Responsible for the supervision of manpower, personnel and Reserve Component affairs for the Department of the Army. Acts as the principal advisor to the Secretary of the Army for policy and performance oversight of human resources, training, readiness, mobilization, military health affairs, force structure, manpower management, equal opportunity, equal employment opportunity, marketing and other critical matters. Senior responsible official for implementing Army Talent Management.

In my two-year tenure of this marketing and events technology firm, I created and executed a strategy that drove revenue growth from a ten-year average of 4% prior to 2016 to 30% per year during 2017 and 2018. Increased gross margin from an average of 40% prior to 2016 to 60% by 2018. Transformed zero earnings prior to 2016 to 15 percent earnings in 2018. Led the sale of FISH Technologies to Patron Technologies between October 1 and November 14, 2018 realizing an annual internal rate of return of 16% on investors ten-year investment. At the time of its sale, FISH's customers included the National Football League, Major League Baseball, the National Hockey League, the College Football Playoffs, the US Open Tennis, the US Navy and Army, as well as scores of corporations and trade associations.

CEO for a 24,000 student public school system with 38 schools, a $250 million budget and $279 million capital program. Immediately cut waste and focused resources on academic programs. Eliminated an inherited $19 million deficit and created $35 million reserve. Increased graduation rates from 66% in 2011 to 88% in 2015. Reduced college remediation rates by a third from 2011 to 2016. Raised the number of Blue Ribbon schools from zero in 2011 to nine in 2016. Reduced the number of failing schools from nine in 2011 to one in 2016. Sold ten surplus schools, built nine new schools, and increased school capacity utilization from 66% to 91%. After years of declining enrollments, grew enrollments by 6 percent between 2011 and 2016. Eliminated $2 million in student course fees while growing high-tech career readiness programs in Cyber Security, Health Science, and Advanced Manufacturing. Developed and implemented a Cyber Security curriculum for grades 7 to 12 that increased enrollments from 30 students in 2011 to 750 in 2016. This Cyber program resulted in Huntsville students being ranked 1st in the national Cyber Patriot competition and resulted in the school system being designated one of seven national Cyber Security Centers of Excellence. Increased Pre-K availability by 400%, implemented a free breakfast in the classroom program that increased breakfast participation rates from 40% to 90%, and in partnership with the Lena Foundation, created the first school readiness program for parents of newborns within a school system. Between 2011 and 2016 designed and implemented the largest conversion of an entire school system from paper text to digital learning. Provided all students with an IPad or take-home laptop computer connected to cloud-based curriculum. This digital curriculum provided students with interactive resources in school and at home to foster student engagement and accelerate their growth by providing immediate feedback tailored to their needs.

Created the Virtual Army Experience (VAE) concept to redress human biases and heuristics likely to reduce Army marketing effectiveness. The VAE, winner of 2009 Gold and a Silver "Effie" awards and the 2009 Events Magazine Judge's Choice Award, is a high-tech, touring asset that provides visitors with a 20 minute “test drive” of Soldiering. It combines story telling with state-of-the-art visitor interest measurement. Managed the VAE so as to capture 36% of Army event leads at less than 10% of the Army's event marketing budget. VAE leads enlist at 9x the rate of non-VAE event leads. Also, due to its measurement systems, the VAE identifies "high-priority" prospects that enlist at 24x the rate of other Army event leads. Since its launch, the VAE has become the Army premier event asset and the test-bed for technologies/concepts in the Army Experience Center and all other Army event assets. http://www.adweek.com/aw/content_display/news/e3ifcc0b6f995bc3974864ae0154454dcbdhttp://www.adweek.com/aw/content_display/creative/news/e3ifcc0b6f995bc39745857058b7980cd53http://wholeheads.com/Experiences_files/VAE.pdfhttp://www.adweek.com/aw/esearch/article_display.jsp?vnu_content_id=1003676881

Created the concept for the "Army Green Pages" talent management system and a co-authored a Strategic Studies Institute paper on this topic. This paper lays out the case for a new, integrated Army approach to accessing, developing, retaining and employing high-potential, high-performance officer talent. http://www.strategicstudiesinstitute.army.mil/pubs/display.cfm?pubID=912The "Green Pages" concept includes creation of a talent management system for broader use in accessing officer talent so that the Army can place the right leader, in the right position, at the right time. This approach to officer talent management marks a dramatic departure from industrial era practices heretofore employed by the Army to manage officers.http://www.wood.army.mil/engrmag/PDFs%20for%20Apr-Jun%2008/Wardynski.pdf

Conceived and manage innovative incentive programs to retain high-potential, high-performance officers. In 2001 I proposed that the Army allow West Point and ROTC cadets to exchange additional years of obligated service to secure their branch of choice, their initial post, or the option to attend a fully funded graduate program of their choosing. Whereas the Army can offer the branch and post options at zero monetary cost, and the graduate school for service program will both contribute to higher officer retention, career satisfaction, and add to officer productivity at mid-career, these retention programs have become the cornerstone of the Army's officer retention program. These programs are on track to cut turnover among officers by 40 percent. Dollar savings associated with this reduction in officer turnover are likely to reach $10 billion.http://www.aogusma.org/as/leaders/2005/OFFICER%20RETENTION.htm

Originated the concept for using game technology to create a virtual "test drive" of Soldiering. Managed realization of this concept (America’s Army) in which over 11 million players have invested over 260 million hours exploring Soldiering. Managed a high-performing team of marketing and software innovators who have made “America’s Army” the premier Advergame. Delivering engaging marketing at 10% the cost of traditional methods, “America’s Army” is the Army’s most cost effective marketing program. “America’s Army” players are 26% more likely to include military service in their goals than non-players. The Game has also become an enterprise training/education solution in organizations ranging from the Special Forces to the National Counterterrorism Centerhttp://www.army.mil/-news/2008/08/25/11891-september-soldiers-magazine-focuses-on-army-gaming/http://www.movesinstitute.org/~zyda/pubs/YerbaBuenaAABooklet2004.pdfhttp://www.dau.mil/regions/South/4thAnnual/Land.pdf

Prepares economic and policy analysis for senior Army leaders including the Secretary of the Army, the Vice Chief of Staff, the Deputy Chief of Staff for Personnel, and the Deputy Under Secretary of the Army. Analytic products address programs such as recruiting, compensation, retention, talent management and transformation. Implementation products include strategic recruiting initiatives such as "America's Army, the Official U.S. Army Game," strategic retention programs such as the Officer Career Incentive Program, and enterprise transformation projects such as the use of the "America's Army" game as an Army enterprise platform for training, education, materiel development, soft power projection and outreach.

Planned and coordinated logistics operations for a 20,000 Soldier armored division in support of both current and future operations.

Created and Course Directed a 300 level course entitled Economics for Policy Analysis. Also taught a 200 level course in Advanced Principals of Economics, a 400 level course in International Political Economy, and a 200 level course in American Government. Also served as the Department of Social Sciences Computer Officer responsible for digitizing various instructional and administrative functions of the Department of Social Sciences.

Led the one unit responsible for nuclear weapons logistics, nuclear emergency search, and wartime theater nuclear operations in support of all U.S. and allied forces in the 8th Army area of responsibility. Under my command the 78th Ordnance Detachment passed its annual Nuclear Weapons Technical Inspection with no comments and no deficiencies.

Conceived and created the Special Weapons Information Management (SWIM) system in 1986. Since 1990, the Department of Defense has employed SWIM to account for the U.S. nuclear weapons inventory. SWIM consists of an expert system to automate status reporting, location management, inventory management, and creation of emergency reports. Upon implementation, SWIM reduced status reporting and other errors by several orders of magnitude while reducing time required creating reports from hours, and days, to seconds and minutes. By integrating all stockpile management functions, this system allows maintenance, operational and custodial units to accomplish their accounting, inventory management and reporting functions with one sixth the skilled manpower required by legacy approaches. For open source references to SWIM see "YEAR 2000 STATUS OF THE DEFENSE THREAT REDUCTION AGENCY NUCLEAR WEAPON INFORMATION TRACKING SYSTEMS" http://cryptome.org/dodig-99-235.htm

Chief Operating Officer of a 1,200 Soldier nuclear weapons unit responsible for all nuclear weapons logistics in support of 5th U.S. Army Corps, Federal Republic of Germany. Developed and oversaw the execution of plans to train personnel in two subordinate nuclear weapons Ordnance companies, two subordinate Military Police companies and one subordinate headquarters company in individual and collective tasks ranging from nuclear weapons maintenance, security, transportation, command and control, storage, accident response, and wartime general and direct support to engineer, air defense, and artillery brigades and battalions.

Chief Operating Officer of a 300 Soldier nuclear weapons unit responsible for all nuclear weapons logistics in support of the 8th Infantry Division, Federal Republic of Germany. Developed and oversaw the execution of plans to train unit personnel in individual and collective tasks ranging from nuclear weapons maintenance, security, transportation, command and control, storage, accident response, and wartime general and direct support to engineer, air defense, and artillery battalions.