Head of the Department’s Project Management Office. Supporting the Ohio Department of Health modernization, transformation, enhancement, improvement, and expansion initiatives across all of the Department’s workstreams. Leading a growing team to employ scalable adaptive approaches to managing, facilitating, and coordinating activities across functional domains to deliver results that are aligned with the Department’s priorities, meet the initiative owner’s requirements, achieve buy-in from stakeholders, and are fully implemented and adopted within their program area. Providing support that is scalable from multi-year multi-agency complex projects to small-scale self-help process improvement initiatives. Major areas of focusProject Management. Bringing complex needs into reality, on time, and on budget. Bringing adaptive processes, methods, skills, knowledge, and experience, applied to distinct, sequential and concurrent activities that achieve specific deliverables and outcomes, constrained to a finite timescale and budget. Change Management. Finding the Why, to Solve for Yes. Systematic, scalable, and adaptive approaches to leading transition and transformation initiatives that result in lasting change. Bringing strategies for affecting change, controlling change, and helping people adapt to change at any level of the Department. Continuous Process Improvement. Making the Workplace work better for the Workforce. Supporting the Department’s commitment to continually identifying, analyzing, and addressing constraints, challenges, and opportunities across all workstreams to enable staff to do their best work. Providing scalable support to the full spectrum of process improvement initiatives from self-help tools and training to large-scale cross-functional projects.

Project Management and leadership on a broad spectrum of Unemployment Insurance program and process modernization and optimization initiatives. Developing workforce & customer training, and organizational change management programs.

Strategic planning, Continuous Process Improvement, and Scaling Innovation. Lead planner and facilitator for the Adjutant General’s Department Strategic Plan; Lead trainer and project coordinator for the Ohio Army and Air National Guard’s continuous process improvement programs; Program manager for the Ohio Army National Guard’s managed innovation program. Developed, deployed, and managing strategic planning within the Ohio National Guard. Annual cyclic process identifies a spectrum of plausible futures based on market research trends and variables; identifies and prioritizes intelligent risks to pursue; generates specific actionable 10-year lines of effort to achieve them. Program recognized nationally by the National Guard Bureau as a best practice. Developed, deployed, and managing a program to decentralize Lean/Six Sigma problem solving and process improvement methods to all echelons of the organization enabling rapid organizational adaptability and efficiency. Led the Ohio Army National Guard’s participation in Malcolm Baldrige Criteria for Excellence competition. Selected as 2018 winners from among 54 States, Territories, and the District of Columbia. Developed and deployed a program to foster a culture of innovation across the organization and intelligently and rapidly apply resources to those projects. Program deployed in March 2018; first project deployed in July 2018

Manage and administer the three branches within the personnel directorate. Directly lead a team of eight branch chiefs and team leaders. Fiscal Program manager for Directorate-level budget programs. Lead quality change agent within the directorate. Acting joint human resource director for Ohio National Guard COVID response operations

Leading a team of HR professionals facilitating the individual readiness, mobilization, deployment, redeployment, and demobilization of individuals, teams, and whole organizations of up to 2200 Soldiers on missions around the world. Key processes include medical readiness, Soldier and family health insurance programs, financial readiness, retirement plans, wills, powers of attorney, training readiness, job specific and functional schools and certifications, and passports.

Building, resourcing, and sustaining a team of coaches, mentors, and trainers providing nationally accredited professional military education and formal leadership development training to members and employees across all Department of Defense agencies.Established new and improved processes across the core functional areas of Human Resources, Operations, and Logistics by fostering a culture of inclusion, empowerment, and decentralized problem solving. Developed and deployed a scheduling process that improved projection accuracy by 56%, expanded planning horizons from 2 weeks to greater than 18 months, and increased teaching capacity 20%Developed and deployed a resourcing process that improved projection accuracy by 28%, expanded planning horizons from 3 weeks to greater than 9 months, and reduced processing time by 77% and saved in excess of $65,000 per year

Strategic planning, Continuous Process Improvement, and Scaling Innovation. Lead planner and facilitator for the Adjutant General’s Department Strategic Plan; Lead trainer and project coordinator for the Ohio Army and Air National Guard’s continuous process improvement programs; Program manager for the Ohio Army National Guard’s managed innovation program. Developed, deployed, and managing scenario-based strategic planning within the Ohio National Guard. Annual cyclic process identifies a spectrum of plausible futures based on market research trends and variables; identifies and prioritizes intelligent risks to pursue; generates specific actionable 10-year lines of effort to achieve them. Program recognized nationally by the National Guard Bureau as a best practice. Developed, deployed, and managing a program to decentralize Lean/Six Sigma problem solving and process improvement methods to all echelons of the organization enabling rapid organizational adaptability and efficiency. Led the Ohio Army National Guard’s participation in Malcolm Baldrige Criteria for Excellence competition. Selected as 2018 winners from among 54 States, Territories, and the District of Columbia. Developed and deployed a program to foster a culture of innovation across the organization and intelligently and rapidly apply resources to those projects. Program deployed in March 2018; first project to be deployed in July 2018. 7 other projects to be prioritized and resourced by October 2018.

Direct and supervise a team of 8 human resources professionals responsible for the administrative service for 2000 Soldiers. Administrative programs including budget, payroll, professional education, accessions, evaluations, promotions, and separations.

Directed the recruiting, hiring, and assignment of commissioned officers for all career fields within the Ohio Army National Guard. Developed and implemented strategies to ensure a long term sustained, balanced, and diverse workforce. Developed programs to partner with corporate recruiters for mutual benefit by supporting new hires with combined full and part time employment opportunities. Improved hiring and position management programs to reduce open vacancies from an average of 5 months to less than 30 days. Built and sustained a reliable pipeline of applicants

Supervise and direct the daily operations of Ohio National Guard’s hazardous materials mass casualty search, extraction, decontamination, and medical triage unit.

Manage all operations, educational programming, public outreach, budget, fundraising, and maintenance of Ohio’s premier natural history and protected ecosystem nature preserve. Developed and leveraged public and private partnerships to resource, design, construct, and operate a first of its kind, $2million, LEADS silver certified nature center. Established a foundation to provide for the operating expenses of the nature center in perpetual trust. Strengthened local community support to provide for locally funded permanent staff positions at the site. Expanded educational and interpretive programs to include community outreach and off-site events as well as expanding on-site educational and interpretive programming. Established and sustained positive revenue generation for the parent organization.