As a Senior Analyst and Program Manager, I support the Rapid Prototyping & Experimentation at the Office of the Under Secretary of Defense for Research & Engineering (DASD P&E, OUSD R&E). In this capacity, I oversee the progress of funded Service, industry, and ally prototypes and the assessments and experiments to evaluate them.

Senior advisor to the Adjutant General coordinating with the senior leadership team on organizational priorities, strategic direction, policies/procedures, performance, effective personnel utilization, and training a 10,500 workforce.Oversaw personnel professional development, readiness, morale, welfare, discipline, performance, training, awards, recruiting, equal opportunity, promotion, and assignments.Identified a communication gap to all guard members; sourced the solution and identified funding stream, obtained approval from stakeholders, established a working group for development and implementation, and achieved success within an operational timeline goal of 120 days.Faced an unprecedented recruiting and retention challenge within the guard; collaborated with veteran service organizations, assorted stakeholders, and the Governor to secure $4M for retention incentives and successfully retained 240 additional service members year after year.Noted by Adjutant General, “Soper is one of the top Command Sergeant Majors I have worked with in 38 years of service and I would serve with him again. He leads by example, communicates at the strategic and tactical level, and is trusted by senior offices to do the right thing.”

Senior advisor to the Army’s Pacific 4-star Commanding General and senior executive team providing expertise on all personnel matters, issues/policy guidance, and resources to facilitate training and implementation of programs/projects in support of the national defense strategy in the Pacific region.Oversaw the integration and support of 1,300+ Reservists to support the command’s theater successful exercise program that included collaboration across departmental lines to support the sourcing, workforce, funding, logistics, and deployment of personnel and units throughout the Pacific.Coordinated with the U.S. Army Pacific leadership team and 12 state partners on all Army National Guard engagements in the Indo-Pacific Command area of responsibility.Commended by the U.S. Army Pacific Chief of Staff, “Soper’s performance has been outstanding. He is a true professional who is example to us all. I include him in the top 5% of all Sergeant Major’s I have served with over a 33-year career.”

Led a 150-member team in the Warrior Transition Brigade at Walter Reed National Military Medical Center providing leadership, mission command, primary care, and case management for up to 315 wounded, ill, or injured (WII) soldiers to facilitate healing and a timely transition back to the force or to a successful life in the civilian sector.Addressed and resolved issues, concerns, and complaints to ensure high access to care and quality of life for the WII soldier and their families.Took charge for the training, readiness, safety, health, welfare, and morale of the brigade to ensure consistent and compassionate leadership while maintaining 100% accountability to all soldiers and their families.Lauded by Brigade Commander, “Soper’s emphasis on the Army’s #1 priority of readiness directly contributed to the brigade’s transition efforts resulting in one-third of the WII soldiers returning to duty; a truly remarkable feat at the flagship of military medicine. He builds trust between staff, WII soldiers and their families in an organization charged with arguably the toughest mission set in the Army.”

Integrated operations across eight divisions and coordinated with the Army National Guard (ARNG) leadership in 54 states, territories, and the District of Columbia; HQs, Department of the Army, U.S. Army Reserve, and assorted Army commands to inform, develop and implement policy on matters affecting 285,000 soldiers.Worked in conjunction with Army leadership to manage mission requirements and over 560 personnel assigned to multiple organizations worldwide. Managed the careers of 170 non-commissioned officers (NCOs).Formally established an executive level resource management committee to effectively and fully utilize the professional military education school budget of $273M that increased from 79% to 96% quota utilization reducing the untrained population by 30,000 soldiers. Coordinated with the Department of the Army to establish the standard for multi-component schools, resulting in the model that increased quota utilization by 20%, added 200 seats, and reduced costs by more than $5M annually. Noted by ARNG Chief of Staff “Soper’s real world understanding of operations, policies and force structure enables him to make sound recommendations to the decision making process. His experience at the tactical, operational and strategic levels allows him to provide practical solutions. These qualities, combined with his accessibility, make him one of the most sought out senior NCOs in the Army National Guard. This is evidenced by the numerous states that solicit him to speak at their leadership workshops and training events.”

Selected above peers to serve as the Command Sergeant Major to implement established policies and enforce standards related to performance, care, conduct, appearance, personnel management and training of 544 soldiers.Provided advice and recommendations to the command and staff on all enlisted personnel matters; accompanied the commander on inspections, visits, ceremonies and provided guidance and counsel to all enlisted personnel. Expertly mentored command teams on retention; increased re-enlistment success rate from 57.2% to 64.4% and increased unit strength from 111% to 124%.

Increased sales by $9M in 2011 and $11M in 2012, setting stage for Program of Record with Department of Defense (DoD).Devised and executed successful strategy for penetrating tactical micro-robot market within U. S. Army, National Guard and foreign military segments.Secured five $1.5M plus contracts by creating/implementing plan selling directly to infantry brigade combat teams.Managed relationships with executive offices, program managers, rapid equipping force, asymmetric warfare group, science and technology, and TRADOC (Training and Doctrine Command) Capability Managers.