Duties: Support the Mission Support Group (MSG) Commander leading combat support, emergency services, and base infrastructure for 7,200 personnel. Our mission encompasses 31 C-5 and C-17 aircraft valued at $8.5B, alongside the Air Force's largest port mortuary and the 512th Airlift Wing. Overseeing six squadrons and 1,500 Airmen, our focus remains dedicated to supporting the 436th Airlift Wing's core objectives: Care, Readiness, and Innovation, fortifying Dover AFB as a leading global power projection platform. • Authored a robust business case highlighting Dover AFB's 2022 housing challenges, clarifying the financial strains faced by military families. The Secretary of Defense acknowledged the case, approving additional BHA and extended TLE support for Dover AFB among 28 installations within the DoD. These measures swiftly alleviated financial burdens, easing costs of living and housing difficulties for Airmen and their families assigned to Dover AFB.• Matched readiness training efforts across diverse installation agencies. Revamped the TALN 2.0 to 3.0 Readiness Training course which equipped commanders with a crucial training tool delivering a robust Ready-Airmen-Training foundation. Integrating TCCC, SERE, EOR, LoW, and CBRN curriculum, the streamlined 3-day program efficiently met deployment needs for 1.3K deployers. Recognized by HQ Air Force and Air Mobility Command, Dover AFB's TALN program received specific acclaim from the CSAF, establishing it as a pivotal asset for Readiness. Noteworthy accolades were highlighted in the HQ AMC/IG UEI report, showcasing the program's excellence.• Overhauled Dover AFB’s staffing process into an RPA life cycle management system, featuring bi-weekly updates between CPO agents and units, resulting in reduced RPA processing time. Implemented onboarding enhancements, decreasing processing time by 45%. Decreased Civilian Security Forces Officer vacancies from 71% to 25%.

Duties included: Shared with the Force Support Commander the full scope of responsibility managing 9 Flights consisting of multiple activities of the organization. Plans, organizes, and oversees the activities of the Force Support Squadron (FSS). People first, mission always focused. Led organizational culture change by building partnerships/alliances with installation and community partners.Accomplishments:• Appointed as principal mortuary officer at Dover Air Force Base, tasked with liaising among 16 agencies in a pivotal "No-Fail" mission to honor fallen airmen with utmost dignity. Successfully managed five mortuary cases during my tenure as FSS/DD. Additionally, provided technical support and mentorship to the FSS Operations Officer for an additional three cases.• Attacked Dover's human capital challenges. Commissioned a working group that re-engineered recruit/fill process with stakeholders leading to an improved 94% fill rate in AY19. 17% improvement.• Led the development and implementation of new MWR venues such as, Mugs Coffee bar/café, re-branding of bowling food operation to a Flight line theme, “FREDS”. Food & Beverage improved overall revenue by +$67K/95% customer satisfaction 2018 - 2019.• Secured DAFB 1st AF Entertainment concert in 10 years. Two marquee bands, VIP Club support, $27K sponsorship resulting in a 1.7K attendance. • Designed and implemented improvements in Club programming and entertainment that resulted in financials improving from ($85K) annual loss to $64K profit within 11 months (FY18-19). Delivered more diverse and audience specific MWR support to a wider audience. • Led FSS process improvement initiatives during AY19 which reduced the CDC wait list by 35% and led a fitness center initiative which improved the Fitness test process time by 47%.• Designed career development/mentoring program for 288 NAF/APF employees. NAF Career Development program participation increased by 38% and APF by 23% for the AY19 DT cycle.

Duties included: Co-helmed Sheppard AFB’s largest squadron. Led 6 Flights, 1K+ personnel, $29M annual budget, and oversaw 100 facilities. #1 of 29 Sheppard AFB Squadrons. Guided 82d Force Support Squadron to the 2016 Wing Verne Orr awardAccomplishments:• Fostered innovation in the Air Force's largest tech training assignment program, leading to AETC's top-ranked PRP and IPR operations. Orchestrated a CPI event that streamlined business processes, cutting PCS delays by 25% and saving the Air Force $750K.• Initiated crucial AF policy change, forging a partnership between the Dining Facility contract and the Childcare Center. Leveraged the Dining Facility's central prep kitchen to prepare, transport, and serve 1.8K meals. • Propelled the Air Force's largest tech training assignment program through multiple process enhancements, expediting Airmen's deployment into Squadrons. Achieved a significant 59% reduction in Student Out of Training (SOTS) for 60K trainees. These streamlined operations led to cost savings of $425K for the installation budget.• Creative MWR business concepts successfully secured buy-in with CE, Contracting, and Finance, culminated in FSS garnering a $2.7M Community Commons modernization project in FY17 from AFIMSC. World class renovation completed Spring 2022.• Orchestrated the full-scale reconstruction of Sheppard AFB Recreation Annex post-disaster. Effective advocacy with the Department of Defense led to a $5.4M allocation of HQ Emergent funds for the recovery effort. Rapid action within 24 hours resulted in vital infrastructure repairs and enhancements, including the construction of a new pump house, six cabins, a dock/marina, and pavilion renovations.• Passionate advocate for Wing/CC’s people priorities. Engineered MWR strategy, elevating the fund to a $493K NIAD and securing $14M+ in construction projects. Significantly improved quality of life and resiliency support for Sheppard AFB Airmen and families over 2 years.

Duties included: Responsible for organizing, coordinating, directing, and overseeing food & beverage, Outdoor Recreation, Community Activities, Sheppard Annex (GSU recreational annex, marina, cabins, camping, and RV camp), bowling operations, and related community recreation support contracts.Accomplishments:• Revitalized the struggling MWRF with an Air Force benchmark MWR transformation. Consolidated library, entertainment, community programs, and tickets & tours into a unified Commons operation, improving efficiency by 32%, cutting overheads by 41%, and broadening the MWR portfolio. Its positive impacts endure to date in 2023. • Cultivated a thriving service culture as the 2015 "Best in AETC" Community Center. Orchestrated a collaborative programming strategy with clubs and diverse MWR activities, leading to a $13K increase in patronage and club revenue. Achieved an outstanding average program satisfaction rating of 91%. Recognized as the "Best Bowling program in Air Force 2014" and AETC in 2014 and 2015.• The effectiveness of the transformation initiatives was confirmed through the Air Force Audit and AETC compliance process, yielding 0 identified major deficiencies, 3 minor ones, and 0 AETC UEI Deficiencies assigned to FSS.

Duties included: Responsible for organizing, coordinating, directing, and overseeing APF and NAF food & beverage operations, visiting quarters, temporary lodging facilities, fitness and sports operations, Airman’s and Consolidated clubs, and related base sustainment support contracts. FSS Functional COR for Air Force strategic & competitive sourcing of $3.1M APF Food Service.Accomplishments:• Optimized Airmen in Training throughput in three dining facilities supporting 5K Airmen. Captured feeding efficiencies which returned valuable training time back to training instructors. recalibration in operations continued to support 3 million+ in annual meals at an average food cost of $12M. Best Food operation in the Air Force.• Directed innovative dining facility recapitalization program resulting in a robust equipment procurement and replacement plan. Efficiently managed food service equipment life cycle through routine maintenance/repair with targeted replacements. Saved $2.5M equipment procurement and maintenance.• Recalibrated food service and linen support to match existing customer demand. Adjustments to the performance work statements saved a cumulative $1.4M in contract expenses over 36-month cycle.• Streamlined Health & Wellness operations resulting in sustained improvement in fitness performance trends. Decreased "Fit to Fight” failure rates by 11%.• Secured $1.7M telecommunication/internet upgrade for the fourth largest Air Force lodging program consisting of 1.2K bed spaces generating approximately $11.2M in annual revenue.• Strengthened multi-lateral relationship with allied NATO partners. Integrated culturally diverse MWR programming to support Euro-NATO Joint Jet Pilot Training (ENJJPT) program.• Lobbied for and received $125K in Sheppard Airman's club renovations. Secured an additional $25K Airman's Club media package.

Duties included: Directed three Civil Engineering activities, exercising secondary level supervision of Furnishing Management program, Accompanied & Unaccompanied Housing, and the Dormitory Management program. Administered an Asset portfolio of 2,147 family housing units valued at $568M, 10 dorms/795 rooms, 15 playgrounds, $16.3M+ Furnishing Management assets, and eight dog parks.Accomplishments:• Orchestrated on and off-base housing recovery aid and assisted in installation reconstitution efforts for Airmen and families post-11 March 2011 Tōhoku Japan earthquake (magnitude 9.2) and tsunami emergency disaster. • Coordinated heating fuel and logistics support with the Tohoku Department of Energy and Japanese Energy Management Office to ensure base housing utility operations.• Directed non-combatant evacuation protocols for 1.4K families to secure OCONUS/CONUS areas. 5th AF/CC lauded Misawa's agile disaster response.• Recognized by PACAF/CC for leadership in "Operation Tomodachi" tsunami and 9.2 earthquake relief efforts, as well as executing the HAF/A7 housing/dorm renovation strategy. Mitigated a Family Housing shortfall affecting 147 families, successfully obtaining $17M for housing and $10M for dormitory MILCON funding.• Oversaw $85M MILCON Post Acquisition Improvement Process (PAIP) family housing construction projects. Effective organizational and resource management maintained on-base housing occupancy at 97.6% during AY 2011 and 2012 PAIP construction.• Formulated and submitted a comprehensive Dormitory Master Plan (DMP) execution strategy to HQ PACAF/A7. The successful implementation of the strategy resulted in securing an additional $13.2M in HAF/A7 funding specifically allocated for Misawa AB dormitory renovation projects.

Responsible for the executive management, administration, technical and professional direction of a large category 15 facility, 799 room Air Force Lodging and linen exchange business operation in accordance with Air Force Standards. Responsible for second level supervision of 78 Local National Japanese, 27 NAF, four military, and 16 contract employees. Developed and executed policies and procedures to facilitate the competent and operative utilization of all $189M in lodging assets.

Responsible for the executive management, administration, development, technical and professional direction and leadership of a medium sized operation consisting of five facilities, 166 room Air Force Lodging business operation in accordance with Air Force Standards. Supervised six Local National Japanese employees, 12 NAF, six military, and 25 contract employees. While assigned as Chief, Combat Support Flight, assumed supervisory and budgetary responsibilities of the base library for six month Dec 05 – Apr 06.

Responsible for the executive management, administration, technical and professional direction of a medium-sized seven facility, 208 room Air Force Lodging operation in accordance with Air Force Standards. Supervised 38 NAF and six military employees. Exercised supervisory authority to establish long-range plans, goals, and objectives that integrate higher headquarters policies with local installation and squadron mission requirements. Prepared and oversaw execution and management of $1.3M NAF and $465K APF budget. Performed and directed periodic and scheduled surveys, audits, and inspections to determine adequacy of operational conditions, compliance with requirements, and evaluate effectiveness of financial management.

Director of the family entertainment center design and market research team for the prototype $2.9M, 40K SQF themed sports and family entertainment complex for the DestiNY USA Mall project located in Syracuse NY.

Food Service, Fitness, Lodging, Information Technology, Honor Guard, Readiness/Mobility, and Unit Training & Development, Library Information technology, and Rcereation Business