-Forged a highly successful military, civilian, and contractor team that established a high level of success, work ethic, and outstanding reputation around the G-3/5, I MEF, and TECOM. By putting the right people and teams in the right places to perform well and accentuate their strengths, the branch improved to performance and morale levels not seen before.-Planned and supervised and managed a 600,000-dollar physical system upgrade for the BSC and a 600,000-dollar physical system upgrade for the Combined Arms Staff Trainer (CAST). -Oversaw the successful employment of the Marine Tactical Warfare System (MTWS) and Fire Support simulation tools for over 200 exercises or training sessions. -Used personnel efficiently between the CAST and BSC to account for training use flows and make sure the concentration of manpower was applied to the most used facilities at the right time.-Attended over 20 updates to the Commanding General, MCI-West to update BSC status and current/future goals for modeling and simulation; briefed the MCI-West CG and G-3/5 on what specific steps to take to support future Live, Virtual, and Constructive Training Environment (LVC-TE) implementation. -Attended over 30 planning conferences and/or planning meetings to develop I MEF modeling and simulation training objectives, to include most notably Steel Knight 22. -Conducted weekly, extensive coordination/collaboration between the I MEF Live, Virtual, and Constructive office, the I MEF G-37, and Marine Corps Training and Education Office (TECOM LVC-training environment stakeholders up to three-stat level) to ensure current and future modeling and simulation goals were met. -Served as the lead representative for Marine Corps Installations- West (MCI-West) at TECOM sponsored Project Tripoli events, which is the title of the effort to create an implement an LVC-TE network and accompanying systems Marine Corps-wide.

- Created and instituted quarterly first-line supervisor workshops for 24 first linesupervisors spread over (5) separate geographic locations. - Instituted a teaming philosophy with two-way feedback and capitalized on use oftechnological collaboration tools to create future plans to spread this philosophy to the260 person CMO.- Used SharePoint and DCS collaboration tools to create a 6-12 month vision and futurestate for the MSO team, which facilitated transference of the model virtually to theCMO to assist with more productive future planning and more effective decisionmakingby leadership.- Ensured the CMO remained over 90% current for all aspects of performancemanagement throughout the year, and leadership was aware of any discrepancieswith real-time updating. - Provided weekly formal mission and leadership training to 10 person MSO team, byweeklytools and processes training to the senior staff, and weekly on the spotindividual training in MSO support functions and anything HHQ related for 260 teammembers- Developed a detailed awards process and organized two all-hands events to facilitatea more positive working environment.- Online awards board using SharePoint was notable to other CMOs within the region and received specific praise from the CMO leadership (saved over 2 full workdays previously required of senior leadership to meet to conduct an awards board); process guide for CMO task management staffmeeting online collaboration site cited by regional MSO staff as a best practice.- Innovative use of capabilities in SharePoint changed the way leadership and the CMOlooked at meetings; attention to staffing products for the Director and Deputy Directorled to a smoother chain of authority with proper review; perception on first linesupervisor requirements for their team members balanced the accountability betweenstaff and supervisors; and more effective HHQ reporting led to less micromanagementof activities.

- Developed classes and curriculum for local and international students incommunication within a multi-generational workforce and how to create acommunication strategy developed from the assessed working environment- Taught classes of 10 or more students in resident setting

-Increased and improved brand awareness by representing the Director, DMA at 9 different chamber of commerce meetings and 2 SES level community events in Riverside and Moreno Valley; invited to be keynote speaker for one event; interacted with local elected officials, state senate level officials, and congressional representatives-Improved communication, efficiency, and collaboration with HHQ staff agencies by resolving complex budgetary, human resource, and procurement issues at own level with little policy guidance-Improved client satisfaction and services by guiding a two-your old languishing project concerning a 4000 amp bus power improvement to completion within two months by bringing facilities, contracting, and vendor stakeholders together to find a solution-Improved budget services spending strategy to maximize 100% of a 3.5 million dollar budget where in the past the program had only spent 50% of yearly allocated funds; this led to improved use of resources in purchasing doors, ceiling tiles, and various electrical infrastructure improvements that previously were unfunded-Initiated and led a 6 million dollar facilities project to refresh a 30 year old building-Facilitated situational awareness for all parties involved no matter what side of the issue they were on to prevent blindsiding and promote collaboration and team problem solving-Took feedback and input 100% of the time from all team members and subject matter experts at HHQ, which facilitated trust in his decision-making and judgment for the benefit of the organization and its people with little guidance required from HHQ-No matter what decision was made about any issue, created and presented superior products and preparation for staff updates and recommendations while also enthusiastically supports others’ viewpoints and perspectives-Maintained a positive and professional attitude when dealing with the harshest of working environments attempting to implement a new office

Command and Staff College Blended Seminar Program, 2014 to present (30 students per school year)Expeditionary Warfare School, 2006-2007 (16 students)Expeditionary Warfare School, 2012-2013 (12 students)Command and Staff College, 2012-2013 (12 students)At the university level, develop critical thinkers, innovative problem solvers, and ethical leaders who will serve in senior positions within the organization and improve written and oral communication skills to communicate effectively in a variety of situations (exams, oral presentations, papers, analytical essays, and traditional research-based efforts).

- Supervised 124 associated civilian, military, and contractor personnel to exceed job standards in accomplishing assigned project duties and coordinated regulations, policies, procedures, budget management, and maintenance of training complexes, ranges, and simulators worth 136+ million dollars.- Developed training plans, assigned work based on priority and capability, and ensured professional development of subordinates including 76 Marines and 10 civil-service members (GS-5 to GS-14).- Evaluated civilian performance plans, civilian training objectives, resolved minor grievances, and set performance standards for those under the incumbents supervision.- Maintained close liaison with operating forces; range officers, training officers, contractors and other government trainers in order to ensure the adequacy of training support services aboard Camp Pendleton were meeting Marine Corps training standards and requirements.- Increased training facility usage by over 50% through supervising and synergizing daily operations and procedure management in support of 2,872 training events each year for 1,300+ people training every workday.- Coordinated with Training and Education Command (TECOM), Marine Corps Systems Command (MARCORSYSCOM), contractors and Marine Corps Installations-West (MCIWEST)/Marine Corps Base staff directorates to procure and execute new equipment fielding, training, and cyclical technical refresh for all training complexes, simulators, and devices aboard Camp Pendleton.- Coordinated briefings and tours of Camp Pendleton training facilities and simulators for visiting government officials, foreign military representatives, senior U.S. military leaders and prominent civic leaders (over 42 events during calendar year 2013).- Independently created information management tools on Microsoft SharePoint that led to improvements in efficiency and time management for the Director and staff.

- Hand selected (less than 10% selection rate out of 720) to lead, coach, mentor, supervise, and train 700+ personnel providing transportation, distribution, budget management, supply chain management, and developing and coordinating logistics requirements for training and operations and guiding regulations, policies, and procedures for maximizing efficiency.- Ensured 100% accountability and 94% equipment maintenance commodity readiness through expertly and efficiently managing operations and maintenance on a $150+ million dollar budget and equipment commodity set.- With no direction or guidance, developed a pre-deployment training plan set 12 months prior to deployment which became a model for other organization's training plans and written tactical standard operating procedures (TACSOPs).- Streamlined a 20 member (middle-management level) battalion staff and enabling information processes to generate a synchronized updates, Sharepoint sites, and efficiency reporting.- Resolved a lack of institutional logistics training standards and requirements by conducting a comprehensive analysis of historic and projected logistics requirements based on the current and predicted future environment to develop an innovative and successful training plan.- Lead 700 member organization in planning, coordinating, and executing transportation, material handling, maintenance, landing support, engineering, and distribution operations.- Provided leadership, mentorship and hands-on example while establishing a learning organizational climate.- Established several new initiatives to better inform families to include town hall meetings, family day, spouse workshops, newsletters and briefs; (1) town hall meeting, (1) family day, (1) spouse workshop, and sent out (3) newsletters; established the E-Marine Website and used FaceBook to better inform families.

- At the International and Security Assistance Force (ISAF) headquarters in Kabul, Afghanistan, assessed current state of campaign planning and execution across multiple US military and NATO forces.- Conducted (4) 30 member multi-national and multi-American service joint operational planning teams (JOPTs) for complex group problem solving and to create the Afghanistan Assessments Group (baseline products, SOPs, and processes).- Deconflicted Northern Alliance Treaty Organization (NATO), US and non-NATO doctrine and tactics, techniques, and procedures with regard to campaign planning and execution.- Analyzed and assessed additional complex problems the ISAF staff faced and implemented unified process solutions.- Created multi-national and service buy in where no agreement could be reached before.- Analyzed the root of an extremely complex problem to create long-term solution amidst pushback from other nations with continuous hard work to create buy in.- Provided planning, training, and education to senior organizational staffs, operational planning teams, and select joint training audiences from the U.S. Army, U.S. Navy, and foreign military forces.- Planned (2) School of Advanced Warfighting (SAW) exercise - a six week academic and planning practical application (PPA) exercise focusing on the Marine Corps Planning Process for an advanced-level audience solving advanced-level planning problems (14 SAW students).- Developed and executed a Training and Education Command (TECOM) Operational Planning Team (OPT) to identify logistics training gaps in the predeployment training program (PTP) for the Logistics Combat Element (LCE).- Improved several exercise design scenarios.- Observed, analyzed, and provided assessment and feedback to training audiences during several planning and training exercises.- Provided planning expertise to a variety of ranks/audiences during a mission rehearsal exercise (MRX).

- Led, coached, mentored, and trained 500+ personnel providing transportation, distribution, budget management, supply chain management, and developing and coordinating logistics requirements for training and operations throughout a global logistics supply chain running from the United States and through locations in Korea, Okinawa, Japan, Guam, and the Philippines.- Successfully managed and executed a 130+ million budget to include complex supply chain allocation for maintenance commodity issues and logistics requirements.- Directed and synchronized staff planning and internal management controls for a 500+ person organization developing and coordinating logistics requirements and supply chain management operations with 250+ trucks and support vehicles sustaining forces across distributed networks extending thousands of miles in Okinawa, Japan the Philippines, and Korea.- Supervised and reorganized a 20 member junior staff (middle management) and the organization's daily, weekly, monthly battle rhythm by utilizing technological improvements such as Microsoft Sharepoint and ensuring work was prioritized efficiently and assigned to individuals with the requisite experience to handle the work effectively.- Oversaw all administrative matters, including processing over 70 member evaluation reports and 100 awards.- Instituted smart organizational changes (procedures, education) to include information management, deployment cycle turnover, awards, fitness reports, and shipboard duties, which led to seamless deployment preparation and execution. Initiated SOPs in numerous critical areas such as the maintenance commodities and reporting procedures that facilitated continuity of operationsinto the future.- Served as acting commander (director) when required and enjoyed the complete confidence of the higher level and adjacent commanders and staff.

- Supervised, directed, and managed all operations and training for a 933 member logistics support organization providing transportation, distribution, supply chain management, and developing and coordinating logistics requirements for a $300+ million dollar transportation and engineering fleet.- Organized, directed, and planned six major exercises, two 300+ unit Iraq deployments, training exercises in South Korea and Thailand, humanitarian earthquake relief in Pakistan, and mudslide relief in the Philippines.- Coordinated 200+ training school quotas and implemented an online training calendar that provided each element of the organization with 100% visibility and accountability of completed training.- Independently developed standardized procedures and information management tools to enhance the organization's reporting procedures and daily coordination of logistics requirements and maintenance commodity issues to maximize the use of the time and talent of specific individuals andtheir experience level.- Coordinated 200+ school opportunities for organizational members.- Implemented on-line annual training calendar that provided each section within the organization with 100% visibility and accountability for their members’ completed training.- Provided oversight for new member’s orientation to ensured that they were effectively integrated into the organizational culture and life on Okinawa, Japan.- Provided direction to the embarkation, armory, supply, and maintenance management sections.- Supervised movement control section of the organization and all internal/external requests/requirements.

- Hand selected to supervise a housing complex of 172 facilities valued at over 177+ million housing over 27,000 personnel in 15 separate areas on Camp Pendleton and Bridgeport.- Rescued a struggling organization by significantly upgrading staff processes and procedures.- Supervised a transient billeting department, managing 200 transient rooms in three separate buildings, five distinguished guest quarters (over 20,000 transient personnel annually to include Congressional staff members and Flag officer ranks).- Supervised the professional development of an 80 civilian (two GS-12 with the rest equivalent or below non-appropriated funded employees) and 5 Marine staff.- Supervised and executed fiscal budget operations of appropriated and non-appropriated accounts at a combined total of 177+ million.- Molded a multi-faceted organization of Marines and civilians into a team focused on supporting the customer.- Planned and developed 57 designated casualty rooms with 3 commands (lstMARDIV, 1st FSSG, MHG) supporting the OIF II war effort; coordinated with external installation agencies ensuring appropriate amenities were available for all rooms.-Developed the billeting plan for 3,300 Reservists in support of the OIF II war effort; directed theeffort of 15 area camp services representatives and the Gaining Force Commands(Division, FSSG, MHG, Wing}; identified and allocated areas/space; developed the detailed tracker plan; disseminated a seamless information flow between gaining commands and camp representatives.

- Achieved a 95% occupancy rate through supervising 6,614 family housing unit facilities to include assignments, referrals, maintenance, construction, and information management.- Mediated conflict resolution solutions for over 30 family issues/conflicts/requests per week.- Independently developed the re-organization of a community council and process for 6,614 family housing units.- Coordinated all issues associated with OSD and HQMC housing privatization issues and ensured smooth turnover of over 3000 units to a private partner for management.- Supervised the day-to-day development and operations of the operations and maintenance staff (50 non-approprated funded employees; 1 GS-14 and 8 GS-11 to GS-13).- Independently created a quality assurance process from scratch using a Microsoft Access database process that saw an improvement of facility maintenance commodity work tickets from less than 50 percent completed and closed satisfactorily to over 90 percent.- Directed, operated, and managed 6,614 family housing units to include assignments, referrals, fiscal, maintenance, construction and information management.- Re-organized the community council and process; coordinated directly with members/communities to ensure all issues in the community were recorded and provided solutions; driver for getting community voice to be heard on a regular basis.

- Developed transportation and ship loading plans on three separate occasions for 200+ vehicle and 160 equipment pallets for movement from Oceanside to San Diego (40 miles), onloading onto Naval ships, and eventual offload and transportation back to Oceanside. Over 100+ vehicles were offloaded via surface craft from Naval ships off the coast of San Diego to Oceanside during each return trip.- In Jordan and Kuwait, planned, executed, and coordinated unloading, supply chain management of supplies, and logistics requirements for 1,200 people and reloading 60+ vehicles and 1,200 people on two Naval ships using surface transportation craft and pier side cranes.- Redesigned 80 member and 30-vehicle organization for air embarkation and arranged transportation support throughout Kuwait and Iraq resulting in freedom of movement for the organizational executive director and his staff.- Organized and executed (2) 90 pallet ammunition loads to Naval ships off the coast of San Diego using helicopter lift and surface transportation craft.- Completely re-wrote maintenance, armory, and information management standard operating procedures.- Reshaped of the organization's safety program.- Developed and coordinated all logistics and training requirements for 3000 member organization operating and training on two islands in Hawaii while deployed.- Created electronic formats using Microsoft Office for managing information for maintenance commodity data, safety data, and ammunition accountability/visibility. Highlights included a maintenance commodity tracking spreadsheet the accurate and succinctly summarized maintenanceissues and recommendations for resolution as well as accounting for 1.5 million rounds of ammunition with an innovative automated Microsoft Excel format.- Developed, coordinated, and supervised the delivery of logistics requirements for a prisoner of war camp build for 10000 possible enemy prisoners of war.

- Streamlined maintenance commodity procedures and raised vehicle readiness from 78% to 92% for a 50 armored personnel carrier and a 55- vehicle truck fleet supporting a 1400-member organization.- Developed facilities master plan for a 132 building area to allocate for future new bachelor enlisted quarters to be built.- Planned, coordinated, and executed 300+ vehicle motor convoy from San Diego to 29 Palms (200 miles) for a large-scale exercise.- Successfully managed and coordinated the use of 60% of 1st Marine Division’s rolling stock covering (4) 1000 person artillery firing units.- Supervised a four section, 233 vehicle civilian fleet and 26 school bus routes to include 90 Marine and 14 civilians with no vehicle accidents in three snowstorms. Updated dispatch procedures to reduce vehicle wait time from 10 to 5 minutes and created new driver orientation program for GME vehiclesin Richmond/Quantico/Washington DC areas.- Instituted a Microsoft Excel computerized tracking system to account for over 2000 pieces of correspondence, awards, tasks, and fitness reports.-Ensured over 200 flag level tasks were completed by the senior staff.-Created flag level readboard to keep the command deck better informed.-Organized, supervised, and coordinated logistics requirements support for 2000 Marine Corps Marathon (25000 runners, 1000 workers, 14 water points, course sanitation, food).- Managed 35000 non-apprpriated MCCS funds supporting 4000 member organization.