Manages a diverse team that included the food service department, TAC officers, security personnel, infirmary staff, and administrative personnel. Responsible for ensuring the personal and professional development of the Corps of Cadets, including administration of the corps, training and education, and discipline. Responsible for physical security requirements and security policies for more than 80 students and 60 staff members on a 100 acre campus via intrusion detection systems, and access control systems.

Oversees and coordinates the planning, organizing, training and leadership necessary to achieve stated objectives in sales, costs, employee retention, customer service, food quality, cleanliness, and sanitation and district satisfaction. Ensures that all food and products are consistently prepared and served according to SFE recipes, portioning, cooking and serving standards. Achieves company objectives in sales, service, quality, appearance of facility and sanitation/cleanliness through training of employees and creating a positive, productive working environment. Controls cash and other receipts by adhering to cash handling and reconciliation procedures in accordance with SFE and the districts policies and procedures. Continually strives to develop staff in all areas of managerial and professional development. Communicates with district administrators to ensure their expectations are being met. Ensures that all products are received in correct unit count and condition and deliveries are performed in accordance with SFE and district receiving policies and procedures. Schedules labor as required by using M.P.L.H. (Meals Per Labor Hour) while ensuring that all positions are staffed when and as needed and labor cost objectives are met. Ensures that all students, staff and parents feel welcome and are given responsive, friendly and courteous service at all times.-Utilized company assets to immeasurably increase food quality at all campuses earning praise from the school board.-Trained and certified more than 40 employees to properly identify and record all sales, increasing meals claimed by more than 20% and exceeding the company’s sales forecasts by 7%.-Set financial goals for FY 19 that exceeded the client’s forecasts by 20% which ensured contract retention and assisted in obtaining 2 new contracts in the surrounding area.-Developed a process for new client management that grew the impact of the department’s customer relations across the entire district.

Oversees and coordinates the planning, organizing, training and leadership necessary to achieve stated objectives in sales, costs, employee retention, customer service, food quality, cleanliness, and sanitation and district satisfaction. Ensures that all food and products are consistently prepared and served according to SFE recipes, portioning, cooking and serving standards. Achieves company objectives in sales, service, quality, appearance of facility and sanitation/cleanliness through training of employees and creating a positive, productive working environment. Controls cash and other receipts by adhering to cash handling and reconciliation procedures in accordance with SFE and the districts policies and procedures. Makes employment and termination decisions consistent with Foodservice Director’s guidelines for approval or review. Continually strives to develop staff in all areas of managerial and professional development. Communicates with district administrators to ensure their expectations are being met. Schedules labor as required by using M.P.L.H. (Meals Per Labor Hour) while ensuring that all positions are staffed when and as needed and labor cost objectives are met. Ensures that all students, staff and parents feel welcome and are given responsive, friendly and courteous service at all times.-Enhanced a marketing program that boosted participation by more than 30% exceeding the client’s goals by 15%.-Developed a grab and go breakfast program that increased breakfast sales by more than 200 meals per day across the district increasing revenue by more than $76,000 per year creating a fiscal surplus of more than $50,000.-Implemented multiple concepts that increased revenue by more than $34,000 per year.-Directly impacted the award of more than $50k in USDA grants that directly impacted community relations through partnership with multiple departments within the district.

Civil Military Operations Center (CMOC) Chief in the only Active Component Airborne Civil Affairs Battalion supporting USPACOM. Provides conventional and special operations forces within the AOR with a rapidly-deployable civil affairs asset capable of providing staff augmentation, planning, and CMO assessments. Responsible for advising the maneuver commanders on all aspects of civil military operations, including the moral responsibility for civilians during military operations. Plans for NEO, HCA, disaster relief, and contingency operations in support of PACOM to further national policy objectives. Integrates into the non-lethal targeting group for the commander and his staff. Responsible for ensuring team members maintain their regional orientation, expertise, and professional development. Additionally, acts as the company budget manager for an annual budget of $2,000,000.- Proactively prepared official correspondence to contract three training events through external organizations and managed the scheduling of contracted training for 40 personnel-Trained 80 personnel to deploy under the Civil Military Engagement program to support Special Operations Command Pacific-Developed a training process that certified 40 personnel to deploy to support Special Operations Command during contingency operations-Organized travel for 40 personnel to various training events throughout the US

Team Leader of a Civil Affairs Team in the only Active Component Airborne Civil Affairs Battalion aligned to the US Pacific Command. Provided conventional and special operation forces within USPACOM with a rapidly deployable, regionally-oriented civil affairs asset capable of providing CA Staff augmentation, planning, training, and assessments of civil infrastructure. Responsible for advising maneuver commanders on all aspects of CMO across the spectrum of operations in either a combined, interagency, joint or single service environment. Capable of conducting NEO, humanitarian/civil assistance, disaster relief, host nation support, and contingency operations in support of the Regional Combatant Commander and his subordinate unified commands to further US policies and objectives. Responsible for the health and welfare of three NCOs; responsible for team equipment valued at $200,000.-Mentored a group of 3 subordinates to complete more than 20 hours of undergraduate course work, resulting in a cumulative 3.7 GPA-Achieved a 2+/2+ on the Indonesian Oral Proficiency Interview, demonstrating an ease of speech and understanding of the natural flow of language-Planned and conducted the first joint training exercise for Civil Affairs with Cambodia’s direct action force resulting in 40 coalition partners being certified to conduct Civil Military Operations, increased joint interoperability, and future opportunities for engagement

Served as an Executive Officer, Platoon Leader, Civil Affairs Team Leader, and Civil Military Operations Center Chief in Forces Command and Special Operations Command respectively. Spent time deployed in support of US Central Command and Special Operations Command Pacific.

Executive Officer of a Headquarters and Headquarters Detachment consisting of 102 Soldiers capable of deploying in support of Unified Land Operations as directed by FORSCOM; supervises the operational readiness and maintenance of 33 vehicles and associated equipment worth over $30 million; supervises and manages the maintenance, supply, communications, personnel, food service, medical, arms room, and CBRN sections; coordinates logistics in support of Company deployment operations; responsible for commanding the detachment in the Commander's absences; executes proper budget utilization and discipline for an annual budget of $500,000.-Planned, coordinated, and resourced four training events designed to sustain the unit's proficiency to conduct overseas contingency operations-Developed the FY13 budget, that included 17 training events and their associated requirements, ultimately saving the unit and the Army more than $20,000 over a 12 month period-Supervised the turn-in and transfer of more than $1,100,000 worth of excess equipment, streamlining maintenance procedures and decreasing waste-Developed a preventative maintenance plan that decreased the number of inspections per month while simultaneously increasing the length of inspections that increased the unit's readiness rating to 98 percent, exceeding the established standard by more than 10 percent-Trained 167 Soldiers to deploy to Afghanistan in support of USCENTCOM with no loss of personnel or equipment

Platoon Leader in a Combat Support Military Police Company capable of performing full spectrum military police operations as directed by Forces Command; responsible for training, health,welfare, and discipline of 42 Soldiers; responsible for the maintenance and accountability of 14 weapons platforms with secure communications systems, individual and crew served weapons, night vision devices, and other MTOE valued in excess of $1.4 million; provides combat support through the five MP functions of Area Security, Maneuver and Mobility Support Operations, Police Intelligence Operations, Internment and Resettlement Operations, and Law and Order Operations; plans and executes collective training to CTL standards; serves as MP Duty Officer on an installation consisting of 40,000 military and civilian personnel.-Planned, resourced, and executed a training event that certified 120 Military Policemen to conduct law enforcement activities on Fort Riley, increasing the available pool of personnel by 50%

Platoon Leader in a Combat Support Military Police Company capable of performing full spectrum military police operations as directed by Central Command; responsible for training, health,welfare, and discipline of 42 Soldiers; responsible for the maintenance and accountability of 14 weapons platforms with secure communications systems, individual and crew served weapons, night vision devices, and other MTOE valued in excess of $1.4 million; provides combat support through the five MP functions of Area Security, Maneuver and Mobility Support Operations, Police Intelligence Operations, Internment and Resettlement Operations, and Law and Order Operations; plans and executes collective training to CTL standards.-Developed a system of standard operating procedures that remained efficient and effective through 10 months of combat operations and more than 100 enemy engagements in the CENTCOM AOR with no loss of personnel or equipment-Maintained a 95 percent readiness rating while deployed to a hostile fire zone; the highest in the 20,000+ person task force-Planned, resourced, and executed and 500km convoy across Northern and Eastern Afghanistan with no loss of personnel or equipment

Executive Officer of a forward deployed Combat Military Police Support Company consisting of 170 Soldiers. Responsible for the accountability, readiness, and maintenance of over $40 million worth of organizational and theater provided equipment. Supervises and manages the maintenance, supply, communications, personnel, medical, food service, and arms room sections. Commands the company in the Company Commander's absence.-Played an instrumental role in the assumption of $20,000,000 worth of property and equipment-Planned, resourced, and executed a 300km convoy across most of Eastern Afghanistan with no loss of personnel or equipment

Executive Officer of a Combat Military Police Support Company consisting of 170 Soldiers. Responsible for the accountability, readiness, and maintenance of over $40 million worth of organizational and theater provided equipment. Supervises and manages the maintenance, supply, communications, personnel, medical, food service, and arms room sections. Commands the company in the Company Commander's absence.-Successfully overhauled the failing maintenance and supply programs through attention to detail-Planned, resourced, and executed a company live-fire range that certified 170 Soldiers to deploy to Afghanistan in support of USCENTCOM; hailed as the best exercise in unit history-Single handedly executed the division of $40,000,000 property book with zero discrepancies

Team Leader of a Civil Affairs Team in the only Active Component Airborne Civil Affairs Battalion aligned to the US Pacific Command. Provided conventional and special operation forces within USPACOM with a rapidly deployable, regionally-oriented civil affairs asset capable of providing CA Staff augmentation, planning, training, and assessments of civil infrastructure. Responsible for advising maneuver commanders on all aspects of CMO across the spectrum of operations in either a combined, interagency, joint or single service environment. Capable of conducting NEO, humanitarian/civil assistance, disaster relief, host nation support, and contingency operations in support of the Regional Combatant Commander and his subordinate unified commands to further US policies and objectives. Responsible for the health and welfare of three NCOs; responsible for team equipment valued at $200,000.-Immeasurably increased the relationship between the PACOM Augmentation Team and USAID by utilizing ArcGIS to geospatially map more than 100 programs and projects throughout Cambodia, increasing coordination, information sharing, and the relationships between SOF and the Country team- Planned, coordinated, and executed an Infectious Disease Rapid Response Subject Matter Experts Exchange, in conjunction with NAMRU-2, DTRA, and host nation partners, that trained 40 host nation healthcare workersresulting in increased bi-lateral relationships and improved disaster response capabilities in rural Cambodian communities-Planned, resourced, and executed a mutual assistance visit to support the Senior Defense Official in Laos that resulted management of more than 30 US funded projects totaling more than $20,000,000-Received concurrence from the US Ambassador to Cambodia to increase the size of the Civil Military Support Element to 3 permanent personnel-Managed more than $50 million worth of US funded projects and contracts designed to increase Cambodia’s disaster preparedness

Student in the Active Duty Army Special Operations Captain's Career Course and Civil Affairs Qualification Course. Became versed in applying the art and science of mission commandat the company, battalion, and brigade levels by focusing lessons on Army doctrine, planning methodologies, training management, unified land operations, and maneuver, tied together through aspects of critical and creative thinking. The courses provided U.S. Army captains with the tactical, technical and leader knowledge and skills needed to lead a CA team and serve on battalion and brigade staffs. Students learn 38A individual critical tasks that are critical to the conduct of collective tasks that support civil affairs operations and civil-military operations while they form and test hypotheses and develop talents in the cognitive domain of learning. They learn to plan, execute, and transition tactical level CAO in support of CMO through a thorough understanding of the CA Core Tasks (Support to Civil Administration, Foreign Humanitarian Assistance, Populace and Resources Control, Nation Assistance and Civil Information Management). They receive additional trainingin CA engagements (including Adaptive Thinking and Leadership, Negotiations and Mediations); application of Civil Information Management; and CA Methodology (including application of regional analysis). Students also participate in a module that trains individual and collective tactical skills that enhance their ability to conduct CAO.

Desk Officer in the USCENTCOM CCJ5-Security Cooperation Division. Tasked to prepare country studies and administrative support documents to assist in preparing the Coalition Coordination Center (CCC) for the development of security cooperation efforts in the USCENTCOM AOR.-Facilitated access to specific focal point programs for coalition members from the CCC to coordinate and support joint operations while ensuring compliance with all applicable policies resulted in two coalition partners being able to lead planning groups.-Developed an administrative system to prepare documents designed to brief the CCC prior to distinguished visits throughout the CENTCOM AOR.-Collected information papers, biographies, staff packages, presentations, and other staff products for four countries from the CASA Desk for the USCENTCOM Commander’s and Deputy Commander’s trip books