In my current role supporting the Launch and Test Range System (LTRS) at Space Systems Command Space Launch Delta 45 Range Management Office (SSC SLD 45/RM) I provide Acquisition Support to this Space Force mission. Previously at the Data Transport Product Support Division at Space Systems Command (SSC/BCS), I was a Government Project Officer (GPO)/Program Manager, delegated to oversee five complex projects, handling cost, schedule, and technical performance, and manage program obsolescence by tracking and replacing outdated parts within the satellite control network in collaboration with logistics. I provide critical acquisition support for government customers. I've led transition teams to manage programs as they shifted from development to sustainment, ensuring a smooth transition and continued operational efficiency. My responsibilities include managing and integrating a space sustainment portfolio, offering insights and recommendations on portfolio acquisitions, manpower, and funding.I’m adept at maintaining and analyzing acquisition forecasts to ensure they are up-to-date and accurate, identifying and addressing any gaps. My role involves gathering and organizing key programmatic data—such as cost, schedule, and performance metrics—to document and support effective program planning and execution. Additionally, I monitor action items from higher headquarters and external agencies, utilizing the Task Management Tool (TMT) and local tools to evaluate, prioritize, and track these items to ensure timely resolution.In executing routine business operations, I ensure customer requirements are met and engage with stakeholders to address their needs. I research, draft, and edit organizational products related to missions and operations, and am involved in various phases of the planning, programming, budgeting, and execution processes.

As the Operations Supervisor and Deputy Product Support Manager for a multi-billion dollar MILSATCOM space weapon system, I led a 79-member government team, overseeing operations support and sustainment for complex space communication systems. I managed logistics for fielded systems, addressing and resolving issues for over 250 personnel and developing and executing sustainment strategies for 19 MILSATCOM systems, ensuring mission support to global users.In this role, I briefed senior leadership on program status and satellite communications issues during quarterly Space Logistics Reviews, ensuring a clear understanding of system performance. I provided mentorship and advice to Program Managers, monitoring cost, schedule, and technical performance goals, and supported users worldwide with effective communication.As Chief Financial Officer, I oversaw a $320 million budget, managed a team of six budget analysts, and ensured financial goals were met while appropriately funding projects. Additionally, I served as the Human Resources Manager, managing hiring decisions and personnel actions, ensuring timely completion of annual appraisals. My expertise in AcqDemo included generating civilian appraisals and briefing Pay Panels.In my role with NATO International Programs, I provided Program Manager support to the DoD Chief Information Officer and a four-nation Quadrilateral, advancing an international project for satellite communications. I also utilized various online support tools such as CCaR, SMART, CPAR, and TMT to provide leadership with insights into program performance.

As a Squadron Commander at the United States Air Force Academy (USAFA), I led and mentored a team of 100 officer candidates and 2 Non-Commissioned Officers, playing a pivotal role in the development of future Air Force officers. My responsibilities included planning, directing, and implementing policies related to morale, welfare, health, discipline, and military training. I established a strong squadron environment, upheld military standards, and resolved issues related to aptitude, conduct, academics, and physical fitness. Additionally, I advised the Commandant on cadet fitness for commissioned service and supported General Officers as Deputy Director of Staff for the USAFA Cadet Wing.I served as a role model for over 4,000 cadets and 245 staff members, ensuring the flawless and timely completion of 150 awards, 1,750 taskers, and 275 Officer Performance Reports (OPRs) and Promotion Recommendations Forms (PRFs). I led preparations for multiple promotion and selection boards, including those for cadet commanders and Air Officer Commanding (AOC) positions. My meticulous planning and execution ensured that I was always in the right place at the right time, managing numerous Distinguished Visitor visits, cadet activities, meetings, and social events with precision.Selected as the USAFA Basic Cadet Training Squadron AOC in 2015, I held a key position influencing the development of 150 future Air Force officers. I directed and coordinated a team for all speech, briefing, interview, and board requirements, demonstrating exceptional command and staff leadership. I also managed a $100K contract, overseeing execution, writing requirements, and coordinating with contracting officers and source selection teams to ensure 100% mission success. Handpicked for prestigious cadet squadron command, my leadership instincts and problem-solving skills contributed to significant accomplishments and set the stage for a successful acquisition career.

In my role leading the Program Management and acquisition activities for a 65-member team, I oversaw the $116.7 million AFRL Space Situational Awareness program. I administered quarterly program reviews and managed 49 technical task orders across three contracts, ensuring adherence to cost, schedule, and technical performance metrics.I directed the financial resource allocation and execution for satellite assessment research programs, effectively managing a $49 million, four-year contract as a Contracting Officer's Representative. My responsibilities included monitoring support for the Air Force, Department of Defense, and national agency research initiatives. I developed Statements of Work for satellite research contracts, participated in source selection, and evaluated contractor proposals to ensure optimal contract awards.Additionally, I supervised and led both military and DoD civilian personnel, and possess experience in Special Access Programs (SAP), demonstrating my capability to manage complex and sensitive projects.

In my role managing a 79-member organization at Schriever AFB, I was responsible for providing 24/7 on-orbit support operations for the GPS constellation, directly supporting the 2 SOPS GPS operational squadron. I effectively oversaw and managed two GPS sustainment support contracts totaling over $12 million, ensuring high-quality operational support and technical engineering for all GPS programs.As a key liaison between the 50th Space Wing/2 SOPS (Operations) and GPSW (Acquisitions), I facilitated communication and discussions to align the needs of each organization. I prepared and reported daily and weekly status updates on the health and activities of the GPS Space Segment Satellite constellation, addressing any issues and ensuring operational concerns were communicated to the System Program Office (SPO) and the Space and Missile Center at Los Angeles AFB.Additionally, I coordinated the development, procurement, and launch activities involving the Los Angeles AFB Program Offices, 45th LCSS at Cape Canaveral, and various support teams, ensuring smooth operations between warfighters, operators, and support personnel at Schriever AFB. My role required a deep understanding of defense acquisition processes, space systems, and satellite operations, supported by an active TS/SCI clearance and skills in oral communication and developing Statements of Work (SOW).

In this role, I was responsible for managing administrative activities supporting 65 staff members across nine divisions and over 1,750 Admissions Liaison Officers (ALOs) globally. I developed and executed a $1.4 million civilian pay budget and a $1.2 million operating and maintenance budget. I also oversaw the processing and tracking of officer performance reports, decorations, and promotion recommendation forms for 800 of these ALOs.I provided policy, planning, and execution information and recommendations directly to the United States Air Force Academy Admissions Directorate, ensuring effective administrative support. Additionally, I supervised both military and civilian personnel within the administrative support staff, interfacing with higher headquarters (HHQ) to provide critical planning and funding information to support USAFA’s requirements and decision-making processes.

At the Oklahoma City Air Logistics Center, Tinker Air Force Base, I served as the Chief of ATCALS Logistics, where I provided critical program management support during Operation Iraqi Freedom, ensuring 100% parts availability in the theater. I managed logistics and program support for over 3,800 Air Traffic Control and Landing Systems (ATCALS) valued at $1 billion, supporting USAF air operations globally. My role involved directing an integrated logistics support program and overseeing sustainment activities, including modification and engineering repair programs worth over $62 million, coordinated through DoD and commercial suppliers.As the Precision Approach Integrated Product Team (IPT) Program Manager, I was responsible for logistics support of 155 instrument landing systems and 26 precision approach radars valued at $62 million. I supervised a team of seven equipment specialists and item managers within the IPT and coordinated procurement and sustainment activities with various agencies, including the Air Force Flight Standards Agency, US Army, US Navy, the Federal Aviation Administration, and all Air Force Major Commands (MAJCOMs). Additionally, I managed depot-level repair activities, mobile depot maintenance, and programmed depot maintenance for 181 systems, overseeing a modification and repair budget exceeding $23 million.

At the 28th Bomb Wing, 77th Bomb Squadron, Ellsworth Air Force Base, I supervised and directed maintenance operations for B-1 aircraft valued at over $280 million. As a 7-Level Maintenance Craftsman and Dedicated Crew Chief, I managed preflights, thruflights, quick-turns, hourly postflight inspections, and the launch and recovery of aircraft. I supported scheduled inspections as an assistant to the inspection dock chief and performed ground handling and servicing, ensuring all maintenance actions were accurately recorded.In my role as Maintenance Team Chief, I led the maintenance efforts for eight B-1B aircraft, overseeing both scheduled and unscheduled maintenance to meet mission requirements and maintain warfighting capability. I was responsible for the qualification, training, and assignment of duties to eight maintenance personnel, coordinating with other aircraft specialties to efficiently resolve discrepancies. I continuously assessed the quality of work performed by my team, ensuring strict adherence to technical data and standards. Additionally, I conducted training for new airmen on B-1 aircraft systems to enhance their operational readiness.

At the 2nd Bomb Wing, 11th Bomb Squadron, Barksdale Air Force Base, I managed all maintenance activities for B-52 G/H aircraft valued at over $67 million. In both 5-Level and 7-Level Maintenance Craftsman roles, I conducted preflights, thruflights, hourly postflight inspections, unscheduled maintenance, and Time Compliance Technical Orders, ensuring the aircraft's readiness and reliability for flying operations.I provided a safe and efficient weapon system for a five-member flight crew and supported the USAF B-52 Formal Training Unit, preparing combat-capable crew members for global missions. Additionally, I served as an Alert Force Controller, responding to the arrival of dignitaries and Airborne Command Post aircraft on base, and escorted Strategic Arms Reduction Treaty (SART) inspectors, demonstrating versatility and commitment to both operational and strategic responsibilities.

At the 93rd Bomb Squadron, Castle Air Force Base, I performed comprehensive phase inspections on B-52G aircraft. My responsibilities included conducting detailed maintenance inspections, troubleshooting and repairing components, and reinstalling parts. I also carried out initial readiness inspections to ensure aircraft were fully operational and mission-ready following phase inspections.In addition to my technical duties, I served as a member of the Castle AFB Honor Guard, representing the squadron in ceremonial functions and upholding the highest standards of military professionalism.