Project Manager (fully remote) supporting the United States Air Force (USAF) Foundational Logistics Information Technology Enterprise System (FLITES) cataloging and provisioning initiative using Agile methodologies and processes• Managed financial performance resulting in a gross margin profit over 30%• Quickly established a positive client relationship ensuring open communication and timely coordination• Developed Organizational Process Assets (OPAs) for project team members and clients• Delivered contract data requirements early to meet timeliness and quality of service performance• Created requirements delivery modeling to ensure compliance with contractual schedule requirements• Led a multifunctional team with exceptional government Contractor Performance Assessment Reporting (CPAR) ratings• Proficient in Confluence, Jira, Microsoft Teams

Led a 96-person staff responsible for Global Logistics Operations for a 25,000 employee organization operating in 19 countries throughout Northern Africa, the Middle East, and South / Central Asia. Responsible for the development, comprehensive review, analysis, and integration of all logistics related orders, plans, programs, policies, and exercises in support of theater security strategies. Provide lead planning and coordination across the staff, higher headquarters, and adjacent units. Provide reviews and updates to Army policy documents, operational, and contingency plans. Integrate operational contract support into planning and ongoing operations.• Led a government contracting team responsible for $6.2 billion in service and supply contracts annually• Managed an internal budget of over $250,000 and five separate program budgets totaling $24.4 million• Planned, coordinated and managed multi-modal transportation of over 106,000 people and 206,000 short tons of cargo supporting operations throughout the Middle East • Developed strategic plans for logistics support to operations in multiple Middle Eastern countries to include contingency response and base life support requirements• Directed a $90 million strategic equipping project; the first phase of project completed ahead of schedule and $4.3 million under budget

Counterterrorism and public policy fellow at Duke University (Sanford School of Public Policy) as part of the U.S. Army War College 2016 cohort. The fellowship provided opportunities to develop familiarity with national security and counterterrorism policies, conduct regional studies, and author and publish research on "Improving Logistics Agility Through Additive Manufacturing". Research was supported through course work in Supply Chain Management, Engineering & Commercializing Technology Innovations, and Public Policy during the fellowship. Additionally, met and interacted with senior government national security executives and completed intensive written and verbal communication sessions with Duke professors and administrators.

Led and directed 103 employees responsible for the strength management and professional development for over 150,000 U.S. Army Soldiers serving in 12 different career fields with 83 occupation specialties. Directly managed force drawdown requirements for the Army and force rotation planning for South Korea based units. Additionally, developed assignment programs for assistants to Army executive leaders and assisted in the design of the first Command Sergeant Major (CSM) selection process for the Centralized Selection List (CSL) for Battalion and Brigade level command team support.• Directed over 31,500 career developing assignments to include filling over 1,600 specialty positions • Leveled organization wide talent to comply with Army-wide force reduction guidelines• Coordinated with Pentagon officials to create an executive assistant talent management selection process • Developed and presented critical employee position selection results to the senior leadership of the Army • Established performance metrics to ensure timely and accurate assignments directing essential employees to priority organizations to ensure deployment readiness• Conducted a workforce reduction of 10 positions streamlining operations without sacrificing customer service• Conducted analysis of internal hiring actions resulting in the implementation of improved processes and practices

Managed contract and military teams up to 300 employees to maintain the storage and readiness of strategic equipment, munitions, and supplies readily available for deployment supporting operations throughout the Middle East.• Led and developed a team of over 300 military and contract employees to improve organizational accountability and transportation as a critical overseas Army Materiel Command contingency site in Qatar • Developed outbound transportation strategies reducing packaging and preparation requirements by two weeks• Managed worldwide transportation operations for vehicles, repair parts, and munitions• Improved the maintenance readiness of strategic equipment valued over $188 million• Oversight of a $7.4 million contract to maintain, store, and support strategic contingency equipment• Established warehouse storage standards for all middle-eastern contingency equipment

Led a team of 10 people responsible for managing and allocating funding for Foreign Military Sales, Foreign Military Financing, Humanitarian Assistance, Demining, and regional engagement in the Pacific region. • Program manager for the Asia Pacific Regional Initiative a $16M program to improve direct engagement opportunities for the organizations top executive• Authorized distribution and approval of $152 million in U.S. national engagement and contingency funds• Established program business rules for foreign military sales, regional engagement, humanitarian assistance, and disaster relief in the Pacific region ensuring accurate policy and regulatory adherence• Developed accountability metrics to assess budgetary goals and avoid funding loss for future fiscal years

Managed the life support, maintenance, transportation, supply, and contracted logistics requirements of a 5,000 person organization with a 17-person team supporting operations within the U.S., Kuwait, and Iraq. • Planned and executed the transportation and logistics sustainment support for over 5,000 employees to training events in Hawaii, California and combat operations in Kirkuk, Iraq• Simultaneously led organization logistics and supply chain operations during combat operations in Iraq for over 5,000 organizational employees • Led and coordinated maintenance projects to include vehicle protection upgrades for over 1,500 unit vehicles and refurbishment of over 250 vehicles, 500 weapons and night vision devices • Built and developed a team through training and on the job experience to address complex logistics problems meeting every targeted objective and metric to sustain dispersed operations throughout northern Iraq• Provided supply chain management and logistics support to dispersed operating bases throughout northern Iraq maintaining accountability of over $10.3 billion of equipment- 3rd Brigade Combat Team, 25th Infantry Division Brigade S4; 325th Brigade Support Battalion Support Operations Officer

Selected as the U.S. Army Defense Logistics Agency (DLA) intern to broaden experiences in strategic Department of Defense logistics operations supporting all services to include: Army, Navy, Marine Corps, and Air Force operating globally. • engaged customers around the world to maximize readiness and logistics combat power by leveraging enterprise solutions • established mutually rewarding customer relationships ensuring customer focus throughout DLA• Published research on the benefits of DLA’s Business System Modernization• Selected to attend the Army Command and General Staff College at Fort Leavenworth, KS – selection limited to the top 40% of Army mid-grade officers• Company Commander, Battalion operations officer 1st Infantry Division Kitzingen, Germany• Battalion logistics officer, warehouse manager 4th Infantry Division Fort Hood, Texas• Tank Platoon Leader 2nd Armored Division Fort Hood, Texas