• Directed complex intelligence operations within the Defense Threat Reduction Agency (DTRA) as Senior Intelligence Officer, with responsibility for an annual operating budget of $182M and more than 700 service members and civilian contractors across five global divisions• Led DTRA’s intelligence enterprise through the Department of Defense’s (DOD) comprehensive budget review process by synchronizing data for four DOD-level working groups and leading a summit of intelligence community entities, resulting in a preservation of $500M in funding for critical counter-Weapons of Mass Destruction (c-WMD) work worldwide• Selected by the Joint Chiefs of Staff to an executive-level role overseeing the integration of DTRA’s legacy intelligence support components, reorganizing the department into a matrix-based organization to promote collaboration, and implementing a 24/7 intelligence watch function to align operations with sister organizations within DTRA’s $2B annual operating budget• Oversaw implementation of COVID mitigation measures without jeopardizing classified work and secured facility protocols, and ensured completion of 75 discrete actions and 25 unique projects during the pandemic that facilitated national security objectives• Selected to the Board of Directors of a military intelligence leadership program providing coaching and mentorship to more than 600 mid-career and senior Army Reserve intelligence officers (personally mentored 16 individuals and prepared them for Army senior leadership responsibilities• Crafted the new department’s mission, vision, and values to establish a common mindset and focus on mission objectives, while developing and institutionalizing a first-ever professional development program oriented on improving core competencies and technical proficiencies among personnel

• Directed all operations of a 500-soldier specialized military intelligence unit providing direct support to U.S. Central Command, including oversight of eleven direct reports nationwide and an operating budget of $2.5M, satisfying 100% of high-level command’s requirements at height of operations in the Middle East and SW Asia• Implemented monthly reporting requirements and established an emphasis on individual and team readiness, resulting in the unit ranking first of nine in readiness metrics; subsequently taught methods as best practices to eight other unit leaders at the 7,500-soldier command’s annual leadership off-site, increasing unit strength by 12%• Chosen to lead a team of six direct reports and a 115-soldier specialized unit in the planning and execution of staff leadership and team training, with responsibility for providing coaching, teaching, and mentoring to mid-level and senior Army leaders to effectively fulfill mission and leadership responsibilities• Negotiated with private partner to mitigate a $245k funding shortfall for an exercise facing cancellation due to reprioritized budgets, saving the exercise and realizing a 17% cost saving over the previous year ,thus preventing loss of committed soldier time and effort while also benefitting the partner with necessary training• Initiated, planned, and implemented Joint Civil Information Management (JCIM) in the Horn of Africa, solving a critical knowledge management (KM) shortfall that deployed necessary hardware and software ahead of schedule, resulting in the successful execution of $4M in humanitarian projects that achieved all U.S. objectives and established a first-ever enduring KM structure

• Serve as territory manager for the Charlotte, NC, area, with responsibility for promoting and selling a portfolio of virology and endocrinology drugs to specialists and primary care physicians• Achieved 113% of goal in 2016 with Ob/Gyn customers, including volume growth of 23.68% 6-month over 6-month compared to national average of 4.77%• Led a patient-facing educational program that brought the national customer account team into the territory for the first time while developing an exclusive relationship with a regional specialty pharmacy, producing unique access and placement as a valued partner in the Charlotte area (102% of quota in first year)• Conducted a franchise cultural advisory panel for the national virology group (200+ sales reps and leadership) that facilitated quota attainment for the year, with responsibility for leading training in agility in sales, and in improving morale and motivation within organizations and teams • Selected by National Sales Director to provide monthly coaching to the national virology group on the effective use of market data in the development and customization of customer interactions, and in the incorporation of new promotional resources into sales strategy• Led Virology peers through a district manager vacancy shortly after onboarding by providing focus and guidance toward quota attainment, and assisted Endocrinology peers in customizing best practices for their territories, including strategic planning and tactical execution

• Led a team of 15 territory managers in sale of cardiovascular care products to cardiologists and primary care physicians across North and South Carolina, with responsibility for driving $ 19M in sales through coaching, mentorship, and development of strategic sales and communication plans within the district • Assumed temporary responsibility for an underperforming team during a management vacancy and led it to exceeding quota expectations by 5% within first quarter of leadership through implementation of a focused field travel and team meeting plan for the territory • Guided the district to number one in the nation for quota accomplishment by developing a year-long plan to mitigate negative share growth due to a managed care threat to a primary product, and through creation of a comprehensive sales strategy including key performance metrics for success • Coached top sales representative in the district to national top 7% finish, and improved district to a top 25% finish nationally after being in bottom quarter the previous year• Developed two initiatives with the dominant healthcare systems in Charlotte through effective advocacy building with the marketing team, providing access to marketing resources not available in other districts