Lawrence Livermore National Laboratory (LLNL) develops and applies world- class science and technology to ensure the safety, security, and reliability of the nation’s nuclear deterrent.Responsible for meeting line and programmatic objectives including product development and realization of 5 nuclear weapon components with an annual budget of $13 million. Interface, negotiate, and coordinate with senior management at the National Nuclear Security Administration (NNSA), its manufacturing sites, and national laboratories.▪ Lead a team of 11 direct reports and a cross-functional team of 20 engineers, technicians and project managers.▪ Hand-picked to be the co-lead for LLNL's Electrodynamics Program (EDP) overseeing 15 engineers and scientists. The EDP oversees the creation of handling plans, procedures, and responses to mitigate or prevent electrostatic discharge.▪ Developed six engineers to be better leaders of their product realization teams (PRTs) and helped them focus more on their self-development. This resulted in a high-performance team with an attrition rate of 5% for the current year vs. 12% for LLNL. The attrition rate for the previous year was 0%.▪ Strengthen partnerships with other NNSA sites by fostering an open environment where communication, teamwork, and cooperation can take place. ▪ Negotiated schedule, scope rightsizing, and requirements with the other NNSA sites to ensure the 5 components remain on schedule to new product introduction

Project Manager leading four product realization teams with 20 engineers and an annual budget of $17 million. ▪ Led schedule negotiations between management teams at two national laboratories and three manufacturing sites to get 3 critical components back on schedule. This resulted in a multi-site agreement allowing these components to get back on schedule to reach first production unit (FPU) on January 2025.▪ Led a second round of negotiations between NNSA, its manufacturing sites, and LLNL. This resulted in an agreement to provide appropriate pedigree of components while regaining schedule to meet FPU. The agreement supports a system’s life extension program valued at $11 billion.▪ Influenced program management at NNSA’s main manufacturing site to arrest schedule slippage and hold to the agreed dates.▪ Guided PRT leads ensuring component requirements are met by manufacturing sites while keeping a balance between requirements and manufacturing capabilities allowing the product realization process to move forward.▪ Briefed senior management at NNSA, its national laboratories and manufacturing sites on technical challenges and proposed solutions affecting a critical component. This resulted in a cross- site team to coordinate testing, data analysis, and plan risk mitigation strategies.

Honeywell manages a $900 million operation supporting the U.S. Department of Energy’s (DOE) mission to deliver safe and reliable products for national nuclear security programs. Managed product realization projects of nuclear weapon components with a team of 8 engineers and 1 technician covering engineering, quality engineering, purchase engineering, simulations. The project was valued at $40 million over its design and production phase.▪ Briefed DOE, national laboratories, and Honeywell executive leaders quarterly in formal presentations covering technical challenges, project status, funding, and vendor capabilities▪ Managed project budget, execution, and schedule using Earn Value Management (EVM) ensuring timely delivery of non-nuclear weapon components, and are on-track to meet delivery of First Production Unit.

Handpicked to manage five projects valued at $104 million, while leading a cross-functional team of 15 engineers, technicians, and administrative support staff.▪ Realigned priorities due to $1.5M budget cutback (out of $8M annual budget) by performing financial analysis and forecasting. Coordinated efforts with technical leads while managing risks allowing projects to remain on schedule.

Hand-picked to lead two product realization teams supporting nuclear weapon components that were behind schedule and valued at $42 million. Led a cross-functional team of 14 engineers and technicians.▪ Brought the projects back on schedule within two months of assuming leadership and prevented the loss of account valued by $500,000 by readjusting production schedules, and fostered relationships with stakeholders.▪ Led continuous improvement efforts which decreased inspection time by 66% and cost by $1870 per part (15% decrease). This saved over $2.5 million in production costs for the next ten years.

Manufacturing Process Lead for two project teams directly supporting three nuclear weapon programs valued at $12 million.▪ Managed and provided responsive leadership to projects formerly operated by three different process leads within 3 weeks of hire, preventing potential loss of accounts valued at $5 million in testing from customers at Sandia National Laboratories.▪ Initiated a quantitative analysis study uncovering weaknesses in testing methodology. The results led to procedural changes that saved over $4 million over the lifetime of the components.

Advised the Director for Oceanography at Commander Sixth Fleet on how our adversaries were using the deep ocean environment to conduct operations. Requested by the Director to come to Europe on a 5-month deployment to support Navy operations during a period of elevated tensions and operations in the region.▪Developed a thorough understanding of the oceans surrounding Europe which led to providing a strategic plan to deter and counter any aggression by our adversaries.▪ Used critical thinking to conduct a 10-month long applied research project that revealed how our adversaries were able to be a few steps ahead during operations at sea. The data-driven research led to strategic recommendations that were included in the US Navy’s planning documents.▪ Fused technical intelligence and newly acquired knowledge of the seas around Europe to write the US Navy’s oceanography response plan in event of a crisis.

Advised Director of the US Navy’s Reserve Oceanography Program composed of ten units in the U.S. with 200 personnel, and $15 million in assets. Advised on operations, change management, and human capital management during the program’s merger with three much larger reserve programs to form the Navy’s Information Dominance Corps.▪ Formulated analytical study underpinning change management recommendations shifting 18% of $3.5 million operational budget from lower priority tasks to mission critical areas addressing threats to information and intelligence gathering.▪ Provided talent management recommendations supporting internal transformation and realignment affecting 20% of oceanography personnel resulting in consolidation of two units, savings of $60,000 per year, and improved flexibility.▪ Created the baseline plan for staffing, training, and personnel rotation out to 4 years for new 142-personnel unit.

Managed the recruiting operations of the third largest navy recruiting district (out of 26) with 252 personnel and $32.5 million in resources. Led strategic planning, operations, and talent acquisitions with 14 direct reporting managers, and 57 satellite offices across Northern Texas and Oklahoma resulting in the recruitment of 1,850 personnel for enlistment and commissioning programs per year. ▪ Improved data validity and collection to improve talent acquisition plan resulting in meeting or exceeding 100% of assigned quotas in 7 of 7 areas.▪ Reengineered strategy for recruiting medical students and professionals resulting in 200% increase in leads.▪ Nurtured relationships with executive leadership at engineering, and medical schools resulting in 35% more presentations given on campuses.

Directed day-to-day activities for the satellite recruiting office in Lubbock, Texas and responsible for 5 personnel and $800,000 in equipment and resources. Responsible for recruiting physicians, as well as engineering and medical students across all of northern Texas. ▪ Performed detailed market and profit & loss analysis of medical programs, leading to the planning and execution of new marketing and recruiting strategies resulting in:- Achieving 139% of active medical quota and achieving 142% of the reserve medical quota for 2008- Exceeded 100% of assigned recruiting quota for fiscal year 2008.▪ Implemented a technical preparation program that coached all of our nuclear engineering applicants for technical and chief executive officer interviews with a 96% passing rate. Thus, the unit achieved 123% of quota for 2008 & 2010.

Promoted to Officer in Charge a few months after arriving at the detachment though was not senior enough to assume command. Managed a reserve oceanography detachment supporting active-duty navy units throughout the U.S., with 16 direct reports (1 supervisor and 15 sailors) and $1.4M in budget, equipment, and resources.▪ Managing a budget of $100K, promoted opportunities for training, education, and advancement during a high operational tempo while supporting Hurricane Katrina recovery operations. This resulted in:- Improved accuracy of our forecast from 67% to 92%. The average accuracy for forecasting was 71%- Maintained a 95% unit readiness to deploy. The average across all navy units was 75%.

Led a team of eight direct reports (one supervisor and seven sailors) while stationed in Sasebo, Japan. Provided oceanographic support to the combined US-Korean naval staff based in Chinhae, South Korea. Also provided oceanographic support to US forces stationed in Sasebo, Japan.▪ Analyzed environmental data and provided data-driven recommendations to the commander of all US naval forces in Japan with courses of action to protect the seven US Navy ships based in Sasebo and US Navy installations against incoming typhoons. These forecasts helped save $240,000 (48% of $500,000 annual budget) in typhoon preparation costs that were not required.▪Collaborated with South Korean Navy Officers on providing environmental and technical assessments on impacts to joint US-South Korean operations.

Deployed to the Persian Gulf onboard the cruiser USS Shiloh (CG-67). Analyzed environmental data and evaluated its impacts on planning and execution of missions in support of Operation Enduring Freedom and enforcement of the United Nations oil embargo on Iraq. Led a cross-functional team of seven sailors and had one direct report. ▪ Analyzed environmental and oceanographic data to provide weather and ocean condition forecasts and summarized their impact on sensors, operations, and weapon systems to ships of the task force.▪ Turned around the USS Shiloh's safety program in four weeks, passing a stringent inspection prior to deployment. The Safety Program passed with the highest grade of the entire inspection: a 93%. We had zero accidents during deployment.

Leading a team of one senior enlisted (supervisor) and seven sailors formulated and implemented rerouting plans of US Navy, US Coast Guard and allied ships around hurricanes and storms in the Eastern Pacific Ocean helping them arrive at their next port on schedule or with little delay. ▪ Analyzed environmental and oceanographic data to provide weather and oceanic condition forecasts to US Navy and allied ships operating in the Eastern Pacific.▪ Briefed senior US Navy officers via daily reporting and during events of high risk to ships at sea.