Completed the Secretary of Defense Executive Fellowship education program at the UVA Darden School of Business.

Oversaw protected SATCOM and Tactical communications efforts under the OPNAV N2N6N1 umbrella. - Facilitated efforts to work with Service partners to ensure USSF met the requirements of the other services with respect to SATCOM transport requirements. - Oversaw efforts for renewed HF communications efforts, leading Navy to be designated as the HF Lead Service for DoD. - Worked with PEO C4I program offices and programs to align budget strategies, priorities, and reporting to a level budgetary environment. - Developed the four supporting sections within the Branch to ensure delivery on needs and expectations while simultaneously facilitating team personnel growth and goal achievement. - Served as technical point of contact for support contract re-compete. - Led efforts for OPNAV N2N6N1 R3B and Joint Staff FCB and JCB for system CDD Update to facilitate Milestone C under a severly compressed timeline. - Served as a Technical Evaluation Board member for a support contract re-compete.

-Responsible for the planning and execution of carrier maintenance and modernization for the Nimitz class aircraft carriers.-Transitioned CVN 78 Gerald R. FORD aircraft carrier from new construction over to in service, to include preparing to support the new technologies incorporated in the FORD class.-Conducted financial analysis and return on investment for various modernization efforts to ensure cost efficient modernization with greatest return on investment to both the US Navy and US taxpayer.-Led efforts to drive milestone adherence for modernization efforts.-Reviewed milestone checkpoints and recommended updates to increase likelihood of on-time completion for carrier availabilities.-Oversaw efforts for digital shipbuilding transition, identifying several contractual challenges as well as long term opportunities for the Navy.-Served as Chair for the SSEB for two contract re-competes.

Co-led efforts leading to fielding and FRP decision for the JCREW effort, supporting Navy, Air Force, and various other government agencies and organizations. Facilitated two additional JUON requirements, resulting in greater capacity and capability for the US government.-Leading efforts for JCREW DRAKE in Counter small Unmanned Aerial Systems (C-sUAS) in support of Combatant Command (COCOM) urgent needs.-Managed efforts for shipboard testing, bringing known quantities and impacts to ships in defense of C-sUAS.-Took Fleet feedback and quickly turned that into development efforts to improve the system and its capabilities in the C-sUAS mission set.-Efforts resulted in JCREW DRAKE becoming the Navy's preferred interim solution for C-sUAS in all afloat environments. -Fielded over 500+ systems to over 192 ships, aircraft carriers, submarines and MSC vessels.

-Led the Readiness Engineering Team of four individuals while reporting directly to PM/DPM, responding to urgent Fleet needs and requirements and facilitating the fielding of emergent requirements in an expedited fashion.-By name selected to participate in troubleshooting ongoing Fleet CASREPs by SES and Flag leadership, resulting in rapid solution development via a methodical troubleshooting process.-Participated in cyber efforts, helping to craft the strategic vision and goals for the enterprise efforts to ensure known states aboard ships and develop cyber baselines against which ships can be measured.-Led efforts to bring emergent Fleet required capabilities to fruition in short order to fill urgent Fleet needs. Efforts include DDG-1000 connectivity, 4g LTE shipboard connectivity design, Reagan troubleshooting and root cause analysis, UARNOC analysis, ADNS pier connection, FVEY email solution, and US BICES SOTTC solution.

PMW-160 APM-E-Responsible for ensuring engineering processes are followed for products including ADNS, ISNS, CANES, Application Integration, as well as legacy networks.-Ensured engineering changes were vetted through PEO C4I for review and coordinated with the other PEO C4I engineering teams.

PEO C4I PMW-150 C2P APM-Led C2P, an ACAT II Program Of Record-Routinely worked with IWS (AEGIS combat system) and MDA (BMD missile defense) as vested stakeholders-Drove efforts for Technical Refresh of the C2P product for both hardware and software ensuring TDL network capability for the Fleet and combat systems.-Managed an annual budget of ~$40mil and a team of over 40 personnel

PEO C4I PMW-150 MTC2 DAPM-Led the international cooperative development efforts with our FVEYs partners (Australia, New Zealand, Canada, and the United Kingdom)

PEO C4I PMW-150 Interim G-TSCMIS APM-Successfully led G-TSCMIS through OT resulting in a successful fielding decision.-As a Joint program, dealt with multiple stakeholders to include the Services and COCOMs to ensure needs were met and issues appropriately resolved.-Continued the Rapid IT development model as an ACAT III program, driving and achieving a compressed acquisition framework, speeding capability to the users.

PEO C4I PMW-150 Maritime C2 Planning and Design Manager

-Conducted a financial review of the Data Center Rate Card after personally being requested by the Commanding Officer of SSC Pacific.-Assisted in the development and delivery the Departmental Review upon the personal request by the department SES.-Aided the Division Head with developing the Technical Authority plan for Single IT Technical Authority for SPAWAR and the Navy.-Conducted an LSS event on the I-SOVT process.

•Reported directly to the Chief Engineer of SPAWAR Systems Center Pacific, managing technical issues related to the Engineering Process Office (EPO).•Regularly assigned and assumed responsibilities of Acting Chief Engineer for SSC Pacific.•Independently evaluated and analyzed the financial support data for the Enterprise Software Licensing project for presentation to the Program Office Commanding Officer, receiving Flag level recognition and praise for contribution.•Developed and led the program for hiring interns across all the engineering departments for SSC Pacific.•Reviewed and approved Best Practices for use by SSC Pacific and subordinate competencies.•Participated in multiple Integrated Product Teams in support of SSC Pacific including Technical Warrant Holders, Technical Authority, and Strategic Objective 3.2.•Execute special projects directly for the CO and XO of SSC Pacific as requested.•Managed the local Configuration Control Board for 5.0.•Participated in scoping and defining the reorganization of the SPAWAR Enterprise-wide Engineering Department.

Founded and ran the NPS Sailing Association, a private non-profit, to provide sailing opportunities for DoD service members, their families, and the civilian staff at the Naval Postgraduate School and Defense Language Institute.•Sought out the requirements for forming an private organization to work in concert with the government.•Worked with NPS legal, Base Director, MWR head, and top school officials to ensure all requirements were met for forming a mutually beneficial relationship.•Directed the Board throughout the organization formation process.•Facilitated and drove the incorporation for the organization, acquisition of assets, creation of bylaws, and the vision for the organization.•Created relationships for the organization with the Naval Postgraduate School and NPS Foundation leading towards both near term and long term funding.•Fostered a relationship with the Monterey Peninsula Yacht Club to aid in developing sailors, providing a venue for getting more sailors on the water and trained, increasing racing opportunities, and creating a venue for second hand equipment to given to the organization to decrease organizational expenses.•Developed the organization from zero to approximately 30 members, 2 boats, and funding for sustained operations with a third boat donation imminent. •Aided in building an NPS racing team with a dedicated boat and crew.

•Calculated forecast revenue and margin for top management based on booked orders with analysis by product and customer.•Implemented and drove process for margin improvement with senior management. •Prepared comprehensive reports and analyses for external auditors during the due diligence process in preparation for the acquisition of Sieger Engineering to include forensic accounting to correct errors found within the system during the due diligence process, shortly after transitioning from operations to finance.•Developed Gross Profit report and provided analysis for product variance. •Provided margin analysis by product and customer for top management and sales, for use in corporate sales strategy.•Represented the finance department in the implementation of a new ERP system to include setup and data validation. •Ensured proper costing and reporting of inventory worth over 15 million dollars on a continuous basis. •Calculated and set the warranty reserve on a continuous basis.•Reconciled perpetual inventory to the GL on a monthly basis.•Ensured proper revenue recognition on a monthly basis.

•Directly responsible for Receiving, Inventory and Shipping Departments.•Improved inventory accuracy eight percent by dollar value to 99.9%.•Developed leaner system to deliver kits to assembly floor.•Fostered inter-departmental relationships enhancing the ability to meet customer’s requirements.•Trained and certified as one of three, company ISO Internal Auditors.•Established clear expectations and accountability.•Cross-trained personnel to increase department’s flexibility and coordination.

•Developed system for reducing the lead-time for customer assemblies with associated cost liability.•Analyzed and reported weekly to senior management, the financial and sales direction of the company.•Tracked and updated weekly and monthly supplier data.•Audited suppliers for compliance with customer requirements.•Ensured all company personnel were current with selected customer training requirements.

•Directly responsible for one shift of distribution of the San Jose plant.•Improved efficiencies by 15%.•Created financial model for most cost effective future manpower requirements.•Established clear expectations and accountability.•Created a new and comprehensive tracker for warehouse personnel efficiencies. •Established equipment maintenance program.•Created a training manual for new hires in distribution.

Assistant Schedules Officer•Responsible for planning and producing the daily scheduling of over 35 flight instructors and 60 student pilots.•Directly supervised three subordinate personnel.•Managed over $150K yearly jet fuel budget and the scheduling of twelve 20 million dollar SH-60B aircraft.•Developed systems to aid in weekly scheduling.•Developed and upgraded training materials for monitoring and improving pilot performance. •Assured currency of all squadron operations manuals. Successfully completed naval flight training (winged), earning military and commercial pilot licenses and instrument ratings for single engine airplane and helicopter.