Responsible for planning, leading and managing JFK Airport Mission Support Operations. Airport consisted of six separate terminals which handled approximately 60 airlines being serviced by 2100 Security Officers and 240 FSD Staff members. I was directly responsible for the following departments: Scheduling, Finance Support, Training Support, Logistics, Human Resources, Information Technology, Employee Relations, Safety, Plans and Exercises, Yearly Officer Evaluations and Model Work Place. I also developed and maintained metrics that measured performance and improved passenger processing rates and Officer productivity rates. I used these metrics to assist Managers and line Supervisors to better manage resources.

Assistant Federal Security Director for Screening for the North Complex. This complex consists of three separate terminals that operate approximately 20 airlines providing domestic and international service. The North Complex operates 24 hours processing approximately 30,000 passengers per day. I was responsible for daily screening operations for a workforce of 800 Officers and management staff. Established partnerships with airline management and local and federal law enforcement agencies through weekly meetings and planning sessions.I also was tasked with airport wide oversight of the Coordination Center and Playbook Operations which is responsible for daily evaluations of security risk assessments and counter measures. I was also in charge of Scheduling Operations. These three departments were responsible for operations for this 2400 Security Officer work force which process 100,000 passengers per day through 8 separate terminals. I designed and implemented a centralized Operations Center to manage these three separate groups under one umbrella which allowed for better operational and staffing efficiencies. We recently implemented a new payroll program ETAS. I was asked to incorporate the payroll and scheduling department into one group under my oversight. In addition I was responsible for airport wide standardization of progressive discipline. We have 40 Managers and each one has a different approach to discipline. I developed a process flow chart and a standard process checklist to refine the process. Trained Managers on new process and developed measuring matrices to monitor performance.

I served as the assistant to the AFSD for screening at this Airport that processes over 40,000 passengers and 40,000 bags per day. I was responsible for managing scheduling operations, progressive discipline process, safety program, equipment maintenance and inventory program. I was responsible for managing an 18 Security Manager team with daily airport administrative and operational demands. Attend and conducted employee and stakeholder meetings. I was assigned to deploy the new Advanced Imaging Technology program (AIT). I coordinated the installation of 10 machines to 5 concourses. I trained a 10 member deployment team to become subject matter experts to assist me with a transitional OJT program for 900 Officers. This allowed us to train sufficient staff to operate while following individual AIT installations at each concourse. Responsible supervising the Logistics Department and Hazardous Material handling. Certified in Hazardous Material handling/storing and shipping.

Recruited by MIA FSD to take over scheduling operations that had the following critical problems: Over staffed by 200+ officers; overtime over 10%; excessive absenteeism; passenger wait times over one hour; and low airport ranking . To resolve these pressing issues, I developed a plan to better manage the floor operations by creating a Screening Operations Center (SOC) that had three basic components: 1) 24-hour call center; 2) Wait-Time matrix; and 3) Screening Response Team (SRT). SOC produced the following key results: passenger waiting time reduced to less than 10 minutes; overtime less than 4%; call outs cut by 1/3.As a direct result of these improvements MIA was awarded Airport of the Year (2008).

In 2002 I was a member of a seven executive team that federalized this airport. In 2004 assisted in the planning and implementation of the Summer Operational Plan for LAX that required facilitating strategic and tactical planning with critical stakeholders (e.g., Los Angeles World airports, LAPD, airline management and other DHS agencies). As a result of the Plan, in comparison from the previous year, LAX operations managed the increased passenger traffic (by almost 1 million) with 200 less officers and with 70% less overtime. Successfully handled the unique airport challenges (i.e., eight separate terminals with no technology to connect each and with over 2500 Security Officers) by introducing and implementing new administrative programs that included; Assigning administrative assistants at each terminal to assist the management teams with processing time, labor, scheduling, incident reporting, and discipline; Creating and overseeing benchmark-training programs for administrative staff. I acted as Deputy Assistant Federal Security Director for 14 months. I successfully managed a 40-manager team that serviced 2500 screener personnel and 8 terminals that processed about 110,000 passengers on a daily basis. My responsibilities involved oversight of administrative functions for the screening department including scheduling operations and the standardization of the progressive disciplinary process.