Air component desk officer for 15 countries in Southern Africa.

Reserve Individual Mobilization Augmentee position. Operational Contract Support Planner and Contracting Staff Officer at Air Force Installation Contracting Center Operating Location Europe.

Reserve Individual Mobilization Augmentee position.

In September 2023, I stood up a new Air Force contracting office in Guam, supporting civil engineer operations across the Indo-Pacific. This included staffing, organizational development, establishing a contract writing/filing infrastructure, and creating policy aligned with the FAR, DFARS, and DAFFARS. I lead three contracting officers remotely from Hawaii.I was also the Small Business Professional for the contracting office. I ensured each commercial requirement was considered for small business opportunities in support of Pacific Air Forces small business goals.I maintained a position on PACAF staff as an Operational Contract Support (OCS) Planner. I partnered with other contracting offices across the Indo-Pacific to gain efficiencies, deconflicted work between military services, and avoided contract fratricide. For every commercial requirement generated out of the engineer division, I ensured that there was a procurement method assigned to support the need.

In 2022, the Air Force introduced the concept of Agile Combat Employment (ACE): a proactive and reactive operational scheme of maneuver executed within threat timelines to increase survivability while generating combat power. A large part of this effort is maintaining the air component's flexibility in the Indo-Pacific. My office is charged with restoring airfields across the Pacific in order to secure ACE operational capabilities. As the Operational Contract Support Planner, I'm responsible for securing commercial capabilities for airfield construction and life support requirements in various islands in the Pacific and assimilating contractor performance into our airfield repair operations.

As an Air Force Individual Mobilization Augmentee (IMA), I supported the Joint Contingency Acquisition Support Office (JCASO) and the Strategic Programs and Integration Directorate (J32). For JCASO, I was an operational contract support (OCS) planner, ready to deploy and provide first-response program management for worldwide contingency acquisition operations. I revamped the Joint Requirements Review Board (JRRB) instruction for Combined Joint Task Force-Horn of Africa, identifying and resolving 85 areas of improvement and streamlining the review and approval of high visibility requirements. Under J32, I facilitated agency management reviews (AMR), assessing internal controls and evaluating compliance and program effectiveness. I stabilized communications for the AMRs during COVID by establishing a centralized location for deliverables, references, and continuity documents on MS Teams, successfully transitioning the AMR operation into 100% remote execution with zero disruptions. I also led hot wash discussions to senior leaders at the flag officer/senior executive level, capturing review inputs from 33 offices throughout HQ DLA as well as best practices/lessons learned to improve the enterprise's AMR process.

Responsible for standardizing the way DLA identifies, reports, and responds to supply chain risks throughout the enterprise. Leads and participates in working groups within DLA and the Office of the Under Secretary of Defense for Acquisition and Sustainment to discuss Department of Defense best practices in supply chain risk management. Developing enterprise-wide guide with accompanying policy letter to assist program offices in incorporating supply chain risk management considerations throughout the government acquisition process.

In this position, I managed a $563M Advisory & Assistance Services portfolio in support of the Space Systems Command (SSC), which consisted of both pre-award and post-award projects. I provided technical and government acquisition advice and expertise to my clients. This included identifying requirements/business cases, strategizing the procurement, creating a contract award schedule, and tracking milestones and accomplishments along the way. I performed duties as a Contracting Officer Representative (COR) to include contract administration and monitoring contract performance. In this position, I frequently identified and resolved acquisition related problems and issues as they arose by leveraging my knowledge of the Federal Acquisition Regulation and its supplements as well as coordinating with several stakeholders for each project. As a Senior Acquisition Specialist and Project Manager, I analyzed and developed technical client requirements and satisfied complex professional service contract requirements associated with client needs. I also prepared acquisition strategy and solicitation documents that best follow current government acquisition practices. Lastly, I worked with contracting personnel to solicit competition, provide fair opportunity, and lead related meetings with industry partners.

In this role, I worked as a Senior Contracts Analyst, providing staff augmentation support for a Naval weapon systems program office for maritime surveillance. In support of a $240M pre-award portfolio, I prepared statements of work, quality assurance surveillance plans, contract data requirements lists, requests for proposals, source selection plans, etc. In support of a $110M post-award portfolio, I tracked contract deliverables, prepared technical direction letters and contract modification requests, and monitored contract funding obligations. My direct clients were the program office acquisition manager and assistant program manager. I was cleared for Secret in this role.

As part of the Next Generation Overhead Persistent Infrared (Next Gen OPIR) team, I performed contracting duties and supported a $3B portfolio in order to develop technology to further missile warning and missile defense. I managed the price and cost analysis as well as cost realism analysis processes in order to determine prices to be fair and reasonable. By setting realistic milestones for my space vehicle prototype acquisition, I kept the integrated procurement team on track toward contract award. I've spent most of my time in this position managing a $40M closed broad agency announcement for preliminary design review for a new Air Force space vehicle program, leading a 24-member team through both white paper and proposal evaluation as well as negotiating contract terms and conditions regarding data rights.

In this position, I was second in command in my unit and responsible for 84 military and civilian members and a $130M annual budget and $2B contract portfolio at Kadena Air Base in Okinawa, Japan. I was also responsible for executing the squadron commander's vision and direction. One of my primary duties was supervising our unit contingency cell, which ensured all 40 of our military members were fully trained and qualified for worldwide deployment in support of any Combatant Command. Most of these deployments consisted of expeditionary missions in Southwest Asia and multinational exercises in Southeast Asia. I also reported our deployment readiness metrics to my unit commander as well as my Group commander (one level above the unit) while articulating our unit shortfalls and projected instabilities. As a warranted contracting officer ($5M), I developed acquisition plans in accordance with federal regulations and host nation laws. As a key business advisor to the wing, I spoke at local business engagements, representing Kadena Air Base at both Okinawa Chamber of Commerce and US Department of State events. Lastly, working directly with the base budget office, I led the closeout of fiscal year 2017 by prioritizing all 100+ unfunded requirements and prepared my team of contracting officers for possible residual $30M.

In support of Operation Inherent Resolve, I was deployed as a squadron commander in Southwest Asia. While in this position, I was the primary business advisor to the 332nd Air Expeditionary Wing Commander (base commander), communicating American business practices to host nation counterparts and business owners. I led a team of 20 contracting officers, each with the authority to obligate at least $1.5M as we led the base infrastructure into its enduring phase. I also ensured my team complied with US federal regulations and host nation laws. Because our customers were unfamiliar with our legal constraints, it was very important that I communicated our processes and legal requirements to other squadron commanders and sufficiently trained squadron resource advisors, who generated purchase requests. My portfolio consisted of $26M in services, construction, and commodities, which enabled crucial life sustaining activities for the base. Because of our manning deficit, I was a "working boss" and directed various negotiations with host nation companies and saved over $400K in our war-fighting budget. Lastly, I managed two industry days in order to leverage new local construction companies, which led to 60 new facilities being built at $4.8M, spending 20% less than our budget. This was a high-tempo environment, and during this time I worked 90 hours a week. My squadron won Air Forces Central Command Contracting Team of the Month three times during this period, competing with five other contracting squadrons.

In this position, I managed a 28-member section and was responsible for the execution of $80M in annual construction/renovation funding for Kadena Air Base and all of US Government housing on Okinawa. I established our vision and direction as the senior leader of the office as well as supervised and mentored employees and assessed their performance. A primary duty was ensuring my contracting professionals complied with the Federal Acquisition Regulation, Defense and Air Force supplements, and any other applicable regulations to include host nation laws. As a warranted contracting officer ($5M), I developed acquisition plans for multi-million dollar construction projects. As a key business advisor to the Air Force's largest combat wing, I spoke at local business engagements, representing Kadena Air Base at both Okinawa Chamber of Commerce and US Department of State events. While in this position, I managed the conception of the largest Multiple Award Construction Contract in Pacific Air Forces Command. The standard timeline to produce a $980M contract such as this is 24 months. My team produced this first-ever joint-agency contract at Kadena Air Base in support of 23 DoD organizations in 18 months. Through my team's efforts, we earned the 2017 Pacific Air Forces Innovation in Air Force Contracting award and the 2017 Pacific Air Forces Outstanding Performance in a Source Selection award. The fact that this is the Air Force’s largest combat base makes this a very busy place. During this time, I worked 60 hours a week.

As the senior military leader after the commander in Air Mobility Command’s largest contracting squadron, I led 35 military members and a $1B portfolio in contract support for the 6th Air Mobility Wing and several tenant units to include the US Central Command and the US Special Operations Command. I managed the manpower, equipment, deployment training, disaster recovery programs, and $24M base Government Purchase Card Program. I assisted in the management of 2.2K contract personnel across the base who supported 15K military and civilians. I advised leadership throughout MacDill Air Force Base on acquisition strategy as well as contract status and policy. As the principal advisor to the squadron commander, I managed all personnel concerns for our 35 military members.

In support of Operations Inherent Resolve and Freedom’s Sentinel, I was deployed as a warranted contracting officer ($1M) to Air Forces Central Command (AFCENT) at Al Udeid Air Base in Qatar, managing contracts for the Air Force Contract Augmentation Program. I managed an $83M service contract portfolio, which consisted of 13 contracts supporting 11 forward operating locations across Southwest Asia, to where I traveled when needed. My duties consisted of monitoring contractor performance to maintain cost, schedule, and quality, and negotiating downward equitable adjustments in the case of nonconformance. I also trained and supervised 43 subject matter experts as contracting officer representatives. During this assignment, I had several opportunities to exercise my critical thinking and problem solving skills in deriving various solutions to unique challenges in the deployed environment. As an AFCENT staff officer, I performed contract reviews and inspections for six contracting offices to ensure compliance with the Federal Acquisition Regulation and all supplemental regulations/instructions. Lastly, I acted as Air Force Chief of Contracting for Southwest Asia in my supervisor’s absence. From this assignment, I earned the 2015 Air Mobility Command Contingency Contracting Officer of the Year award and AFCENT Al Udeid Staff Company Grade Officer of the Quarter (Jul - Sep 15). During this time, I worked 60 hour weeks.

As the deputy section chief for 33 personnel, I assisted in managing $255M in contract support for the 6th Air Mobility Wing, US Central Command HQ, and US Special Operations Command HQ, and 36 other mission partners. As a contract manager, I developed acquisition strategy, solicited to industry, conducted market research, and led source selections and price/cost analysis. I also led the negotiations of various service and commodity contracts and monitored contractor performance to maintain cost, schedule, and quality. In particular, I chaired a source selection evaluation team for a $9.8M linguist service for US Central Command. Through effective communications, our team saved $5.7M. As an additional duty, I was the base Contingency Support Staff Director and supervised 46 members in controlling sensitive communications from the Crisis Action Team to 15K military and civilian personnel. Another additional duty under my belt was being the Unit Fitness Program Manager, where I developed weekly physical training plans for the squadron. With the regiment my 9 physical training leaders carried out, our unit physical assessment scores rose to the best on the base with an average of 94%. Lastly, I was assigned a temporary duty for three months as the base Protocol Operations Officer. During this assignment, I supported all distinguished visitors from around the globe, managed and coordinated all base-wide special events, advised all project officers for unit-level events, and built public relations as the face of the 6th Air Mobility Wing.

In this position, I developed diversity officer accession sources in order to meet current and projected Air Force officer accession needs. As an Air Force ROTC liaison, I fostered and maintained vital relations with community leaders, key educators, and professional organizations, as well as expanded visibility and awareness of the AFROTC program and high school scholarship program in local areas of high diversity. Lastly, I assisted the UT San Antonio AFROTC Detachment with on-campus recruiting, and USAF Academy Liaison Officers and enlisted recruiters with their own accessions.

I participated in a 12-week fellowship with the Hiring Our Heroes Corporate Fellowship Program and had the opportunity to work for Slalom Consulting during this time as a Business Analyst. I served as a Project Coordinator over a data analytics team. We built 3 customer acquisition dashboards in Tableau while consolidating several data sources scattered throughout client servers. I specifically tracked our progress through a product backlog and maintaining accountability by utilizing a RACI chart. In addition to my primary role on the project, I built and coordinated video promotion briefs and created a milestone chart to capture the entire offer coordination timeline to include offer development, marketing, and video operations.

During this time, I participated in an Air Force commissioning program at California State University, Sacramento. I was under an Air Force contract to complete my bachelor's degree and receive my commission as an Air Force officer directly after. Each week, in addition to having an 18-unit course load, I participated in 10 hours of physical training, class instruction, and leadership laboratory. I had various leadership positions during this time, for which I spent up to an additional 10 hours per week performing these duties. As a lower classman, I volunteered to be a Unit Physical Fitness Leader and developed weekly physical training plans for 120 cadets. During my junior year, I directed drill training for 80 cadets in preparation for summer Field Training, which resulted in a 100% pass rate. I was also Executive Officer, distributing weekly information to 120 cadets regarding physical training, leadership laboratory, and volunteer opportunities. While in this position I was also in charge of our booster club account worth $10K and coordinated all volunteer activities. During my senior year, I founded the Academics Group at our AFROTC detachment, created bi-weekly study venues for 120 cadets, and supervised 23 tutors from a multitude of disciplines. Lastly, also during my senior year, I commanded our Mission Support Group of 25 cadets, who managed all logistics to include website maintenance, Color Guard details, personnel accountability/attendance, public affairs, and leadership laboratory set-up. I had the opportunity to revamp our Color Guard corps while facilitating the certification of 12 cadets by active duty Honor Guard. Upon graduation, I was one of 20 cadets selected Air Force-wide to become a Gold Bar Diversity Recruiter for my first year as an Air Force officer and enter active duty six months earlier than my peers.

In this position, I was responsible for the acquisition of service contracts and purchase/delivery orders valued at $13M. Among my primary duties were promoting competition utilizing commercial practices, ensuring customer purchase request accuracy, and developing sourcing. I also reviewed past performance capabilities, determined the responsiveness of prospective contractors and suppliers, performed functions as a business advisor to base customers, and obtained and analyzed current data for market trends. I was the chair for a $2M refuse/recycling source selection team. As a Physical Training Leader, I developed a physical training regimen 3 times per week for 14 personnel. As a Contract Closeout Manager, I was responsible for diminishing a backlog of 143 overdue contract closeouts worth $3.5M. My other additional duties included: Records Custodian and Emergency Operations Center Representative. During this period I earned Wing/base commander recognition for scoring a 96% on my initial skills test, and in fiscal year 2009, I was one of 20 airmen selected Air Force-wide to participate in the prestigious Scholarships for Outstanding Airmen to ROTC (SOAR) program. This was a program that provided a full-ride scholarship to any public university of my choosing.