Flow Consortium MemberA new set of organizational competencies is required to survive and thrive in VUCA—Volatility, Uncertainty, Complexity, and Ambiguity. The new competitive advantage is in an organization’s ability to make sense of its operating environment, make better decisions, and develop the networks of high-performing teams that adapt to change and solve complex problems.AGLX delivers the Next Generation Edge™. As a first-generation Cynefin.net member, AGLX is an exclusive provider of the next generation tools that help leaders make sense of their VUCA environment so they know how to act. By coupling advanced sense-making tools with the combat-proven and scalable leadership and teamwork lessons from elite military teams, AGLX is the only global provider that can offer an informed and low-energy cost approach to those leaders who are serious about realizing their desired organizational outcomes. Our Next Generation Edge™ solutions can:- Assess organizational culture- Link culture to outcomes- Measure employee engagement- Detect leading indicators (cyber and safety)- Reveal what customers really want (patient safety, new product development) - Measure and improve team performance (Agile teams, resilience, innovation)We offer workshops and on-site training and coaching for organizations looking to:- Change organizational culture - Improve organizational agility and resilience- Develop accountable leaders - Develop high-performing teams and crews- Build a networked organization - Improve safety- Detect weak signals- Master crucial conversations (feedback)- Improve time to market- Survive and thrive in VUCA

Co-creator of The Flow System. "The Flow System builds upon the foundations provided by the Toyota Production System and the culture that is The Toyota Way. To achieve flow in complexity, providing value to the customer in a disruptive economy, organizations need to practice/master three fundamental constructs: complexity thinking, distributed leadership, and team science."

I help build teams and leaders

Accelerating commercial technology adoption in support of national security and defense. Navy SELRES Captain, member of DIU's Commercial Engagement Team, Human Systems.

Digital Transformation Trainer and Coach for Toyota Financial Services contracted through Toyota Connected North America. -Trained and coached Toyota executives, team members, and contractors on Scrum the Toyota Way-Executive Coaching and Workshops-Effective Debriefing Workshops-Red Teaming -Cynefin trainingIntroduced Elements of The Flow System to include Planks team-building training, SenseMaker, and ZONEFIVE Team Performance Indicator.

Developed the Naval Safety Center's Organizational Design and Safety Strategy around Safety Differently, Safety II, Human and Organizational Performance, and Complexity thinking. This is the biggest paradigm shift for the U.S. Navy in more than 30 years.Trained the command on -Complex Adaptive Systems Thinking (Science of Uncertainty)-Cynefin framework -Human and Organizational Performance (HOP)-The difference between Agile (Software) and Agility-Scrum-Kanban-Why Thick Data is more important than Big Data-Sense-Making-Human Factors and Human Centered Design -Design Thinking -Red Teaming -OODAProduct Owner-Leading indicators using a narrative-based approach and disintermediation-Customer discovery-Application of AI to existing narratives-Quantifying Thick Data-Dashboards

Developed a leadership toolkit aimed at creating organizational agility, resilience, and innovation

I was hand-picked to engage with industry and academia to identify a scalable and repeatable approach to building and sustaining high-performing teams. I engage(d) with experts in many of the below theory-informed topics, concepts or fields. -High-Reliability Organizing (Sensemaking, Mindful Organizing)-Human Factors (TeamSTEPPS, CRM, WOCRM, BRM, etc.)-OODA loop-Cynefin-Capturing Leading Indicators (Micro-anomalies) -Measuring Team Performance (How to measure interactions/behaviors)-Cultural Change-Mission Command-Commander’s Intent-Teaming/The Science of Teamwork (I/O Psychology) -Cognitive Science-Naturalistic Decision Making-Safety and Risk Mitigation-Debriefing (Creating a Debrief Culture)-Anthro-ComplexityHow does the U.S. Navy "Turn the Fleet Around" after a series of accidents and the rise of near-peer competition? This is the question our team had to answer. Fortunately, we had the help of leading experts in I/O psychology, human factors, teaming, safety, psychological safety, cognitive science, and complex adaptive systems to make sense of what scales and what does not. The Next Generation Edge begins here: 1. Operationalize Complex Adaptive Systems Thinking2. Develop Leaders who can create context and the adaptive space between fail-safe and safe-to-fail environments3. Team & Crew Training Intervention based on the Science of Teamwork4. Pulses culture & monitor team performance using theory informed-practices. 5. Align organizational systems and performance development approaches to desired culture

Applied Human Factors training to develop Schlumberger's highest performing software teams. Case study found in the 2019 book, "The Scrum Fieldbook." Short engagement due to critical U.S. Navy Requirement.

Agile Coach and Trainer to Toyota Motor North America

Part of small group of expert coaches who worked with organizations and teams helping them do twice the work in half the time.When crews, high-performing teams, and networks of teams are needed, I use Scrum and Scrum@Scale to help organizations build their teaming capacity. With a background in fighter aviation and high-reliability organizations, I know that teaming skills must be learned, practiced, and reinforced at every level of the organization. To build teaming capability, I coach interconnected, scalable leadership and teaming skills that are backed by natural science to include lessons from High Reliability Organizations, Cynefin, Boyd's OODA loop, Red Teaming, Sense-making, narrative, and human factors.

Lean-Agile Transformation Trainer and Coach for one of the largest Agile Transformations in the world. Responsible for hub on-boarding, assessment, training, and coaching. Hub training and coaching included LeanBan, SAFe, Scrum, Kanban, XP, and the use of Agile Lifecycle Management tools. Led the development of the Bank's first theory-informed Agile Teams course. Course material based on human factors, sensemaking, and the crew concept. Led the Bank-wide Agile Coaches and Scrum Master Community of Practice. Focused on interaction training using sound theory to back up practices, and moving coaches away from systems thinking to complex adaptive systems thinking. Established Agile Coaches and ScrumMaster interview screening guidelines for recruiters. Conducted Agile Coaches interviews.

Resilience Planner for PACOM AOR

• Political-Military Senior Leader with deep experience in Africa, Europe, and Asia-Pacific. • Strategy development and operational planner. Trained and experienced in the iterative Joint Operational Planning Process (JOPP) and Adaptive Planning and Execution (APEX) process. USPACOM: • Planned and executed a Skunk-Works resiliency war-game that resulted in changes to Joint Doctrine. Used elements of Scrum, Lean Start-up, and diversity in planning and execution. • Training and Operations Officer. USEUCOM:• Provided OPLAN support to European Command’s IAMD Division in organizing, planning and conducting theater-integrated air and missile operations with allies, partner nations, and U.S. government agencies. • Chief Information Officer (CIO). Leveraged Agile methods to develop sound business management optimization processes to deliver operational intelligence solutions to our customer and remote team. Streamlined cross-functional, administrative processes using SharePoint. Implemented changes in five workdays.

Establish a Navy Reserve IAMD capability to support AADC planning in the EUCOM AOR

The company’s first full-time Senior Scrum Master. Introduced High-Performance Teaming™ to a cognitive engineering-inspired leadership system that provides the solutions to the human interaction problems revealed by Agile methodologies. Increased productivity for six teams by 500% in one day using lessons from High-Reliability Organizations and Crew Resource Management (CRM).Connected our IT teams to our flight deck crews to learn how to build a high-performance culture. Established a business cadence aligning all teams and business activities to a unified planning and execution cycle.

Provide on-site Executive Agile Leadership coaching for financial, technology, energy, and logistic companies who desire to dominate their market. Business Development Lead. Introduced Afterburner Inc. to the Agile and Scrum market. Afterburner clients now include information technology companies that desire to execute Agile flawlessly.Established C-Level relationships with key Agile and Scrum business and thought leaders. Reviewed and recommended Flawless Execution University (FLEXU) as a Project Management Institute (PMI) Registered Educational Provider (REP). Recruited top talent in the Agile and Scrum community to be part of Afterburner’s Agile business unit. Built a high-performing leadership team using sound Flawless Execution practices.

ScrumMaster for four high-performing software development teams in a heavily regulated environment. • Optimized the five Scrum events with proven pattern libraries found in Flawless Execution. Main focus on delivering retrospective action items. • Targeted Scrum, Agile, Lean and Flawless Execution coaching and training on project managers, business analysts, product owners, and 3d tier and higher organizational leaders.• Introduced Execution Rhythm, the “heart of Scrum,” to the organization. Tower established a cadence or leadership intersection point that fosters collaboration and empowers servant leaders at all levels. • Used abstract ideas such as Task Shedding, Mutual Support, and Crosschecks to help explain the power of pair programming, and ATDD and BDD, and leadership intent to Scrum and project teams. • Reported Sprint metrics using VersionOne, Tableau, Excel, PowerPoint, and Excel. • Published eight articles. Regularly attended and presented at Agile and Lean Meetups. Engaged with Scrum and Agile key stakeholders to accelerate my Scrum and Agile learning experience.

• Operations Area Manager, Kiva Systems, DuPont, WA.

• Initiated and delivered a data-driven product in 15 days using agile methodologies with a zero budget. Product streamlined a Muda-ridden planning process and was adopted by the CEO as his primary engagement tool. • Manage operational relationships and communicate regularly with 140 internal and external stakeholders to define project goals, objectives, deliverables, plans, resources, and success indicators. • Guided a cross-functional team in developing business strategies using agile and waterfall methodologies to provide subordinate organizations and project managers clear objectives and end-states for programming $300M in security assistance funding. • Plan, schedule, and track project timelines, milestones and deliverables using MS Project and SharePoint 2007/2010.• Drove process improvements and developed SharePoint solutions to manage a $7M security assistance program.• Prepare, author, and edit executive talking points, briefs, and agendas for U.S. senior leaders’ bi- and multi-lateral meetings with ally and partner nations’ leaders. Shape and Influence U.S. policies in East Africa.• Coordinate enterprise international development efforts with partner nations, U.S. Embassies, Department of State, Department of Defense, and other interagency organizations. • Listen to African leaders' needs during high-level engagements; align U.S. and African nations’ interests in developing strategic and operational plans. • Increased IT knowledge through volunteering as a Work Group Administrator (WGA) for 25 personnel. Active Directory (AD); ITSM Remedy; and Symantec.

• Designed airspace for manned and unmanned aircraft. • Promoted early to lead 50-person cross-organization air and space ballistic missile defense operations planning team. Role usually held by officers with 5 more years’ experience. Served as subject matter expert for ballistic missile defense.• Created an agile environment within a siloed, hierarchical organization using proven techniques from TOPGUN tactical aviation experiences. Servant leader to a 50-person team responsible for multiple, multi-billion dollar projects. Recognized twice as Superior Performer (Top 5%) for team leadership during large international training exercises. • Managed multi-discipline and international subject matter experts in developing time-critical, complex projects with assets in excess of $10B and 5000+ personnel. • Managed CEO and VPs expectations and gained complex plan approval during multiple hour-long presentations. Comfortable briefing in front of large audiences and working with executive leaders. • Applied project management best practices in developing collaborative tools and operating procedures to accelerate the training and the performance of a technical cross-functional team. Trained 200+ international personnel to US standards. • Trained personnel on multiple planning software platforms. Hand selected to manage on-site teams in the testing and evaluation of new planning software. Developed software integration plan allowing two dissimilar organizations to synchronize planning efforts. • Engaged with and provided technical instruction to African, European, and Middle East partner nations’ militaries and governments. Gained a global perspective.

• Defined project and team tasks, developed and coordinated commercial aircraft threat scenarios with multiple international agencies and governments, and evaluated the performance of a cross-functional team’s response to a developing air crisis. • Authored and edited comprehensive air policing evaluation reports prior to NATO approval. Familiar with the challenges of adjudicating and editing inputs from non-native English speakers. Presented evaluation results to NATO senior leaders. • Designed challenging and realistic air defense scenarios to test the operational and tactical level decision making process of international cross-functional teams

• Built a self-managed and motivated 10-person air logistics team focused on planning and directing the safe and timely movement of passengers and cargo for critical operations within 92 countries in Europe, Western Asia, and Africa. • Identified optimization opportunities in the scheduling of over $300M of U.S. Navy unique air logistic assets using cost and risk analysis, and coordinating the common use of external and internal assets. • Established relationships and coordinated personnel, aircraft, and material clearances with U.S. Embassies.

• Lived, breathed, and coached Agile/Scrum risk and change management, and standardization best practices taught by TOPGUN. • Demonstrated how to mitigate hazards while maximizing aircraft and human performance capabilities in a technical and high risk environment—air show demonstrator and instructor. • In-depth training and experiences as a Product Owner and servant leader for hundreds of complex deliverables. • Provided technical classroom instruction to adult learners. Developed training curriculum to include classroom lectures, checklists, and simulated scenarios to improve human performance and operational efficiencies in a high-risk environment. • Designated Officer-in-Charge for the movement, safety, security, and scheduling of $400M in assets and 180 personnel. • Scheduled $900M in assets, optimized the use of minimal training resources, and aligned the competing needs of over 75 personnel in developing a daily 100+ activity schedule. Increased student production by 15%.• Safely operated high-performance systems in a high-risk environment using checklists, established procedures, and focusing on briefing and debriefing. Ensured 50 subordinates’ adhered to health and safety and health procedures. • Led final evaluation and acceptance of a $16 million simulator software upgrade. Managed 10 civilian contactors, established testing milestones, and led evaluations.

• Coached, evaluated, and learned from a 28-person maintenance branch and 55-person division. Responsible for dissemination of information during crisis, the personal and professional development of assigned personnel, and individual performance evaluations.• Planned and coordinated the following Joint mission types during exercise and combat: offensive (OCA) and defensive counter air (DCA); suppression of enemy air defense (SEAD); Close Air Support (CAS): and all Strike Interdiction (INT) missions. • Trained squadron and air wing aviators on the recommend use of precision guided weapons, night vision goggles (NVGs), and Forward Looking Infrared (FLIR) systems. Recognized as squadron’s air-to-ground Subject Matter Expert during combat operations. • Experienced combat aviator with over 27 air-to-air, air-to-ground combat, and traditional and non-traditional Intelligence, Surveillance and Reconnaissance (ISR) missions flown. • Administered and directed educational programs for 250 personnel. Achieved squadron’s highest advancement and promotion rates.• Launched, authored, and edited the squadron’s first electronic newsletter, The Bulletin, to facilitate information flow between deployed personnel their dependents.