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Lifecycle Performance

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My Name is Victor Holman. I'm a business management and performance expert and CEO of Lifecycle Performance Professionals. I have 15 years of experience in strategic planning, process improvement and performance management for top international consulting firms, fortune 100 companies & Federal agencies. I've developed over fifty business growth tools & applications that maximize performance & profits & I’ve been featured on NBC, CBS, Fox, and ABC and heard on CNN & CBS radio. My ideal clients are small business owners who struggle to stay on top of the management, marketing and social media demands necessary to continuously grow their business. Some of my past clients and employers include: Booz Allen & Hamilton, MCI WorldCom, AOL, US Secretary of Defense, US Army, FDA, Health & Human Services, IRS, Air Force Material Command, CACI, and NetCentrics. I can help you manage any size project utilizing industry standard methodologies including Project Management (PMP), Lean Six Sigma, Balanced Scorecard, Total Cost of Ownership, etc. I can help you level the playing field with larger, higher budget competitors by delivering marketing, performance and management solutions that generate steady leads & increased profits.
$100 USD/hr
1 review
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Recent Reviews



Mar 2007

CEO Lifecycle Performance Professionals March 2007 – Present (6 years 11 months)Alexandria, Virginia Mr Holman started Lifecycle Performance Professionals, a performance management consulting business, with the goal of helping small and mid size business owners improve processes and level the playing field by implementing proven, cost effective and efficient project management, marketing and social media solutions. His products and services have been featured on ABC, NBC, Fox, and CBS television networks and heard on CNN Radio. He has also provided business expertise in American Express Open Forum and Mr Holman is responsible for numerous projects involving multiple vendors from multiple teams located in multiple countries. He developed an automated process tool to drive the projects to completion within schedule and budget. He developed a robust business performance and management membership site which provides over 500 managers and small business owners with tools necessary to grow their business, manage performance and transition to mid-size and large-size businesses. He developed a series of Mastery Systems which provide over 150 businesses with holistic approaches to increasing business profits, improving business performance and maximizing employee productivity. Mr Holman delivered over 680 videos to over 4.5 million viewers which provide step by step, proven strategies, tools and resources necessary to grow your business in the areas of sales, marketing, finance, performance, strategic planning, customer satisfaction, distribution, etc. Mr Holman’s Lifecycle Performance Management Model is an innovative approach for achieving performance excellence through a standard, phased strategy utilizing 35 performance management best practices and 48 key performance activities. Mr Holman authored “The 120 Day Performance Plan: A Step by Step Guide to Implementing a World-Class Performance Solution” and co-authored the best-selling book “Win! 35 Winning Strategies From Today’s Leading Entrepreneurs”.

Program Manager

Apr 2005 - Nov 2013 (8 years)

Office of Secretary of Defense – Mr Holman was the lead project manager of $3.1 million project for the OSD-CIO Operations Team, where he was responsible for managing all server, desktop and security operations projects and overseeing the transition of all Engineering projects into Operations. Mr Holman also managed OSD-CIO BRAC moves, which included the coordination of all personnel and IT activities throughout facilities, security, network operations, telecom/infrastructure, desk-side support and service desk. Mr Holman also managed the day to day operations of the AV/VTC team, which was responsible for teleconference and VTC troubleshooting, multi-point conference scheduling, virtual room number management, VTC phone book maintenance, VTC equipment deployment, VTC equipment maintenance, and morning VTC checks. Additional responsibilities included supporting OSD government personnel and acting as a liaison between the Operations Team, other OSD teams, and OSD components. Mr Holman worked with service support and engineering team leaders to ensure that the design of the services was feasible and well documented from an operations point of view (including all of the functional requirements, resources and capabilities needed), and ensured efficient deployment of IT Services; incorporating them into the existing IT environment and verifying that the deployment was completed effectively, and that the Service functioned according to specification. US Army – Mr Holman was the Program Manager for three large scale projects worth $5.1 million within the Army Information Management Center (IMCEN). His duties included ensuring that his staff were performing at an above satisfactory level for the Army, overseeing the lifecycle of the projects, and providing budget and reporting to Executives. In addition, Mr Holman directly managed a performance assessment team in charge of reporting, analyzing and publishing all of IMCEN’s performance measures and Service Level Agreements (SLAs) for 97 agencies. He was in charge of completely revamping and improving operational (tier 1 and tier 2) processes, resolving operational inefficiencies, creating and implementing performance plans, and increasing tier II response and resolution times by 300% within an eight month period. His team monitored service delivery for 97 customer agencies across all service areas including call center, desktop support, enterprise services, requirements analysis and design, business applications, financial management and others. This information was generated through automated daily, weekly and monthly reports and illustrated through a performance dashboard and briefed to IMCEN management. Other duties included identifying new internal and external metrics and recommending feasible SLA requirements, identifying performance strengths and weaknesses across the board, identifying industry best practices for improving internal IT processes, recommending tools for report automation, and providing the monthly SLA and Quality Assurance Surveillance Plans (QASPs) metrics to IMCEN customers and contractors. In addition, Mr Holman designed and implemented interactive performance management dashboards for the IMCEN Performance Assessment SharePoint page. This position required Mr Holman to manage customer expectations, communicate with contract vendors on multiple contracts and ultimately ensure that the Army was getting the level of service that it was paying its contractors to provide. Mr Holman applied ITIL service management and reporting principles.


Apr 2000 - Apr 2005 (5 years)

Food and Drug Administration – With the FDA, Mr Holman was the Performance Manager of a large scale call center consolidation effort among six operating divisions within the Food and Drug Administration with a strong focus in ensuring a seamless transition throughout the consolidation efforts. Duties included analyzing help desk performance and trends and providing statistical reporting for the Director. Another focus was Process Engineering, identifying areas for near-term and long-term improvements based on SLA requirements. Specifically, Mr Holman identified service requirements and service level metrics, documented and standardized processes among the call centers, and helped design a unified trouble ticketing system. Mr Holman developed a help desk manual encompassing the common and Center-specific processes for the IT Shared Services Help Desk as well as designed an operating level agreement for communication among the help desk tiers. Mr Holman also provided a cost analysis and comparison for the FDA centers’ systems management tools. Training in this area includes ITIL certification in Service Management. Health and Human Services – With HHS, Mr Holman acted as technical liaison to the Economics Business Analysis team in an $2.5 million IT consolidation task for eight operating divisions within HHS. Responsibilities included leading IT Service Management Catalog creation, collecting hardware, software, labor and budget data, assessing the data and developing a baseline of the current environment, and designing their future infrastructure and performance model, including a virtual service center and service level requirements. Challenges included communicating with the Directors of each operating division and gaining employee acceptance despite the consolidation effects eliminating all but one Director position, versus the previous eight. Deliverables Mr Holman developed includes an implementation plan, personnel transition plan, communication management plan, an architecture cross-walk, and an As-is To-be analysis for each of the eight operating systems, including hardware/software/support costs and network consolidation plans. Internal Revenue Service – In an IRS Modernization project, Mr Holman was the IT liaison for the economics business analysis team in a $2.1 million task that presented a business case analysis of the IRS distributed computing environment. This entailed analyzing viable alternatives available to meet FAIR Act requirements, developing a competitive sourcing strategy for each alternative, and validating IRS asset and labor inventories. Mr Holman’s individual contributions included developing a baseline of the IRS IT service delivery, preparing a seat management vendor summary which detailed past and current seat management initiatives, their contract demographics and delivered capabilities, and conducting best practice interviews to IT management personnel and captured additional data used to provide analysis of their overall infrastructure and IT service delivery. Other responsibilities included coordinating with cross-functional teams to produce deliverables and providing technical expertise for cost study. Centers for Medicare and Medicaid Services –With CMS, Mr Holman lead a small team of help desk engineers in the planning, implementation and maintenance of CMS's 24 hour Beneficiary Network Services Network Control Center. Mr Holman’s specific duties involved applying processes, problem reporting procedures, repair and maintenance standards, and communication standards between the network control center, CMS and MCI Worldcom. Mr Holman provided tier I and tier II telecom support for a network that averaged five million monthly calls throughout the FTS2001 voice network of 65 call centers. Mr Holman monitored their toll free network and acted as a liaison between the call center managers and MCI. Mr Holman designed and helped develop the Remedy ARS trouble ticketing system used to manage trouble call incidents. Provided monthly statistics and adhoc reports using MCI Interact management tool. Air Force Material Command – With AFMC, Mr Holman was the IT liaison on a total cost of ownership (TCO) analysis project. Mr Holman’s main responsibility was to provide IT technical expertise to the economics business analysis team responsible for creating a business case analysis of potential desktop support and network enhancements. Mr Holman travelled to several AFMC locations, interviewed clients representing network management, help desk, and information assurance to develop an IT baseline and conducted surveys which provided the data collection process and best practices for a total cost of ownership analysis. Mr Holman also provided pricing for AFMC LAN/WAN hardware and software. United States Geological Survey – At USGS, Mr Holman was part of a Enterprise Network Management team that implemented and managed a total network management solution. Applications Mr Holman was responsible for monitoring and developing included HP Openview, 3Com Transcend, Marconi ForeView, Concord NetHealth, and MRTG. In addition, Mr Holman help monitored USGS Cisco and 3Com routers, and Fore switches. In addition, Mr Holman created HTML links between USGS’s T1 and T3 lines and MRTG (Multi Router Transit Grapher) using MapEdit software.



1992 - 1997 (5 years)


Project Management Professional (2008)

Project Management Institute

This certification validates my ability to plan, manage, and execute projects of all types, sizes, and complexities by applying the processes and activities outlined in the project management body of knowledge (PMBOK).

ITIL Practitionaer (2004)

Information Technology Infrastructure Library (ITIL)

ITIL® is the most widely accepted approach to IT service management in the world. ITIL provides a cohesive set of best practice, drawn from the public and private sectors internationally.

Microsoft Certified Systems Engineer (2000)


Cisco Certified Network Administrator (2001)

Cisco Systems


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