Executive Bio

Bruce Scott

Consultant

Bruce Scott serves as a senior consultant with MBDi. He has extensive leadership experience in defense, foreign policy, trade, security, and intelligence matters. Bruce has over 25 years of hands-on experience in Defense related program management, Business Development, engineering, congressional relations and Foreign Military Sales.

Previously, Bruce served as the President of ITT Defense and Information Solutions International, and Vice President and Director of International Marketing at ITT Defense and Information Solutions. In this position, he was responsible for planning and directing ITT Defense’s international marketing activities. He joined ITT after his retirement from the U.S. Army in 2002, at the rank of Major General.

Bruce is a 1972 graduate of the U.S. Military Academy at West Point. He served in a variety of assignments in Infantry and Armored Divisions in the U.S. and Germany. He commanded at the company, battalion and brigade levels and served as the Commanding General and Division Engineer, South Pacific Division, U.S. Army Corps of Engineers in San Francisco, California.

In 1997, he became Chief of the U.S. Army Legislative Liaison becoming the Army’s principal representative to the United States Congress. In 1999, he became Commanding General, United States Army Security Assistance Command with responsibility for all Army foreign military sales, supporting 141 countries and international organizations, with more than 4,300 FMS cases annually.

Other assignments include White House Fellow as Special Assistant to the Secretary of Transportation, Elizabeth Dole; Executive Assistant/Aide to Colin Powell for two years; and Executive Officer, Vice Chairman, Joint Chiefs of Staff.

In addition to a BS degree in Civil Engineering from West Point, he holds the equivalent of a MS degree in Economics from the University of Freiburg, Germany and an MPA from Harvard University. He also attended the Harvard Senior Executive Program for National Security.

Bruce currently serves as the President and CEO of The George and Carol Olmsted Foundation.

Contact Details:

7422 Carmel Executive
Park Drive
Charlotte, NC 28226
info@mbdi.com
704.553.0000

Industry Experience

National Security, Defense, Engineering

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1-800-553-7944 | 7422 Carmel Executive Park Drive, Charlotte, NC 28226 | info@mbdi.com | www.mbdi.com

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In this White Paper you will learn:
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  • Criteria to evaluate personnel for a BD role
  • Why behavioral psychology is a critical knowledge competency for success in Business Development
  • The four distinctive BD roles and how to understand, assess and coach those individuals critical to revenue growth
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In this White Paper you will learn:
  • The eight-element approach to turning around revenue growth
  • Critical components for a high performing BD organization
  • Is it possible to change the culture of a BD organization?
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In this White Paper you will learn:
  • What a new BD culture incorporates
  • Why BD culture change produces a greater return on investment than strategy
  • How external catalysts are critical to changing BD culture
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In this White Paper you will learn:
  • Why trust is important in developing business
  • Why a client engagement process mapped to a qualification/disqualification phase is necessary
  • The three early shaping environments impacting your revenue results
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In this White Paper you will learn:
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  • How installing a purpose-driven client engagement process impacts pipeline quality
  • Why to fund education, coaching and professional development for effective customer engagement thinking and skills
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In this White Paper you will learn:
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  • What is HUMINT® and why it's a critical component in intelligence gathering
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Issue Paper:
  • Hiring retired senior military personnel for Business Development positions is a common practice in the Government Contracting industry. No matter how rational the custom of having retired military personnel call on their former subordinates now running government agencies or departments may seem, this scenario actually produces three troubling contradictions, one each from the individual, the corporation and the marketplace.
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In this White Paper you will learn:
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  • Stovepipe to Strategic: Restructuring the Business Development Model
  • Steps for Implementation
  • Assess the Present State of a Business Development Organization
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In this White Paper you will learn:
  • Indications of Business Development model problems
  • Business Development Strategy, Planning and Capabilities
  • Opportunity Identification & Qualification vs. The Crystal Ball.
  • Business Development Professionals vs. Door-Openers and Butterfly Catchers
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Issue Paper:
  • Few positions have the success of an organization weighing upon them like those in Business Development.
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In this White Paper you will learn:
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In this White Paper you will learn:
  • A proven Intel Gathering Strategy to fortify decision-making and drive revenue results
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In this White Paper you will learn:
  • Lifting a page from the small company Business Development playbook can be a game-changing strategy in this transformed environment.
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Issue Paper:
  • Want to get inside your customer’s head and discover the real issues? Then go to the source and just ask!
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Issue Paper:
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  • Moving the Needle in Tough Times
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In this White Paper you will learn:
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