I lead Florida's most responsive, secure, and knowledgeable title company.

Led the go-to-market effort for the largest and most complex product launch at indeed for a $100M annual revenue product (Hiring Events). This initiative has been widely regarded as the most thoughtfully planned and well-executed product launch in 7+ years. Implemented internal and external communications, training, and marketing to scale the new experience from 0 to 700+ client accounts (40% of user base). Crafted the vision and overall GTM strategy, earned the trust and alignment of senior stakeholders (VP-level), and expertly managed the launch. This required a high-degree of change management due to mitigate the impact of multiple "thorny" changes for teams across indeed in order to deliver a better customer experience and unlock strategic growth for the product. Built trust across the organization by leading a cross-functional planning taskforce of 40+ stakeholders representing 10+ teams to uncover implications of product changes and vet proposed paths forward. Stood up, organized, and facilitated a core planning team (GTM, communications, learning, and project management orgs) to execute the product launch. Fostered a culture of trust and collaboration with clearly outlined roles, responsibilities, and expectations - empowering teammates to own their respective scopes and deliver a first-in-class launch experience for our internal teams (Sales / CS) and our clients. Recognized by senior leaders as well as front-line Sales and CS reps for excellence in planning, communication, and launch execution.Codified learnings in a case study to inform future large scale product launches both for product commercialization team.

Crafted the growth strategy and identified a $400M+ operating income opportunity for a specialty pharma group purchasing org.Conducted market research and data analysis to identify and develop a strategy to target $100M+ in incremental operating income for a life sciences distributor to fuel an operating model and organization re-design.Supported a private equity client, working directly with the portfolio company CEO (Quick Service Restaurant Industry), to re-design the corporate organization to achieve investment targets while retaining the capabilities to deliver on an ambitious growth agenda.Developed the enterprise level (non-headcount) synergy target value case ($200M+) for the largest merger announced in 2020.Founded a veteran ERG within Accenture's Strategy Consulting practice to support diversity recruiting and enhance the veteran experience at the firm. Lead a core team of 10 and grew the organization to 50 members. Lead the recruiting effort that identified 5 candidates who ultimately joined the firm.

6th Ranger Training Battalion, Airborne and Ranger Training BrigadeRanger Instructor responsible for Platoon (40+ person) level operations. I lead a team of 22 instructors. The US Army Ranger School trains combat leaders by instructing students on platoon operations in an austere environment. Students are evaluated during graded patrols under intentionally stressful conditions- food and sleep deprivation, physical and mental exhaustion, varying terrain, and weather effects. Students are required to demonstrate the ability to motivate and manage subordinates in adverse conditions in order to pass the course and earn the coveted Ranger Tab. 70% of students are junior officers in training who will lead combat platoons in the near future. As an instructor, it is of paramount importance that standards are upheld and students are inspired to lead with a warrior spirit. I was responsible for the safe and effective administration of the program of instruction reaching over 500 students annually. I oversaw airborne, land, and maritime operations and evaluate individual student leadership capabilities and tactical proficiency. As the head of a 22-person training team, I was responsible for quality control of training and continuous process improvement.

I deployed in support of Operation Freedom's Sentinel also flagged under a NATO mission of Operational Resolute Support. I was selected for a role detached from my parent unit, working directly for a UK Battalion (500+) Commander as his advisor in a multinational unit comprised of American, British, Australian, Danish, Mongolian, and Afghan Soldiers. I served as "the face" of my organization and provided operational understanding of American unit capabilities, procedures, and tactics while planning daily operations and synchronizing over 2,000 combat patrols in the city of Kabul over a 5 month period in order to provide security for the mission to train, advise, and assist the Afghan government and military. I assisted the Commander by working with multiple players within the city spanning the spectrum of militaries, government agencies, special operations forces, and other entities in order to maintain strategic partnerships.

3rd Brigade Combat Team, 2-506 "White Currahee" BattalionI served as a manager of an air assault infantry platoon (39 person), responsible for training, welfare, and readiness. I oversaw a training deployment to Grayling, MI and supervised over 50 missions in a 14-day period. I was rated #1 of 4 platoon leaders in the company and #3 of 17 platoon leaders in the Battalion by each respective Commander.In a subsequent role, I was selected to serve as executive officer (2nd in command) of an air assault infantry company (131 person). During this time, I assumed command of the company in the absence of the commander for a 30-day period and successfully managed risk during high intensity live fire training. I directly managed the deployment of 131 Soldiers and over $6 million dollars of property on three separate occasions via air, rail, and truck to both stateside and international locations.