Hello All,
Ryan Luzak’s Bio
Ryan has extensive experience and deep expertise in supporting global, enterprise-wide organizational development and transformation initiatives, and he has led interdisciplinary, geographically-dispersed teams through the design and implementation of large-scale talent management programs. He has certifications as a Senior Professional in Human Resources (SPHR), a Master Human Capital Strategist (MHCS), and a Change Management Advanced Practitioner (CMAP), and he is certified to use the Myers-Briggs Type Indicator (MBTI®) to enhance individual performance and team effectiveness.
Ryan Luzak, MBA
| Booz Allen Hamilton | |
| Senior Associate | |
| Ryan leads the Human Capital Functional Community in multiple Mid-Atlantic offices, with more than 50 practitioners working on project teams in a wide variety of client organizations, including Navy, Marine Corps, NATO, Military Intelligence, and Cyber commands. In this role, he leads the design and execution of the overarching strategy for building, growing, and bringing to market the firm’s capabilities in the areas of strategic human capital management and organizational development. He has been the lead author on original pieces of intellectual capital that have enhanced the firm’s position as a thought leader in these areas. He wrote the Booz Allen “Viewpoint” on succession-management challenges facing civilian leaders across the Department of Defense, and he prepared materials on strategic approaches to employee engagement that were presented at the Human Capital Management in Defense (HCMD) conference in Washington DC. Most recently, he delivered the keynote address on change management and cultural transformation to more than 100 delegates from NATO Nations, Commands, and Agencies at NATO Headquarters, Supreme Allied Command Transformation (HQ SACT).
In addition, Ryan fills key leadership roles in support of critical market-development activities, including strategically significant proposal development and client relationship management, and he leads project teams through post-award execution, including quality control, staffing, risk management, budget, and contract terms. Specifically, Ryan led the work of a diverse team of more than 40 staff over 12 months, coordinating simultaneous and interdependent work streams across various geographies to develop the Technical Approach, Basis of Estimate, and all required subcontracting documentation across two major proposal efforts. This work culminated in $60M in wins with critical clients, allowing ongoing work to continue without interruption, and facilitating the expansion of footprint on new projects and with new client organizations. As Program Manager on these contracts, Ryan manages more than 150 staff on over 40 projects with multiple client organizations on the east coast, west coast, Alaska, Hawaii, and Japan.
Ryan leads career-development and professional-development activities with multiple staff. As a Career Manager, Ryan has managed staff billability, and driven performance feedback, career development, staff engagement, and retention for more than 30 individual staff drawn from functional teams in the areas of Human Capital, Change Management, Process Management, Strategic Communications, Digital Creative Communications, as well as service-specific areas of expertise. Also, as a widely recognized expert, Ryan provides leadership within the Human Capital Functional Community, supporting ongoing professional development of Booz Allen staff, both as a functional mentor and as an adjunct faculty member on the firm’s Learning and Development team. In this role, he designs and delivers training to Booz Allen staff in the areas of leadership development, change management, and interpersonal and team effectiveness.
In his current client-facing role, Ryan is supporting the Executive Director at U.S. Fleet Forces Command in the design and implementation of strategies to enhance organizational effectiveness, support continual leadership development, and mitigate talent-management risks and gaps. For example, he led the design and execution of a comprehensive assessment of organizational effectiveness across 25 elements in seven core areas, resulting in 16 specific recommendations to improve mission effectiveness that were endorsed by all Flag officers and Senior Executive Service (SES) civilians. He created a repeatable methodology that enabled senior leaders to conduct rigorous trend analysis over time based on standardized criteria in the areas of strategy, structure, systems, staff, organizational capabilities, and culture. Although these criteria were tailored to the unique needs of the organization, they were based on multiple industry-recognized, best-practice frameworks. In addition, he conducted a quick-turn assessment of the command’s civilian personnel management policies and programs. He examined the alignment of policies with mission requirements and stakeholder-driven priorities, evaluated the effectiveness of existing civilian programs relative to management goals and objectives, and delivered actionable recommendations to enhance the impact of the civilian-personnel management system within relevant resource constraints.
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