Senior analyst responsible for providing executive level interface in the form of development, review and assessment of current and proposed program strategies, options, baselines, and acquisition strategies, while supporting the Executive Leadership Team. Integrates program-wide inputs into cohesive and coherent messages and program strategies. -Develops and integrates comprehensive program reports and responses for the Program Director, DP and the MDA Director. Communicates the Program Director's intent for senior leader decisions affecting the Program Plans.-Provides developmental program status, multiple program baseline analysis, strategic planning capability, mission readiness assessment, and key external interface activities. -Provides executive communication development of information papers articulating the Program Director's intent, ensuring program-wide inputs are integrated into cohesive messages for program strategies.-Provides rapid/responsive assessment and resolution for time-sensitive issues through research, and interfacing with operational and analytical teams in resolving complex challenges.-Develops innovative ideas and strategies to resolve programmatic issues and improve program coordination.-Facilitates issue resolution through the integration and coordination of effort across functional elements of the program to include direct coordination with MDA staff. -Develops horizontal integration processes to identify program execution efficiencies and develop appropriate implementing actions.-Develops program strategy options, assesses proposals, while advising senior leadership on strategic plans, development efforts, contract management, and acquisition strategies.-Analyzes top-level DoD and other Government guidance for BMDS program plans/strategies, including trend analyses. -Supports organizational executive leaders in preparation for responses to the National Command Authority, Department of Defense, and International agencies.

Director, Office of the Chief of Air Defense Artillery, U.S. Army Air Defense Artillery School. Execute action and recommend personnel life-cycle management policy changes for Air Defense Artillery Officers, Warrant Officers, and Enlisted Soldiers. Serve as the branch focal point for marketing and enhancing the image of ADA across the Army, Branch, and Civilian Communities, including talent management evaluator with the United States Military Academy West Point, ROTC, and Officer Candidate School. Directly interface and coordinate with senior leaders across all commands worldwide and major Army activities (FORSCOM, TRADOC, DA G1, DA G3, SMDC, and the Army National Guard Bureau). Plan, coordinate, and execute various events such as the Fires Seminar, branch outreach programs, and annual unit/personnel awards. Provide direction for Knowledge Management, news articles, and branch directory. Supervises a branch staff of fifteen personnel.-One of 18 select Branch Proponent Directors within the Army. Senior Director of the Talent Management Program and evaluator of talent. Through assessment feedback and analysis, greatly improved the quality of officer accessions into the branch.-Cultivated strong relationships across all areas of responsibility, to include external agencies in developing solutions in achieving the Branch Chief’s mission priorities. -Facilitated analysis of personnel life-cycle programs creating efficiencies in improved education and promotions for long term health of the branch.-Supervised program development of personnel skill requirements for future command systems to meet systems integration requirements for communications and operational needs for missile defense.-Advised the Branch Chief on personnel management functions, readiness, organizational force structure, and trend analysis results. -Spearheaded branch marketing outreach programs, enhancing accessions and the image of the branch.

Deputy Commander of an Air Defense Artillery Brigade with three Battalions organic to the 32d AAMDC. Executive Officer and Deputy to the Commander while leading a fifteen member Brigade primary and special staff to coordinate and synchronize daily execution of mission essential tasks to ensure the Commander’s mission priorities are accomplished. Responsible for the planning and execution of the brigade’s maintenance and administrative programs, and readiness for organizational and installation equipment valued in excess of $1.6 billion. Develops and manages the brigade annual operating budget of over $24 million. Liaison with the 32d staff for training readiness and administrative responsibilities, III Corps staff, Ft Hood Senior Commander, as well as FORSCOM, HQDA, IMCOM/Garrison, project managers, and other external organizations. Manages a brigade staff for an organization of over 2,200 personnel.-Supervised multi-million dollar budgets exceeding $20M across Training, Logistics, Maintenance, and daily operations, effectively stewarding the annual budget to meet both forecasted and unexpected requirements without shortfall.-Senior supervisor for policy enforcement of property/facility management, to include the planning and transition of daily operations across all subordinate units into new facilities for headquarters and maintenance/support operations.-Managed current and future personnel requirements, while effectively providing critical personnel needs to subordinate units and communicating forecasted resourcing needs to higher headquarters to meet mission requirements.-Successfully transitioned logistical maintenance support operations and budgetary operations from one installation higher headquarters to another, while maintaining organizational readiness and ensuring timely budget execution.

Battalion Commander for 2-362d Field Artillery Battalion (Observer Controller Trainer, Plans, Exercises, Movement, and Control), providing training and deployment support for US Army deploying units to support Combatant Commanders world-wide, with adaptive and combat ready Soldiers within the Contemporary Operating Environment for full spectrum operations. Responsible for Mission Command training, discipline, morale, professional development and effectiveness of a command consisting of a battalion headquarters and four battery elements. Responsible for over 350 Soldiers and Families, an annual operating budget in excess of $5 million and associated equipment valued at over $10 million.-Built a remarkable team of teams for the Mission Command Training Program, and maintained effective relationships while excelling in enforcing systems to improve every aspect of unit readiness.-Through effective leadership, directed a staff and evaluation teams in exceptional planning, coordination, while executing a wide range of complex and resource intensive mission readiness training/evaluation events.-A professional mentor of peers and subordinates, emphasizing individual development, staff team efficiencies, and unit level execution of mission command.

The Army installation Command Inspector General of a fourteen member primary staff that supports a population of approximately 171, 000 active duty personnel, civilian employees, family members, and retirees. Serves as the primary advisor of the installation Commanding General to assess and report on matters related to mission accomplishment, efficiency, discipline, morale, and readiness. Investigates issues and inspects installation activities to ensure regulatory compliance, and provide oversight of corrective actions. Recommends special inspections to the CG through trend analysis and ensures management control requirements are achieved.-Executed oversight of an annual inspection program consisting of twelve compliance and four special inspections resulting in improved regulatory and compliance applications across the installation. -Formulated, implemented, and enforced policies with oversight to ensure the effectiveness of Inspection Systems, Compliance, and Complaints Programs, while managing a staff responsible for the annual oversight for the completion of 1,300 complaint cases.-Provided independent assessments of inspections and investigations to the Commanding General through trend analysis, recommending updates/changes to policy and enforcement of regulatory control requirements.-Developed positive professional relationships with commanders and agency supervisors during a period of tremendous growth and transformation of the installation, improving policy/compliance knowledge, and mitigating potential issues.