MSC related), 02 Nov 2009 thru present 2008
Intel analyst with the equivalent of 5.11 years active duty service and 4 Navy Achievement Medals
• SPMAGTF CENTCOM Crisis Response S2, 02 Jan 2017 thru 18 May 2018 2009
o Produced daily intel briefing of CENTCOM AOR with over 1k readers and wrote a whitepaper on
comparing health service capabilities of entities operating in the AOR
o Provided intel knowledge for an international team creating statistical models on human terrain that
identify reconstruction needs in former ISIS-controlled areas 2010
o Award: Navy and Marine Corps Commendation Medal
• Special Operations Joint Task Force Afghanistan J2, 01 Mar 2019 thru 15 Nov 2019
o Coordinated intel collection requirements with units across Afghanistan theatre 2011
o Provided mission support for our remote location: managed $3 million inventory of accountable
property, organized logistics and field travel, and coordinated tier one IT support on behalf of J6
o Award: Joint Service Commendation Medal (w/ C device) 2012

Deloitte Financial Advisory Services (MSC related), 28 Jul 2012 thru present (full time: 40-45 hours per week)
Contractor for federal government on data analytics, government finance, and IT management
2013
• Department of Justice: Federal Bureau of Investigation, 06 Aug 2012 thru 30 Sep 2014
o Forecasted demand of fingerprint and background checks using time-series statistics for
budget/manpower/IT planning 2014
o Integrated the FBI’s government purchase card program into a new DoJ-wide accounting system by
assessing system requirements and proposing system changes
• Department of Defense: Office of the Secretary of Defense, 01 Oct 2014 thru 28 Jul 2016
2015
o Recommended re-alignments of Fourth Estate components by analyzing manpower, budget, and
mission areas—including an in-depth review of DHA’s support relationship to the Services
• Department of State: Overseas Building Operations, 29 Jul 2016 thru 30 Dec 2016
o Developed a process for DoS to prioritize new construction and rehabilitation projects on 2016
embassies/consulates incorporating factors, such as security risk and project complexity
• Department of Defense: DoD Chief Information Officer, 28 May 2018 thru 05 Oct 2018
o Developed an IT architecture plan and 10-year cost model for how DoD will achieve a single 2017
NIPRNet and single SIPRNet across all MilDeps and Services by 2030
o Integrated DHA’s IT requirements and future plans into the DoD-wide model
• Navy: Assistant SecNav for Financial Management and Comptroller, 01 Jan 2019 thru 29 May 2020 2018
o Mapped out Navy’s process for how they pay contractors so it could be integrated into a new Navy
enterprise-wide resource planning IT system
o Developed internal control process on how Navy manages real property to address audit
deficiencies under the DoD-wide FIAR initiative 2019
• CMS: Center for Medicare and Medicaid Innovation, 01 Jun 2020 thru present
o Forecasted financial impacts of new healthcare delivery models on CMS’s budget by developing a
integrated executive dashboard for CMS leadership 2020
o Recommended changes to the delivery models that lowered cost and improved quality by analyzing
delivery model structure, assessing pricing and reconciliation payment structure, and identifying risk
2021
Saint Petersburg College, 17 Aug 2020 thru 07 May 2021 (full time student)
Healthcare Services certificate (1-year full-time study) with a 4.00 program GPA: accreditation standards, electronic
health records, financial reimbursement, healthcare law, IT system management, and quality/performance improvement

See following pages for how these experiences and skills align to the Medical Service Corps’ mission.
 Nicholas C. Reithmaier
Candidate for U.S. Air Force’s Medical Service Corps

Military Health System Training MSC Functional Alignment

MedXellence: 22 Mar 2021 thru 26 Mar 2021 Resource & Personnel
• Week-long course by Uniformed Services University Health Sciences • Coordinate with DHA on
for DoD medical clinicians, administrators, and support personnel: the MTF’s statement of
https://medschool.usuhs.edu/pmb/education/medxellence operations
• Class on OASD(HA)’s strategy for the MHS, including migration of
MTFs from MilDeps to DHA and balancing MHS care with private Group Practice
care • Employ CarePoint data
• Case study of how to handle medical errors at an MTF, including metrics to efficiently
when each of the four types of investigations should be started and manage the MTF
what billets need to participate in the investigations
• Course on DHA’s budgeting process for MTFs, including how DHA Medical Readiness
forecasts budget based on historical MTF patterns and the process • Collaborate with line
by which the MTF commander resolves discrepancies with DHA officers on population
• Interactive review of the MHS’s QuadrupleAim initiative and health initiatives and
employing CarePoint data metrics to increase MTF efficiency force readiness
• Panel-facilitated discussion balancing MHS-provided care against
private-care, the effects privatized care on future MHS structure, and Health Plans
methods to re-capture purchased care • Assess the impact of
• Walkthru of DoD’s population health initiatives to maintain force purchased care on MTF
readiness and how the MHS’s capabilities support warfighter operations
readiness in accordance with JP 4-02 on Joint Health Services
JMESI: Joint Medical Executive Skills via Joint Knowledge Online Resource & Personnel
• Three-week self-paced curriculum composed of 98 courses on JKO • Support OUSD(C) and
that overviews the MHS for DoD healthcare professionals: DHA to prepare MHS
o Epidemiology for force health protection, such as health budgets
surveillance and communicating health risks
o Facility management, including MILCON planning and Group Practice
guidelines for hospital construction from AIA and OSHA • Use industry best-
o Financial management for MHS, including DoD’s PPBE practices to optimize
process and the role of DHA as the MHS budget lead MTF operations
o MTF accreditation process by external agencies, such as
the Joint Commission and AAAHC/CAP/NCQA Logistics
o Process improvement, including the use of Lean Six Sigma • Manage MTF buildings
and Balanced Scorecards to optimize MTF operations to meet DoD and
o Role of the MHS in joint military operations, such as external guidelines
contingency planning and stability operations
Shadow Day at JB Andrew’s Malcom Grow Medical Center: 15 Mar 2020 Cross-Functional
• One-day shadow of JB Andrew’s MTF, consisting of group sessions • Develop IT requests
with each MSC functional area that meet provider
• Walkthru of the MTF data center and process for how MTF manages requirements
support requests • Manage requirements
• Discussion of how the executive assistant supports the MTF for MTF leadership
• Case study of how medical readiness officer supported real-world • Integrate medical
SOCOM missions and training exercises services into operations
• Overview of patient movement process from Role 1 care in a crisis and operational
area to Role 4 medical center for recovery thru DoDI 6000.11 planning
Shadow Day at MacDill AFB’s 6th Medical Group: 01 Apr 2021 Cross-Functional
• One-day shadow of MacDill AFB’s MTF, consisting of one-on-one • Read and assess MTF
sessions with each MSC functional area Statement of
o Group Practice: Case study of how MacDill used Operations
CarePoint data to improve efficiency of a provider • Manage IT support
o IT Management: Overview of the DHA transition, requests via ticket
discussion of continuity-of-operations, and walkthrough of system
the IT ticket system • Maintain accountability
o Resource & Personnel: Review of the 6th Medical Group’s of medical equipment
statement of operations and discussion of the MHS budget and facilities
o Logistics: Tour of the logistics warehouse and inventory • Track completion of
management system and overview of contracting requests paper record digitization
o TOPA: Overview of DHA’s digitization of paper records to electronic health
process and discussion of beneficiary customer support records

See first page for the summary chronological listing of professional experience.
 Nicholas C. Reithmaier
Candidate for U.S. Air Force’s Medical Service Corps

Military Experience MSC Functional Alignment

Expeditionary Logistics Systems: 02 Jun 2012 thru 16 Jun 2012 Logistics
• Two-week exercise to test new logistics systems to support USMC’s • Knowledge of DoD
expeditionary operations logistics processes in
• Role: Served as intel officer (O3 billet) during exercise, tested and accordance with JP 4-0
provided feedback on logistics systems the USMC was assessing for on Logistics, such as
purchase during the exercise supply classes and flow
• Recognition: Navy Achievement Medal for professional service in of materials thru theatre
an O3 billet
Bold Alligator 2013: 15 Apr 2013 thru 02 May 2013 Medical Readiness
• Two-week exercise simulating joint amphibious landing and follow-on • Develop and plan
support, such as base construction for sustained operations military exercises that
• Role: Supported the exercise control center by creating reports of incorporate the MHS for
adversary action based on friendly-force actions/collection requests realistic training
Bold Alligator 2014: 26 Oct 2014 thru 08 Nov 2014 Medical Readiness
• Two-week exercise simulating joint amphibious landing and follow-on • Coordinate with
support, such as base construction for sustained operations operational leads, such
• Role: Intel analyst managing ground-based intel collection requests as METOC and JAG
in the joint task-force headquarters personnel, to support
• Recognition: Navy Achievement Medal for standing up an operations
integrated collections working group that included METOC and JAG
Ulchi Freedom Guardian: 07 Aug 2015 thru 29 Aug 2015 Logistics
• Three-week exercise rehearsing how international partners respond • Develop and implement
to North Korean aggression into South Korea plans to forward-deploy
• Role: Liaison between USMC 1st Marine Air Wing HQ in Okinawa medical personnel
and USAF 607th Air Operations Center to integrated the USMC 1st • Coordinate between
MAW HQ into USAF 607th AOC at Osan AFB as they forward services on logistic
deployed from Okinawa in Japan requirements
Keen Edge 2016: 17 Jan 2016 thru 30 Jan 2016 Logistics
• Two-week exercise practicing how US-based forces in Japan would • Support NEO personnel
support a crisis contingency in USINDOPACOM with medical
• Role: Coordinated NEO (non-combatant evacuation operations) requirements for civilian
from the crisis area into Japan before on-ward movement back to evacuees during NEO
home country, in accordance with JP 3-68 on NEO • Forecast medical
• Provided intel support to map out areas to house evacuees, track requirements based on
movement across countries, and coordinate between USMC/USAF evacuee plans and
and Japanese Defense Forces on logistical requirements actual flow
Integrated Training Exercise 2-17 Medical Readiness
• Six-week training exercise where USMC integrated air and ground • Integrate MHS services
unit conducts expeditionary operations in an austere environment into the operational
• Role: Liaised between HQ component and subordinate units to planning process
answer intel collection requests, push intel alerts, and develop intel
sections of operational plans, and Integrated Canadian Armed Logistics
Forces air collection assets into friendly force’s operating picture • Coordinate with
• Recognition: Navy Achievement Medal for proactively rapidly international partners
pushing intel to subordinate units on requirements
Detachment 8 in Orlando, FL Medical Readiness
• Reserve garrison station from 02 Nov 2009 thru 28 Feb 2019, • Manage MTF personnel
comprising an average of 10 Marines training requirements by
• Role: Senior-enlisted for detachment from 01 Aug 2013 thru 01 Jan developing training
2017 when mobilization to SPMAGTF began plans and dashboards
• Oversaw training requirements, developed intel training curriculum
for detachment, and served as senior enlisted for detachment
Direct Support Team 5 in Quantico, VA Logistics
• Reserve garrison station from 16 Nov 2019 thru present, comprising • Plan and execute
an average of 35 Marines logistical requirements
• Role: Senior-enlisted for platoon overseeing training requirements, of medical personnel as
weekend drill planning including mess/billeting logistics, and writing they PCS or TDY
performance evaluations
• Recognition: Navy and Marine Corps Achievement Medal for
increasing unit readiness to over 90% during a pandemic

See first page for the summary chronological listing of professional experience.
 Nicholas C. Reithmaier
Candidate for U.S. Air Force’s Medical Service Corps

Deloitte Experience MSC Functional Alignment

Federal Bureau of Investigation – Criminal Justice Information Services Group Practice
• Forecasted demand for FBI services (fingerprint comparisons and • Time-series statistics to
criminal history checks) using time-series statistics in SAS forecast beneficiary
• Mapped out FBI business processes for fingerprint comparisons and demand
criminal history steps to understand how many resources each
service consumes Resource & Personnel
• Calculated the cost of FBI providing services using the activity-based • Activity-based
costing methodology for manpower, facilities, and IT management to track
• Visualized and briefed forecasts of usage/costs for SES (senior resource consumption
executive service) leadership in the MTF
• FBI used the demand and costs to plan budgets and set
reimbursement rates for services in the Federal Registrar: Medical Information
https://www.federalregister.gov/documents/2014/10/27/2014- • Track resources and
25524/fbi-criminal-justice-information-services-division-user-fee- costs used by IT to
schedule compare against
workload
Federal Bureau of Investigation – Finance Division Resource & Personnel
• Integrated FBI’s GPC (government purchase card) program into • Validate DHA’s
FBI’s new accounting IT system proposed MTF budget
• Created an end-to-end process map of the entire GPC process for against historical data
both current state and future state
• Developed GPC requirements for the IT team to implement, such as Medical Information
GPC approval processes and reconciling transactions • Train MTF employees
• Validated GPC program policies and IT requirements against GSA on IT processes, such
requirements for GPCs as submitting help desk
• Coordinated with GPC vendor CitiBank on data format for tickets
transferring from CitiBank to FBI accounting IT system
• Provided training and clarified policy for FBI employees on how to Medical Logistics
use GPCs with new accounting system • Manage MTF’s GPC
• Monitored the effectiveness of the GPC program thru data analytics program for micro-
and providing dashboards to SES leadership, such as timeliness of purchases
transaction approval
Office of the Secretary of Defense – Deputy Chief Management Officer Group Practice & Health Plans
• Conducted independent assessment of DoD’s Fourth Estate • Assess which MTFs to
agencies/activities to identify opportunities that increase mission expand/reduce services
effectiveness or lower cost based on private-sector
• Compared DeCA commissaries/exchanges locations to private availability
stores, so DeCA could prioritize what stores to expand or close • Increase integration
based on customer usage and competition telehealth and Nurse
• Determined duplicative contracts between Fourth Estate entities that Advice Line into
could be consolidated into volume purchases practice
• Assessed cost savings for how DoDEA could employ virtual
schooling to reach remote locations
Office of the Secretary of Defense – Chief Information Officer Resource & Personnel
• Conducted independent assessment of DoD’s Fourth Estate • Benchmark MTF
agencies/activities to identify IT-related opportunities that increase manning against
mission effectiveness or lower cost government and
• Benchmarked DHA’s IT manpower structure and duties against other commercial healthcare
DoD, US government, and commercial health entities to increase entities
mission delivery or reduce cost
• Developed a plan to standardize access to DoD’s IT systems via API Medical Information
(application programing interface) management, so DoD • Implement secure data
headquarters elements (CAPE, DISA, DLA, etc.) could discover and sharing to customers
access data quicker with a need-to-know

See first page for the summary chronological listing of professional experience.
 Nicholas C. Reithmaier
Candidate for U.S. Air Force’s Medical Service Corps

Deloitte Experience MSC Functional Alignment

Department of State – Overseas Building Operations Resource & Personnel
• Developed criteria on how to prioritize new construction and • Coordinate with AFCEC
rehabilitation projects for overseas embassies/consulates on MTF requirements
• Consulted with engineering SMEs (subject matter experts) on based on projected
methodology to quantify safety impacts and project complexity manning
• Created requirements for module in DoS’s engineering budget IT
system that prioritized engineering projects based on criteria above Medical Logistics
and allocated funding across multiple fiscal years • Prioritize MTF building
• Our work increased DoS’s accuracy in budget forecasts by reducing repair and capital
the need to reprioritize projects each budget cycle improvement requests
Office of the Secretary of Defense – Chief Information Officer Resource & Personnel
• Led a team modeling the costs to consolidate DoD’s NIPRNet and • Assess budget spend
SIPRNet across all the MilDeps and Fourth Estates by 2030 and manpower
• Calculated both the transition costs and sustainment costs for each requirements across the
budget appropriation type FYDP
• Translated IT architectures from IT SMEs to identify the components • Support DHA’s PPBE
and services for the consolidated network needed in the cost model process and develop
• Obtained and integrated data from MilDeps and Fourth Estate POMs
agencies/activities on current IT network composition into the cost
model to calculate current state Medical Information
• Developed the budget estimate and phase lines for transitioning DoD • Manage change as the
components onto the consolidated network MHS transitions from
• Our work was briefed to OSD political appointees and culminated MilDep networks to the
with DepSecDef signing off on 4ENO (Fourth Estate Network DHA network
Optimization) memo to unify the networks: • Prepare IT architectures
https://disa.mil/NewsandEvents/2019/single-service-provider-Fourth- and OV-1 graphics that
Estate-optimization tie business case to IT
requirements
Assistant Secretary of the Navy for Financial Management & Comptroller Resource & Personnel
• Implemented processes that made Navy’s management of real • Prepare and navigate
property (buildings, structures, linear structures) compliant with financial statements,
FASAB (Federal Accounting Standards Advisory Board) accounting such as DHA’s
practices and the DoD FMR (Financial Management Regulations) statement of operations
• Developed a toolkit for RPOs (real property officers) to assess what
projects had to be capitalized and how to calculate capitalization Medical Information
• Created and maintained a reconciliation process that ensured Navy’s • Assess effectiveness of
APSR (accountable property system of record) was updated each IT controls for
month by each installation’s PWDs (public works divisions) information assurance
• Drafted audit guidance for how Navy would conduct a 100%
inventory on utilities assets, address discrepancies found in the audit, Medical Logistics
and manage data throughout the process • Manage medical
• Developed IT requirements to make Navy’s APSR compliant with inventory in compliance
audit standards, such as implementing approvals for with DoD FMR
adding/modifying/deleting real property assets • Implement internal
• Our work closed six issues found by an IPA (independent public controls to prevent
auditor) on Navy real property, so Navy could be audit-ready for real inventory loss
property
Centers for Medicare & Medicaid Services – Innovation Lab Group Practice & Health Plans
• Assessed cost savings for three of CMS’s experimental healthcare • Recommend
delivery models based on beneficiary count, financial payment improvements to
structure to providers, and CMS’s investment to standup the model healthcare delivery
• Benchmarked the demographics that each of CMS’s 50 models using data
serves against the demographics of their intended population to
identify discrepancies in health equity Resource & Personnel
• Determined what factors contribute to whether an experimental • Assess impacts of
model will either lower costs or improve care using statistical delivery changes to
analysis, such as regression and analysis of variance finances and manpower
• Developed a dashboard connecting budget spend to demographic
data on health equity and model financial incentives to healthcare
providers for CMS leadership align spend to policy objectives

See first page for the summary chronological listing of professional experience.