Provide Intelligence support to SOF AT&L PEO-FW and the Acquisition process. Respond to all source SOF AT&L tasking and efforts in support of the FW SOF acquisition production process to include validated on-line Lifecycle Threat Reports (VOLT), create Critical Intelligence Parameters. Produce Technology Targeting Risk Assessments (TTRAs), Intelligence Health Assessments (IHAs), Lifecycle Mission Data Plans (LMDPs), validated IMD Supportability Reports (VISRs), Threat Test Support Packages (TTSP) and Adversary Cyber Threat Assessments (ACTAs).

Provide Intelligence support to SOF AT&L PEO-FW and the Acquisition process. Respond to all source SOF AT&L tasking and efforts in support of the FW SOF acquisition production process to include validated on-line Lifecycle Threat Reports (VOLT), create Critical Intelligence Parameters. Produce Technology Targeting Risk Assessments (TTRAs), Intelligence Health Assessments (IHAs), Lifecycle Mission Data Plans (LMDPs), validated IMD Supportability Reports (VISRs), Threat Test Support Packages (TTSP) and Adversary Cyber Threat Assessments (ACTAs).

Enlisted leader of 12 joint military and civilian analysts providing timely, relevant, and predictive intelligence to POTUS, DoD equities, and senior community decision makers.

Utilized staff rotations, benchmarking data, and effective allocation of resources to develop and implement new strategic mission within the branchTwice hosted 75 member working groups across shared equities and foreign partners establishing new lines of effort for strategic deterrence of regional threats and reduced duplication of effort.Chair for FY20 and FY21 Advanced Senior Leader Immersion Training. Planned, resourced, and executed over 20 instructional and demonstrative training sessions to 65 Chiefs and selectees.Developed strategic COA for continuing DoD community support during COVID-19 pandemic; created virtual/telework mission sets utilizing commercial technology to support sensitive military and coalition operations and planning.

Planned, organized, and oversaw all unit-level deployment surge activities ($400M). Provided remedial action when members could not be supported due to changes in manpower or equipment. Monitored UTC/Unit Manning Document (UMD) authorizations and notified senior management/applicable offices when mismatches were identified. Developed and implemented home station military workload mitigation plans using established guidelines to maximize deployable capability. Performed analysis activities. Analyzed the unit's combat capability through intensive evaluation of training, equipment status, manning, and unit supervision. Reviewed data to determine any deficiencies and directed or performed appropriate corrective actions.

Lead 22 military analysts supporting operational deployments across three combatant command areas of responsibility providing intelligence and reach back analysis to Department of Defense, National, NSW, and expeditionary war-fighting forces.Earned two Enlisted Warfare Qualifications; acquiring sufficient knowledge that enhances the understanding of war fighting, mission effectiveness, and unit survivability, as well as information technology capabilities and expertise.***Forward Deployed***

-Provided comprehensive career guidance, mentorship, and goal setting to 36 Sailors resulting in 100% completion of required counselings and boards.-Advanced Leadership Training Instructor for 125 mid-level military managers; -Identified and rectified training inefficiencies within Agency's Enlisted Information Warfare Specialist Program; enhanced knowledge retention amongst program participants and reduced overall time-to-qualify from an average of 24 months to 12 months.

Designed, planned, and managed the Agency's first Navy Career Development Program through sponsorship, mentorship, new employee onboarding, career development boards, ombudsman, and recognition programs; Established and maintained an aggressive and proactive Career Development Program (CDP) to improve the ability of Sailors to achieve their professional goals and positively impact early, mid- and late term talent retention. Provide guidance needed to aid Sailors in managing their own careers, and to meet personal and professional goals. -Responsible to the CEO and report directly to the COO for all matters related to Career Development Plan (CDP) management-Conduct monthly team training that will maintain training levels of 100 percent for all Career Development Team(CDT) members-Review, prepare and brief monthly and annual CDP reports to CEO, COO, and Division managers; provide written feedback to the respective department chain of command-Ensure all Sailors in paygrades E-1 through E-4 attend “First Term Success Workshop” during initial assignment-Distribute career information throughout the organization-Coordinate transition counseling to ensure all transitioning, retiring, or separating Sailors receive formal pre-separation counseling, is provided assistance with developing an individual transition plan, and/or receives counseling about the Individual Ready Reserve (IRR)