Manages the administrative, human resources, information technology, security, and procurement sections, ensuring all functions are responsive to providing Federal grant assistance under 10 USC § 2391 enabling communities, states, and territories to plan and carry out local civilian responses to workforce, business and community needs arising from Defense actions. • Led planning/execution to grow the agency by 25% in response to a trend in annual appropriations >650% (on average over last 5-years) above our President’s Budget request which expanded programs supporting climate resilience, noise mitigation, defense manufacturing, and infrastructure. • Reduced average time-to-hire by more than 20-days and average vacancy rate by 10% while simultaneously growing the organization by 25% by pursuing alternative hiring authorities.• Led annual internal requirements review board process for all service contracts averaging 10 ($6.5M); assessed risks and set priorities to ensure no disruption in the services needed to carry out 9 business lines providing $1.8B+ in assistance (270+ average active grants) to communities in 32 states/territories.• Led quarterly enterprise change control board digesting needs of requirements owners, then prioritizing processes and innovation efforts impacting an average 50+ workflow actions intended to enhance internal execution and/or integrate modern technology (DocuSign, PowerBI, etc.).• Marshalled internal technology assets and integrated external resources to support Congressionally directed competitive infrastructure and manufacturing programs—revising workflows and creating dashboards—decreasing proposal ingest time from 5-days for 101 proposals (2022) to 1-day for 125 (2023) to 3-hours for 145 (2024). • Promoted unity of effort ensuring grant compliance per 2 CFR 200, adherence to the OMB M-23-07 Federal paperless initiative, and high Command Cyber Readiness Inspection scores.

Interim Deputy Director for Programs (Jun 2017- May 2019) & Army Military Assistant (Jun 2015 - May 2019) of a DoD Field Activity that-in conjunction with other Federal agencies-assists state and local governments plan/execute strategies in response to base realignments/closures; military mission growth; DoD personnel reductions; defense industry changes; and compatible use. As Deputy Director for Programs, directs Federal grant programs (100+ projects annually), with an average annual budget of $63M and a separate infrastructure investment budget of $1.45B. As Military Assistant, advises on core business activities in order to lessen the political cost, to include relations with Congress, of any DoD effort that effects states/communities impacted by Defense activities or program changes.• Directed resources, $22M, which enabled >70 local governments to prevent/address encroachment impairing the operational utility of military installations. Example: A $200K land use study is being leveraged by the City of Hampton and Commonwealth of Virginia to invest $8M for acquiring properties located in the accident potential zone of Langley Air Force Base.• Directed resources, $51M, for >50 local efforts to strengthen the economic and cyber resiliency of supply chains. Example: A $2.7M investment enabled the building of a composite materials skills-based workforce to support Utah’s Hill Air Force Base Air Logistics Center and next generation aircraft.• Directed resources, >$1B, to address—through construction grants—capacity and condition concerns of 33 public schools located on 20 military installations improving service member retention and the quality of life for more than 11,000 military-connected children.• Managed data migration efforts from an antiquated Lotus-based to a Commercial Cloud-based system and reduced the average processing time for grant application receipt-to-award from 46 to 15 days.

Served as a Program Director within the Army G8 Force Development Directorate (“Resource Department”), Headquarters U.S. Army, responsible for managing a $3.2B equipment program investment strategy across the 5-year Future Year Defense Program period and a 30-year investment analysis to meet current, emerging, and future Army-wide engineer (combat, construction, topographic, divers, and fire fighters) capability requirements. • Completed a decade long modernizing effort for the Army’s construction equipment fleet; finalized the development of a plan to refurbish all engineer equipment returning from 2 theaters of war, and better synchronized combat vehicles with enabler systems to facilitate a 2-year accelerated activation of engineer units Army-wide as well as increased equipping requirements in Korea and Europe. • Identified decision points for a modernization strategy better suited for meeting the full range of engineer operations. Example: Shifted funds from expeditionary airfield construction assets to bridging assets in order to keep pace with the increasing weight of the M1A2 tank. • Argued for and secured $350M to fund a strategic defense munitions program needed to defend the Republic of Korea after a decision was made to reduce the strength of US forces on the peninsula.• Developed policy to rely on the private industry’s ability to provide urgent solutions using commercial off the shelf products (examples: tool kits/sets and boats/motors) and assumed acceptable risk in the construction fleet by applying a service life extension program—extending economic useful life by 10 years—before procuring new again in order to shift funding to higher priority requirements.• Selected above 2 peers to serve as the Interim Directorate Chief responsible for leading 3 Program Directors managing the portfolios for engineering; explosive ordnance disposal and military police; and nuclear, biological and chemical.

Leader of a 650-personnel organization with 6 companies and an annual budget of $1.1M. Responsible for implementing policy, high risk decision making, and developing a long term vision for the organization. Guided all aspects of operations, training, administration, resource management, equipment maintenance, medical, retention, and military justice. • Managed multiple challenging projects simultaneously. Examples: Reintegrated deployed units in conjunction with establishing new facilities; reorganized a combat unit into a construction unit in conjunction with assuming the Army’s quick reaction Global Response Force mission; planned training for 6 companies on 5 different deployment timelines.• Acquired $500K to develop/execute realistic home-based training for 2 units deploying to war after sequestration resulted in cancelling an externally sourced certification event at the Army’s National Training Center.• Instituted an internal assistance program to improve subordinate unit administrative systems. Increased the organization’s inspection score by 64 points. Reclaimed >$6.5M from an internal campaign on excess property; and obtained $325K in equipment shortages when only $60K was originally allocated due to being postured to act when other units failed to submit their own unfunded requests. • Increased deployable strength by 6%; increased fitness test scores by an average of 30 points; and maintained an equipment operational readiness rate of 90%.• Combined a formal reading program with innovative field trips for senior leader growth. Developed an internal junior leader development course to compliment the Army’s existing course—recognized by rater for the “…most complete leader development program I’ve seen in my 20 plus years of service.”• Awarded the Association of the United States Army Sixth Region Distinguished Unit Commendation and the Society of American Military Engineers Seattle Merit Award for expeditionary engineering work and community service.

Leader in a 4500-personnel organization with 37 modular companies located at 3 installations within the continental United States as well as deployed overseas in combat operations. Served as the second in command providing the brigade commander with advice and assistance in decision making and ensuring the execution of intent. Responsible for synchronizing the staff to achieve the commander’s vision. Provided direct leadership and guidance for a 131-personnel headquarters unit. Directly supervised the legal, safety, family readiness support advisor, and chaplain sections. • Developed an innovative “Care Team” concept to safeguard the health and welfare of at risk Soldiers (“employees”) that was subsequently promoted by the Joint Base Lewis-McChord Community Health Promotion Council and resulted in the concept being adopted by other like-sized organizations located across the installation with a population >45K. • In addition to the assigned subordinate units, developed trusting relationships with multiple non-organic units where temporary oversight authority was authorized due to their parent unit being deployed to combat.• Managed the organization’s senior talent pool involving 124 positions to facilitate missions at 3 separate installations.• Competitively selected for the Center for Creative Leadership - Leadership Development Program.

Leader in a 3500-Soldier/Airman joint engineer task force, with an annual budget of $6.5M, deployed to Iraq while retaining authority for 4 organic units located in the continental United States. Served as the commander’s principal assistant for directing, coordinating, supervising, and training the staff. Freed the commander from routine details of staff operations. Responsible for managing all tasks assigned to the staff; synchronizing staff efforts to maximize effectiveness/efficiency; and ensured staff work conformed to the commander’s guidance and time available. Ensured the staff was able to plan, integrate, and direct the execution of operations including route clearance, design and construction, military bridging, diving, and topographic operations throughout the entire country of Iraq. • Selected for this position—initially above rank and pay grade—based on my senior rater’s assessment of my potential. • Supported 165 projects involving base construction/expansion or deconstruction which enabled US forces to reduce its Iraq-wide footprint from 505 locations to 92 bases during the transition from combat to stability operations.• Provided oversight of a $1.5M contract to provide repair parts for construction equipment and a $1.2M support services contract to manage the acquisition and distribution of construction materials.• Provided oversight for the planning/execution of the critical path involving removal, repositioning, or retrograde of 22 military emplaced bridges needed to either support the recovering Iraqi infrastructure or facilitate the reduction of US force strength in the country.• Provided oversight of efforts to reduce the organization’s operating budget by $3.6M to include consolidating or cancelling $1.2M in contracted support while also reducing deployed in country strength by >2000 personnel.

Leader in a 750-personnel organization with 6 modular companies and an annual budget of $1M. As the Operations Officer, was responsible for advising the commander on all matters concerning operations, plans, training, and modernization. In addition, was responsible for resource allocation, execution orders, and status tracking. As the Executive Officer, was responsible for establishing, directing, and enforcing staff operating procedures to include all aspects of operations, human resources, security and intelligence gathering, logistics, maintenance, communications, medical, legal, and spiritual. • Managed the planning and execution for 10 iterations of individual-level training on behalf of all units located at Fort Hood (~30K Soldiers) in order to prepare >1600 soldiers to deploy and serve as individual augmentees in Iraq and Afghanistan. • Re-established the processes necessary to physically account for property and instill fiscal responsibility after several years of increased war-time Defense spending was reduced.• Enforced deliberate procedures to maintain >300 pieces of engineering equipment at an average operational readiness rate above 90%.• Synchronized the operational and logistical efforts required to manage requirements associated with reconstituting two subordinate organizations returning from combat operations.• Developed separate but complimentary soldier and leader certification programs. • Personally awarded the Army Engineer Association Bronze de Fleury Medal for contributions to the Engineer Regiment in the areas of expeditionary engineering and leader development. • Selected above 3 peers to serve as the Brigade Executive Officer, a position above grade/rank and time in service.

Leader in a 1500-personnel organization—to include the allied nations of South Korea and Poland—performing route clearance, construction, and military bridging operations throughout the country Afghanistan. Also served as the Operations Officer for the U.S. National Command Element—to include the allied nations of Great Britain and Romania—providing support to U.S. forces operating underneath the coalition command structures of Great Brittan and Italy. • Managed the operations center that tasked and tracked all coalition engineer operations across the country of Afghanistan. • Provided oversight of efforts to reinforce remote combat outposts in eastern Afghanistan which resulted in the retention of key terrain along the border with Pakistan, for the first time in 5 years, during periods of extreme winter weather.• Formed an ad hoc team that facilitated the coordination necessary to transfer management of Kandahar Airfield, a strategic asset, from U.S. to NATO control after the scheduled transfer was delayed by one year.• Provided oversight of logistical support for 2 Provincial Reconstruction Teams in southern and western Afghanistan with the mission to coordinate and fund local projects that enhanced the legitimacy of the central government.• Personally awarded the Polish Army Bronze Medal, authorized by the Minister of National Defense, for assistance provided during the reception and integration of the first Polish contingent supporting operations in eastern Afghanistan.

Served as the Aide de Camp to the Commander, 3rd U.S. Army/Army Central Command (ARCENT). Based out of Kuwait, duties included extensive travel from the Horn of Africa throughout the Middle East and into Central Asia in order to assure access, build allied partner capacity, and develop relationships; while simultaneously providing flexible options and setting the conditions for improved regional security and stability.