- Served as Deputy Chief of Staff for a high net worth family enterprise consisting of an investment and real-estate company, a family office, and philanthropic operations.- Focused and aligned Enterprise Leadership on delivering on both strategic and operational deliverables in a timely fashion, breaking down potential roadblocks and increasing lines of communication across Enterprise business functions.- Managed process of reporting and review to multiple Boards within the Enterprise while working to continuously improve the timeliness and quality of information.- Led Strategic and Operational Planning for the Family Office, consisting of Trust and Asset Services, Investment Portfolio, Philanthropic Operations, and Family Services and ensuring proper alignment within the entire Enterprise. - Established operational cadence and integrated management reporting in a new operating model.- Managed internal and external teams in redesign of an established Enterprise brand, as well as communicating the new brand proposition to Employees, the Board, and to Ownership.

- Led a team of nine in the development and sustainment of Enterprise wide risk programs protecting USAA’s industry leading reputation and mitigation of risk to USAA’s Strategy, to include new product governance, risk metric development and monitoring, and Board of Directors reporting. - Developed and maintained USAA’s Enterprise Material Risk Inventory program, which provided assessment and aggregation of financial, operational, and strategic risks across USAA, improving operational effectiveness and providing senior management an effective view into USAA’s risk profile. - Directed an Enterprise-wide Rapid Risk Acceptance process responsible for identifying, aggregating, and mitigating risks directly tied to COVID 19, enabling USAA to return over $1B to Members, provide numerous Member debt relief offers, and send over 10,000 USAA Employees and 12,000 third party employees safely home during the height of the pandemic. - Managed oversight responsibilities and independent analysis of USAA’s $330M Corporate Development Portfolio to support new business opportunities and alternate sources of revenue. - Provided analysis of risks tied to USAA’s Incentive Compensation Plans impacting all employees to USAA’s Board of Directors and responsible for the management of USAA’s Incentive Compensation Committee. - Implemented and sustained a new Enterprise-wide governance program over all new, modified, and expanded products and services (collectively new activities) at USAA per the direction of USAA’s Chief Operating Officer to include strengthened oversight and enhanced reporting. - Maintained USAA's Enterprise Risk Management Framework and designed and released three training programs related to USAA’s ERM program to all 35,000 employees and 7,000 contractors. - Implemented a new Enterprise Top Risk Process across 12 Lines of Business and Staff Agencies, providing an aggregate view of Top Risks to the USAA Board of Directors.

• Worked on the Quality and Analytics team providing solutions and improvement to Dell's deployment of Global Enterprise Technology Services (GETS)• Developed a new sales and delivery strategy surrounding GETS deployment creating over $1M in increased profit• Revealed specific on-site deployment operations causing losses of over $375K by analyzing changes in customer purchasing trends.

• Advanced international strategy through budgeting, planning and executing 13 visits of Foreign Navy Chief Executives totaling over $3M+ for U.S. Chief of Naval Operations• Developed strategic messaging for 20+ Naval Attaché engagements on U.S. Navy’s International Engagement team resulting in increased joint partnerships and maritime security• Provided policy guidance and support to 90+ Senior Foreign Embassy Officials in Washington, DC relating to Foreign Military Sales (FMS), foreign military training opportunities, and joint military exercises • Served as intermediary between the Department of State, Department of Homeland Security, Department of Defense, and foreign embassies to approve over four hundred foreign naval aircraft visits to U.S. Naval Airfields

• Directed crew of 12 onboard a $36M aircraft leveraging expertise of personnel resource management, complex-dynamic problem solving, data collection, and highly technical systemsNFO Training Officer (2011-2012) • Standardized procedures and developed new strategy and tactics while responsible for training and tactical readiness of thirty-five Naval Flight Officers during an arduous inter-deployment readiness cycle• Organized and maintained a “fleet model” program during the U.S. Navy’s annual evaluation and qualified five new Instructor Tactical Coordinators, six new Tactical Coordinators, and four new NavigatorsAvionics/Ordnance Division Officer (2010-2011) • Managed three officers and 56 enlisted personnel in a division responsible for repair and upkeep of eleven aircraft located in three different countries, leading to a ninety four percent mission completion rate during deployment• Completed over 200 mission critical repairs and earned over 100 essential maintenance qualifications, leading to the squadron’s receipt of the 2010 AVCM Donald M. Neal Aircraft Maintenance Award for patrol squadrons on the East Coast Readiness/Planning Officer (2009-2010) • Created long range planning system to maximize aircrew efficiency during the 2010 inter-deployment readiness cycle resulting in 100% completion of squadron readiness objectives prior to deployment • Guided squadron, despite limited assets, to highest readiness qualification three times in seven-month tenure out of a wing consisting of seven operational squadrons each consisting of 300 people Communications Officer (2008-2009) • Directed two IT-rated sailors in setting up and maintaining all C4I connectivity in squadron, including 150 workstations, sensitive communications equipment onboard eight aircraft, and Information Assurance training for over 300 personnel.