Vetavize is the solution for the veteran transition problem. Through artificial intelligence, machine learning, and a customizable scalable experience, veterans are guided through the complex transition process out of active duty and into their post service life.

Raising awareness for the local Orlando Market to the value proposition that is the Special Operations veteran community.

An elite transition program that provides Special Operators, that are entering the corporate work force, with an introspective look at: 1. What their skills translate into corporate language2. How they can affect corporations3. Most importantly, where they derive their drive to over-succeed on a daily basis in an effort to redirect and repurpose this drive into their next career path.

Learning & Talent Development for the newly expanded North American Transportation Operations Management (TOM) organization. Advancing Amazon’s unique culture and enabling the success of new leaders and associates within the TOM team. Provide world-class onboarding, learning and development programs through customer obsession and innovation. Responsible for building, maintaining, and updating learning solutions for both Associates and leaders within TOM. In partnership with business leaders in these organizations to solve for their teams’ development needs.Responsibilities:• Develop complete learning solutions. Participate in the design, development, delivery, and measurement of leadership development events, training programs, and performance support initiatives for leaders in the TOM organizations.• Participate in or led learning project teams and build positive, collaborative partnerships among SMEs, team members, stakeholders and field leaders and associates to scale learning and performance solutions throughout the TOM organization.• Design and deploy appropriate mechanisms to measure learning impact. Produce automated reporting to communicate and gain support for solutions, measurement and evaluation plans.• Manage collection of, interpret and analyze business data and report conclusions to make recommendations to leaders and stakeholders

Lead North America's field learning by driving training compliance. Maintain high performance of a decentralized team supporting all of AMZL NA's field learning. Identify operational training gaps, develop appropriate content and measure effectiveness of training programs.

Lead the development of training best practices and standards, enable implementation across the North America Delivery Station network, and share results with all delivery station operations. Responsible for using the Learning Organization as a lever to develop and implement standard work practices and improve safety, quality, and performance results, with a primary focus on delivering core learning programs (new hire on-boarding, vendor on-boarding, technology training, other site-specific implementations), local area vendor performance, and Training Return on Investment (ROI). Also, responsible for executing train-the-trainer sessions in the field to certify others as needed. The Learning team is responsible for the successful orientation, training and coaching of all Delivery Station employees and site-level support teams (contingent/seasonal staff, etc.). Through the Learning team and other resources, facilitate training initiatives and communicate policies to managers and new employees to ensure Delivery Station performance goals are met and/or exceeded.

Setting the standard as the most creative, disruptive and energetic culture within the tech community. Responsible for developing a culture where the tech society wants to work, feels valued and is heard. Influencing all department leaders within the organization to cultivate an environment of pure mentorship. Keeping the employees at the focal point of FanHero is vital to ultimate successful operation.

Managed and developed the future generation of enlisted leaders by embodying the servant leadership model and constantly seeking opportunities to train trainers. Demonstrated an ability to direct and take charge of large complex programs and refine these programs for the betterment of the enterprise. Spearheaded a massive revision of a program that had not been changed since inception, roughly 12-years prior, which refocused and better aligned the content of the program to impact the end-user on a deeper level.

Worked with the most intelligent, driven, and humble alphas the world has to offer. Leading and led by the best that America has to offer in the combatant arena across some of the most austere environments imaginable. Professional enemy-of-the-free world man-hunters trained in specialized tactics and techniques that drove global protection from terrorists of all sects.

The MTS qualification provides recognition for outstanding individual effort and fosters greatercommand training professionalism. The MTS designee will have demonstrated highly effectiveteaching skills and a comprehensive understanding of school management, trainingadministration, and curriculum management. The MTS Program is designed to develop andqualify those individuals who possess advanced knowledge, skills, and abilities that willenhance the delivery of quality education and training in the navy. Individuals who aredesignated MTS will be expected to take a leadership role by which they mentor, instruct, andevaluate instructors and curricula products. MTS Qualifiers/Mentors are designated MTS personnel to sign off individual watchstations,which every command shall have a current listing. Qualifiers/Mentors are MTS designatedpersonnel responsible for ensuring the standards of this program are maintained.Qualifiers/Mentors should be made known to all members of the unit or department. The meansof maintaining this listing is at the discretion of individual commands.Qualifiers are MTS personnel which can educate and sign individual line items of a MTScandidate based on displayed knowledge or ability. There aren’t any time restriction to sign lineitems based on MTS designation date. The Mentor will assist the MTS candidate through the entire MTS process. The Mentor shall be familiar with entire process to MTS designation and be in contact with Command’s MTS coordinator. MTS Mentor shall guide the MTS candidate through the process. Address and answer questions and concerns raised by the candidate. Shall be a ready reference and provide data as requested by the candidate. Coordinate with the MTS coordinator for the candidate to on-line test once all line items have been completed. Coordinate with MTS coordinator MTS candidate oral board set up upon successful completion of on-line test. Assist in the preparation of the MTS candidate for the board.

Program Manager for two programs of record at Naval Special Warfare. Senior Enlisted Leader and adviser to the Commanding Officer (CEO/COO) in all matters related to these programs. Directly responsible for the financial, personnel and resource budgeting during the tactical and strategic mission focus of the Command. Focused on tactical and intelligence training, leadership development, accountability, team building, diversity and command climate. Senior Instructor and change manager responsible for the financial, personnel and resource budgeting during a highly successful transition from outdated tactics, techniques and procedures to a more relevant and current global-enemy-centric training focus. Increasing information retention by 30% and realizing a 20% cost savings, standardizing and centralizing training resulting in increased capabilities throughout the world within intelligence community.

Responsible for the organization-wide development and on-going implementation of Bridgepoint Education’s talent management strategies, practices, and programs, all aimed at achieving a competitive advantage for the organization. Partnered effectively with BPI’s and its entities’ senior leadership teams to ensure alignment with BPI’s strategic direction, focusing on identifying and developing an organization-wide High Potential pipeline and executing on the succession management process.Partnered with business leaders, Talent Acquisition, and HR leadership to build a workforce strategy that identifies skills and capabilities needed in the future and offer department-specific plans to fill existing leadership gaps. Used BPI’s leadership competencies and talent review processes to effectively identify future leaders and apply a variety of experiential and traditional development methods to accelerate individual growth, ultimately improving organizational capability. Worked with Public Relations, Talent Acquisition, and others to promote Bridgepoint Education’s brand as an organization that develops talent.