My territory covers everything west of the Mississippi and Illinois. We specialize in designing and implementing Talent Solutions for the Federal Government, its Prime Contractors, and other commercial entities.

A small HR consultancy providing firm real-world solutions for businesses' greatest variables, their people. Utilizing the power of six sigma methodology tied in with both Agile and Lean environments to create people processes that add business value to organizations.Specializing in start-ups, rapidly growing SMBs, and companies in the proof-of-concept phase which need to develop operational and technological talent solutions in order to meet their strategic business objectives.

Indian Eyes is a federal contractor that operates as an AEC and Fleet Management firm. While I was there I was in charge of the Human Resources Operations Division, which provided PEO, staff augmentation, and other HR related services to the federal government, it's prime contractors, and other commercial entities. Due to the rapid success of my division and the Fleet Management division, we surpassed most of the Small Business Administration size standards for contracts and that essentially forced us to close the Division down and continue with the contracts in-hand and let them expire focusing on the growing Fleet Management Division.

MBS was a small to mediums sized business transformational infrastructure consulting firm. We would give companies the infrastructural systems (operational and technology) for businesses to scale during rapid growth or right-sizing transformations. My job as the HR Consultant was to analyze, design, develop, implement, and train the internal staff on the HR transformations. This spans everything from Talent Acquisition, Development, Relations, and Separations to all of the HR Ops functions such as reporting, payroll, leave management, etc.

HSI is a travel company that when I was there went from approximately 35 employees to 250, the recession hit, the owner's sister took my job, etc. It was a fiasco, but we're cool now. In fact a year later I was offered to come back into my old job. I was originally hired as a Recruiter, promoted to Recruiting Manager, and then HR Manager. I had to design, develop, and implement scalable operational and talent management practices to allow for sustainable growth within the company.

The Marines are known for fanatical culture and this is where I first encountered what I consider "Culture Zealots", seriously you should see the haircuts we get cause we are 'Moto'. With three deployments, two in Iraq at peak combat times for General Jim Mattis, I've learned a lot about working under pressure, building a cohesive team, building cultural zealots, etc. As the Training NCOIC (quasi-manager) I spent a lot of time doing exactly those three things and teaching other Marines how to do such.