Delvin T. Lewis

United States Army

Responsibility for the whole organization

I began my Army career as an enlisted leader and later commissioned as an officer, separating as Captain. Commanding a 137-person organization meant accounting for more than the immediate task. Personnel, training, budgets, facilities, and readiness all had to support the same objective.

My work also extended beyond the chain of command. In foreign military sales, I coordinated government buyers, contracting authorities, engineers, and suppliers. Restructuring how requirements moved among those groups reduced procurement lead time by 28%. That experience is directly relevant wherever progress depends on people with different responsibilities reaching a workable decision.

GDIT & EY GigNow

Making complex work executable

At General Dynamics Information Technology, I translated Army training objectives into coordinated exercise plans. Senior leaders, technical specialists, and support teams needed a shared schedule and a clear understanding of what each group had to deliver. Planning conferences and after-action reviews connected the original objective with what actually happened.

Later, on an EY GigNow engagement, I worked with a six-person team validating records for 7,109 Army facilities. That work required close attention to documentation and asset accountability. Together, these experiences strengthened two sides of my approach: coordinate the people doing the work, and make sure the information guiding their decisions is dependable.

The Louver Shop

Following the customer promise through

Managing building-products accounts across Coastal Georgia and South Carolina brought a different measure of success: whether the customer received what they expected. I worked through requirements, proposals, negotiations, delivery, and installation, including returns and replacements when something needed to be resolved.

That experience connects selling with operations. A strong proposal matters, but so do the handoffs and follow-through that turn it into a completed job and a lasting relationship.

DTL Management Consulting

Connecting marketing with how a business works

As a business owner and consultant, I bring those perspectives together. My work with construction, building-products, and home-services clients includes defining scope and pricing, organizing delivery, and building processes that make customer relationships easier to manage.

For Ridgeway Roofing, a DTL client, that meant addressing both demand and follow-through. I restructured CRM ownership, routing, and follow-up, and ran a Keap campaign reaching more than 2,000 dormant customers and unclosed estimates. The campaign helped generate more than $250,000 in revenue.

I also analyzed 1,489 jobs representing approximately $7.45 million in recorded revenue to support annual planning. Marketing, analysis, and process changes were connected parts of the work: finding opportunities, deciding where to focus, and giving the team a clearer way to act.