David Allen shares his wisdom and knowledge with all of us. David graduated from Indiana University in 1968 with an undergraduate degree in Accounting, and from the Indiana University School of Law in 1971. He formerly was Deputy Prosecuting Attorney for Washington County. David has practiced in the fields of Dissolution, Family and Domestic Relations, Criminal, Negligence and Automobile Injury, Wrongful Death, Social Security, Bankruptcy, Corporate, Probate, Creditors Rights, and Civil Litigation.

Year Joined Firm

1971

Bar Admissions

Indiana, 1971

U.S. District Court Northern District of Indiana, 1971

U.S. District Court Southern District of Indiana, 1971

Education

Indiana University at Bloomington School of Law, Bloomington, Indiana - 1971

Indiana University - 1968

Major: Accounting

Representative Cases

Mullen v. Tucker, 510 N.E. 2d 711 (Ind. App. 1987)

Womack v. Womack, 622 N.E. 2d 481 (Ind. 1993)

Hastings Mutual Ins. Co. v. Webb, 659 N.E. 2d 1049 (Ind. App 1995)

Wells v. Hickman, 657 N.E. 172 (Ind. App. 1995)

Allstate Ins. Co. v. John Burns, 837 N.E. 2d 645 (Ind. App. 2005)

In Re guardianship of E.N. , 853 N.E. 2d 960 (Ind. App. 2006)

Year Joined Firm

2019

Licenses/Certifications/Professional Affiliations

Licensed Attorney in Indiana since 2009 - IN 28239-10
Licensed Attorney in Kentucky since 2008 - KY 92297
Licensed Civil Engineer in Indiana - IN PE1000116
Licensed Civil Engineer in Kentucky - KY - 21231

Testimonials

Lisa’s leadership and customers had this to say: “Lisa has an uncanny knack for getting to the bottom of complex contract issues, preventing unnecessary claims and resolving issues while upholding the absolute intent of the contract. This ability is an immense resource for our field staff.” “Lisa continually sees the big picture, both from a Local and Regional perspective.”

Prior Professional Experience

Served in a senior leadership position as Deputy Assistant Inspector General at the Office of Inspector General/USDA with responsibility for a large staff across 4 Divisions including Facilities/Property and Safety, Information Technology, Budget and Accounting, and Human Resources. Shortly after arriving at OIG, I became aware of our resource needs at a time of great budget uncertainty. Realizing that we needed to find ways to optimize our spending, I analyzed our Reserve Account and found that over $12M of our appropriations over the last five years was slated to be returned to the Treasury. The amount in the Reserve Account for fiscal year 2014 alone exceeded $5M. Recognizing that this was a tremendous resource loss, I took swift action. I implemented a new policy reducing the amount of money held in our working Reserve Account for the current fiscal year by half, to $500K. I also initiated and led end of year meetings in the last four months of the fiscal year with my staff in Acquisition and Budget and Accounting, and stakeholders, to track procurements and improve our execution. Because of my efforts and leadership, at the end fiscal year 2017, we had executed all but $358K of our $98.2M budget, which was the best execution rate in the last 6 years. Our hiring efforts and procurements of goods and services increased, as a result. Held a Top Secret Security Clearance while serving in this position.

Served in a senior role as Deputy Director of Field Liaison and Customer Service at the Agricultural Research Service/USDA, with responsibility for three Branches; Facilities Engineering, Property, and Safety (FPS), Acquisitions (ACQ) and Information Technology (IT). I found that the Engineering Section included staff that had been previously reassigned from Headquarters and area offices. Most had never met or worked together before the reorganization and still worked from different locations. A number of staff had rotated through the FPS Branch Chief position in the six months prior to my arrival. Morale was low among members of the facilities engineering team and performance was not strong. The team’s primary customers were four SES Area Directors, and these leaders were frustrated with the poor quality of their multiyear Capital Project and Repair Plans. I was determined to reenergize and increase the productivity of the Facilities Engineering team. I quickly recruited a highly qualified FPS Branch Chief with a strong engineering background. I shared my vision with the Branch Chief and set expectations. I also coached him on how to effectively lead his engineering team while holding all subordinates accountable. I organized the first ever Engineering Workshop, which enabled engineers, and supervisors to collaborate and build stronger bonds of trust, mutual appreciation, and engage in knowledge sharing. Because of my efforts, morale, production, and performance improved across the board. Under my leadership, the Facilities Engineering team completed high quality and comprehensive Capital Project and Repair Plans that provided a consistent format for each region. The four SES Area Directors thanked me for improving this critical process, as it helped them to develop more tailored strategies and budgets. My effective team building and leadership is also reflected in the team’s increasingly high levels of performance and efficiency. For instance, the number of projects completed with budgets between $25K and $150K increased from 71 in 2014 to 87 in 2015. The number of projects completed with a cost exceeding $150K grew from 17 in 2014 to 43 in 2015. Finally, the overall value of initiatives completed in 2014 was approximately $11M, and that number doubled in 2015 (to $24M). During my 12 years at the U.S. Army Corps of Engineers I served in progressively responsible positons. While serving as the Deputy Chief of Civil Works on the Northwestern Division Regional Integration Team at HQ I resolved human capital and cross-organizational support issues, negotiated for the establishment of an Endowed Chair Program, in which the Northwestern Division and its Districts would send their best and brightest to four-month details at USACE HQ. I promoted professional development by mentoring and training five representatives from district offices during details to HQ. As a result of my efforts, knowledge increased, and there was better alignment of the vertical team, with stronger relationships between HQ and the Districts and Division. Five months into the trial period, senior officials decided to continue the program indefinitely. Salary and overhead savings alone were approximately $840K while I was there. This program is still in place today.

While serving as Chief of the Construction Contract Administration Branch, in the Construction Division, at the U.S. Army Corps of Engineers, Louisville District, I took meaningful action to turn around a struggling team. I leveraged the Federal Career Intern Program and hand selected three highly qualified Engineers and a Technical Assistant to infuse new ideas and fresh talent into the Branch. I guided staff in establishing better Quality Control measures and standards. I reenergized the team, and morale, performance, and customer service improved, leading to the successful and expeditious execution of a number of civil and military construction projects worth in excess of $140M annually. I developed contract administration policy and training publications, and developed/taught the Contracting Overview class to staff at military installations. I also applied my technical and legal knowledge in settling construction claims through fact-finding and negotiation that resulted in significant savings (approximately $1.2M), and earlier completions of military projects. Finally, I achieved DAWIA certification in contracting during my first year despite an extremely heavy workload.

I served as a technical expert to USACE attorneys working on construction claims involving complex engineering and scientific issues. I drafted contracting officer decisions, Rule 4 discovery files, and answers. I conducted meetings and led discussions on legal strategy. I developed questions for depositions and wrote responses to bid protests. I researched the legislative history of laws to determine congressional intent. I conducted records research of formerly used defense sites to determine evidence and timing of contamination. I drafted summaries of legal issues, property ownership/usage and the government’s position with respect to liability for environmental cleanup. I was instrumental in providing technical support during negotiation and resolution of a $6M Type II Differing Site Condition rock claim.

While serving as a Lifecycle Military Project Manager at USACE I was responsible for managing the planning, scoping, development, design, construction and direction of important Army Reserve projects throughout the United States. I was also responsible for the integration of Army Reserve requirements and development of a comprehensive management plan that was fully coordinated with all contributing agencies, stakeholders and organizations. I developed and managed project schedules and milestones from planning through design, construction and initial operations. I prepared quarterly fact sheets for Congressional review, and routinely interacted with our Army Reserve customers including Action Officers at Headquarters. This position involved significant travel throughout the United States. One of my most significant projects was the Barnes Hall USARC, Full Facility Revitalization (FFR) project in Phoenix, Arizona. The FFR program was at risk of being cancelled. Seeing the great benefits of the FFR, I prepared a briefing booklet on this project and presented it to Congressman Hayworth, General Ostenberg, and Colonel Aldridge at the ribbon-cutting ceremony. I discussed this project and the FFR Program with Congressman Hayworth and impressed upon him the importance of continuing the program. The Army Reserve customer was extremely satisfied and the FFR Program was continued.

Reba is a graduate of West Washington High School and Bryant-Stratton Business College. She has been employed with Allen & Associates for 34 years with 5 years of legal experience prior to Joining Our Services and one year as Secretary to the Dean of the Indiana University School of Education.

She began at Allen & Associates working for the late James D. Allen and since then for Jay D. Allen and David P. Allen.

Her primary expertise at the firm is in probate and real estate work, for which she is highly regarded.

Sharon K. Lamb’s Biography Sharon K. Lamb is a paralegal, specializing in the areas of personal injury, worker’s compensation, Social Security Disability and other areas of injury law. She brings 28 years of experience to the firm having worked all aspects of a case from its inception, through trial and even the appellate level. She is a graduate of Watterson College and Indiana University Southeast.

Sharon assisted with trial preparation and attendance at trial for the largest jury verdict in Washington County, Indiana as well as the largest medical malpractice verdict in Lawrence County, Indiana.

Assisted Cases

Huffman v. Monroe Community Schools, 558 N.E.2d 1264 (Ind. 1992);
Drake v. Mitchell Community Schools, 649 N.E.2d 1027 (Ind. 1995);
Harkness v. Hall, 735 N.E.2d 222 (Ind. 2000);
Wells v. Hickman, 657 N.E.2d 752 (Ind. App. 1995);
Womack v. Womack, 622 N.E.2d 481 (Ind. 1993);