John Acree
Senior Country Representative at USAID - Office of Transition Initiatives (OTI)- Claim this Profile
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Bio
Brownawell, Kevin
I supervised John Acree when he served as the Director of USAID/Afghanistan’s Stabilization Unit. In that capacity, he was entrusted with the most important portfolio in the most important USAID Mission in the world. John impressed me in several different ways. First, he quickly sized up the challenges of managing an office of go-getting young professionals. He motivated them, steered their energies in the right direction, provided them with professional guidance, and, very importantly in a highly stressful and dangerous war zone, ensured that they continued to be well-grounded from a mental health perspective. Secondly, he is a rare professional who deeply understands long-term development, humanitarian response, counterinsurgency, and post-conflict recovery—and the inter-relationship between them. And, he understands complex military-civilian dynamics. He could always be relied upon to place USAID stabilization programs in perspective—whether it be as a primer for a young civilian officer or a in a briefing for the Commanding General of ISAF, General David Petraeus. Third, while being unfailing polite and a team player, John brought a very admirable intellectual honesty to formal briefings and informal deliberations. In an atmosphere in which wishful thinking too often predominated, John would raise factual evidence and bring implementation challenges to fore, even when it was not popular with senior officials to do so. Fourth, his technical project management skills are outstanding. He understands such details as results reporting (including the unique challenges of stabilization metrics), project design (he led the design of a critical decentralized second generation stabilization project), and the importance of financial reporting and analysis (such as burn rate analysis)—and its programmatic implications. The Mission Director and I relied heavily on John and were very impressed by his performance. In sum, John Acree is a proven leader, consummate development and national security professional, outstanding project manager, and has sterling personal integrity. I unreservedly recommend him for challenging senior management assignments, both overseas and in the United States
Brownawell, Kevin
I supervised John Acree when he served as the Director of USAID/Afghanistan’s Stabilization Unit. In that capacity, he was entrusted with the most important portfolio in the most important USAID Mission in the world. John impressed me in several different ways. First, he quickly sized up the challenges of managing an office of go-getting young professionals. He motivated them, steered their energies in the right direction, provided them with professional guidance, and, very importantly in a highly stressful and dangerous war zone, ensured that they continued to be well-grounded from a mental health perspective. Secondly, he is a rare professional who deeply understands long-term development, humanitarian response, counterinsurgency, and post-conflict recovery—and the inter-relationship between them. And, he understands complex military-civilian dynamics. He could always be relied upon to place USAID stabilization programs in perspective—whether it be as a primer for a young civilian officer or a in a briefing for the Commanding General of ISAF, General David Petraeus. Third, while being unfailing polite and a team player, John brought a very admirable intellectual honesty to formal briefings and informal deliberations. In an atmosphere in which wishful thinking too often predominated, John would raise factual evidence and bring implementation challenges to fore, even when it was not popular with senior officials to do so. Fourth, his technical project management skills are outstanding. He understands such details as results reporting (including the unique challenges of stabilization metrics), project design (he led the design of a critical decentralized second generation stabilization project), and the importance of financial reporting and analysis (such as burn rate analysis)—and its programmatic implications. The Mission Director and I relied heavily on John and were very impressed by his performance. In sum, John Acree is a proven leader, consummate development and national security professional, outstanding project manager, and has sterling personal integrity. I unreservedly recommend him for challenging senior management assignments, both overseas and in the United States
Brownawell, Kevin
I supervised John Acree when he served as the Director of USAID/Afghanistan’s Stabilization Unit. In that capacity, he was entrusted with the most important portfolio in the most important USAID Mission in the world. John impressed me in several different ways. First, he quickly sized up the challenges of managing an office of go-getting young professionals. He motivated them, steered their energies in the right direction, provided them with professional guidance, and, very importantly in a highly stressful and dangerous war zone, ensured that they continued to be well-grounded from a mental health perspective. Secondly, he is a rare professional who deeply understands long-term development, humanitarian response, counterinsurgency, and post-conflict recovery—and the inter-relationship between them. And, he understands complex military-civilian dynamics. He could always be relied upon to place USAID stabilization programs in perspective—whether it be as a primer for a young civilian officer or a in a briefing for the Commanding General of ISAF, General David Petraeus. Third, while being unfailing polite and a team player, John brought a very admirable intellectual honesty to formal briefings and informal deliberations. In an atmosphere in which wishful thinking too often predominated, John would raise factual evidence and bring implementation challenges to fore, even when it was not popular with senior officials to do so. Fourth, his technical project management skills are outstanding. He understands such details as results reporting (including the unique challenges of stabilization metrics), project design (he led the design of a critical decentralized second generation stabilization project), and the importance of financial reporting and analysis (such as burn rate analysis)—and its programmatic implications. The Mission Director and I relied heavily on John and were very impressed by his performance. In sum, John Acree is a proven leader, consummate development and national security professional, outstanding project manager, and has sterling personal integrity. I unreservedly recommend him for challenging senior management assignments, both overseas and in the United States
Brownawell, Kevin
I supervised John Acree when he served as the Director of USAID/Afghanistan’s Stabilization Unit. In that capacity, he was entrusted with the most important portfolio in the most important USAID Mission in the world. John impressed me in several different ways. First, he quickly sized up the challenges of managing an office of go-getting young professionals. He motivated them, steered their energies in the right direction, provided them with professional guidance, and, very importantly in a highly stressful and dangerous war zone, ensured that they continued to be well-grounded from a mental health perspective. Secondly, he is a rare professional who deeply understands long-term development, humanitarian response, counterinsurgency, and post-conflict recovery—and the inter-relationship between them. And, he understands complex military-civilian dynamics. He could always be relied upon to place USAID stabilization programs in perspective—whether it be as a primer for a young civilian officer or a in a briefing for the Commanding General of ISAF, General David Petraeus. Third, while being unfailing polite and a team player, John brought a very admirable intellectual honesty to formal briefings and informal deliberations. In an atmosphere in which wishful thinking too often predominated, John would raise factual evidence and bring implementation challenges to fore, even when it was not popular with senior officials to do so. Fourth, his technical project management skills are outstanding. He understands such details as results reporting (including the unique challenges of stabilization metrics), project design (he led the design of a critical decentralized second generation stabilization project), and the importance of financial reporting and analysis (such as burn rate analysis)—and its programmatic implications. The Mission Director and I relied heavily on John and were very impressed by his performance. In sum, John Acree is a proven leader, consummate development and national security professional, outstanding project manager, and has sterling personal integrity. I unreservedly recommend him for challenging senior management assignments, both overseas and in the United States
Experience
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USAID - Office of Transition Initiatives (OTI)
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United States
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International Affairs
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100 - 200 Employee
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Senior Country Representative
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Jun 2021 - Present
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Senior Technical Consultant
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Sep 2020 - Present
Provide subject matter expert advice and knowledge-based experience to senior staff regarding new thinking to design innovative concepts and ideas, present solutions and serve as a subject matter expert for stabilization, transition and countering violent extremism programming. Support leadership teams regarding USAID programs and contracts and offer opinions and guidance to program and business teams to improve and increase international program opportunities. Develop client relationships and strategic partnerships to build new business and enable joint ventures. Assist with marketing and public relations to promote new and adaptive program ideas and represent the company at senior donor and partner meetings.
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Near East Foundation
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United States
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Philanthropy
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100 - 200 Employee
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Senior Advisor, Near East Foundation
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Apr 2019 - Sep 2020
Provide NEF President and senior leadership with strategic and planning counsel in order to achieve revenue growth, increased geographic presence, and new technical capacity. Provide access to USAID and State Department networks and establish NEF as a viable partner to implement peace building, stabilization, conflict prevention and resiliency programs. Provide NEF President and senior leadership with strategic and planning counsel in order to achieve revenue growth, increased geographic presence, and new technical capacity. Provide access to USAID and State Department networks and establish NEF as a viable partner to implement peace building, stabilization, conflict prevention and resiliency programs.
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International Medical Corps
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United States
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Non-profit Organizations
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700 & Above Employee
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Vice President, International Programs
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Dec 2016 - Apr 2019
Managed the organization’s technical, humanitarian, and development operations and backstopping teams targeting displaced and at risk populations in 25 countries, with oversight of thousands of staff and volunteers and a budget of approximately $250 million. Oversaw organization-wide and country specific strategies, work plans and finances and managed collaborative teams that included Programs and Operations, Security, Emergency Response, Compliance, and Technical offices. Managed the organization’s technical, humanitarian, and development operations and backstopping teams targeting displaced and at risk populations in 25 countries, with oversight of thousands of staff and volunteers and a budget of approximately $250 million. Oversaw organization-wide and country specific strategies, work plans and finances and managed collaborative teams that included Programs and Operations, Security, Emergency Response, Compliance, and Technical offices.
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USAID
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United States
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International Affairs
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700 & Above Employee
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Director, Office of Civilian-Military Cooperation
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Dec 2015 - Dec 2016
The Office of Civilian-Military Cooperation (CMC) serves as USAID’s primary point of contact with the Department of Defense (DoD). Known until November 2011 as the Office of Military Affairs (OMA), the office responds to the National Security Strategy's demand that development be a strong and equal partner with diplomacy and defense. The Office of Civilian-Military Cooperation (CMC) serves as USAID’s primary point of contact with the Department of Defense (DoD). Known until November 2011 as the Office of Military Affairs (OMA), the office responds to the National Security Strategy's demand that development be a strong and equal partner with diplomacy and defense.
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Creative Associates International
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United States
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International Trade and Development
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700 & Above Employee
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Chief of Party, Creative Assoicates International
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Oct 2014 - Nov 2015
Managed a $136 million USAID OTI-funded program opening civil society space for high-risk groups in previously violent and extremist areas of Sindh and Punjab provinces. Labeled as a flagship transition program by the U.S. Government, the program established innovative and strategic partnerships among local women, social, government, and private sector groups and provided technical, educational, and operational expertise and mentoring to more than 100 project staff and local partners to conduct a variety of campaigns focused on social and behavior change.
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Director, Political Transitions Practice Area
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Nov 2012 - Oct 2014
Managed a $350 million program portfolio and supervised numerous program teams implementing rapid impact projects targeting at risk groups in Afghanistan, Pakistan, Nigeria and Honduras. Served as a leading senior staff consultant designing political transition programs and training for a variety of overseas projects and successfully mentored staff, increasing their technical, strategic, and management expertise that led to a more robust and pioneering effort in field strategies and program backstopping.
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Chief, Stabilization Unit, USAID/Kabul
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2010 - Dec 2011
Served USAID/Afghanistan as the office leader and manager of the $1.6 billion local community development and stabilization program portfolio. Facilitated a strong civilian-military partnership with the U.S. military’s Special Forces Command and the U.S. Embassy and successfully forged a stagnant Stabilization Office of 43 professional staff into a highly functional and robust team of professionals through a strong, lead-by-example management style. Served USAID/Afghanistan as the office leader and manager of the $1.6 billion local community development and stabilization program portfolio. Facilitated a strong civilian-military partnership with the U.S. military’s Special Forces Command and the U.S. Embassy and successfully forged a stagnant Stabilization Office of 43 professional staff into a highly functional and robust team of professionals through a strong, lead-by-example management style.
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International Resources Group
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United States
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International Trade and Development
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1 - 100 Employee
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Senior Manager
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Sep 1999 - Sep 2010
Provided technical advice to increase IRG’s $20 million project portfolio in transition programming, emergency relief, food security, disaster management, and risk reduction. Responsible for improvement of business capture and program development to increase revenues from bilateral donors, expand project portfolios, and identify new market opportunities. In addition, provided management and advisory services for the following relevant projects:Senior Program Director, U.S. Dept. of State, Washington, DC and Pakistan, 2009-2010.Senior Team Leader, OFDA Disaster Risk Reduction Strategy Design, Washington, DC, 2008-2009. Senior Program Manager, OFDA IDP Assistance Program, Baghdad, Iraq, DC, 2006-2007. Project Leader, USAID/Bureau for Democracy, Conflict, and Humanitarian Assistance (DCHA) Project Leader, FFP, (OFDA DART Food Security Specialist, Amman, Jordan and Al Hillah, Iraq; FFP Food Security Specialist, Erbil, Iraq) Senior Advisor, IRG/OFDA/FFP, Food Augmentation Team, Dushanbe, Tajikistan, 2002. Senior Planning Advisor and Senior Manager, Emergency Management Group (EMG), Prime Minister’s Officer, Tirana, Albania, 1999.
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USAID - Bureau for Humanitarian Assistance
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International Affairs
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700 & Above Employee
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Consultant
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1999 - 2009
Senior Team Leader, OFDA Disaster Risk Reduction Strategy Design, Washington, DC, 2008-2009. Designed disaster risk reduction for OFDA regional programs in Africa, Middle East, Central Asia, Latin America, and Asia resulting in saving humanitarian response resources and in the integration of OFDA programming.Senior Program Manager, OFDA IDP Assistance Program, Baghdad, Iraq, DC, 2006-2007. Managed $112 million grant project with five international NGOs providing humanitarian assistance to Iraq’s 2.2 million IDPs. Project Leader, USAID/Bureau for Democracy, Conflict, and Humanitarian Assistance (DCHA)/OFDA Surge Capacity Plan Design, Washington, DC, 2007. Developed the DCHA Surge Capacity Plan enabling the DCHA Bureau to create and implement a civilian surge capacity and improving its response capability during large-scale international complex emergencies.Project Leader, FFP, (OFDA DART Food Security Specialist, Amman, Jordan and Al Hillah, Iraq; FFP Food Security Specialist, Erbil, Iraq), Washington, DC, 2003-2006. Led contingency and humanitarian relief planning and provided food security advice, and operational expertise and management services to USAID and military civilian affairs efforts in Iraq. Senior Advisor, IRG/OFDA/FFP, Food Augmentation Team, Dushanbe, Tajikistan, 2002-2003. Provided management and technical services to military Civilian Affair officers and improved logistics for emergency food aid transport into Afghanistan. Improved US Military humanitarian response capacity to identify projects for military humanitarian assistance and food security programs. Senior Planning Advisor and Senior Manager, OFDA, Emergency Management Group (EMG), Prime Minister’s Officer, Tirana, Albania, 1999-2000. Advisor to the Albanian Special Coordinator for Humanitarian Aid and manager of Albania’s EMG to establish a national emergency planning agency for Albania and oversaw management of Albania’s recovery operations.
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Education
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1986 - 1988
Middlebury Institute of International Studies at Monterey
MA, International Development -
1976 - 1981
University of Nevada, Reno
BS, journalism -
1972 - 1976
Albert M. Lowry
High School Diploma
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