Provides executive level leadership, program management and training expertise to the Air Force for the implementation of the Defense Enterprise Accounting and Management System (DEAMS). Task Lead for Instructor Led Training (ILT) for DEAMS.

Developed curriculum, taught current and emerging warfighting capabilities across the range of military operations as well as military history, national security affairs, strategic planning, special operations and Central Europe regional and cultural studies.Developed curriculum, taught joint strategic leadership by applying the concepts, logic, and analytical frameworks employed in the process of leading large and complex organizations within the context of a changing strategic environment

As a College Department Chair (Colonel), provided executive level leadership for 26 senior officers and civilian PhD faculty in the execution of curriculum for Leadership and Warfighting core courses and related electives. Provided graduate-level education to 240 board chosen top senior executives and future leaders of foreign nations. Guided them to greater knowledge, critical thinking and mentoring skills. Built and defended a $160,000 budget. Principal advisor to senior staff.When I started, it was natural for me to assume those who worked for me were my "peers."​ After all, we were all full colonels. But, as always, I learned from those I led.Bottomline: I transformed the organization that could easily have become a caretaking group of "strangers"​ into a cohesive, highly effective and unstoppable team of employees who increased productivity, maximized ROI and made a difference.We may have all had the same rank and had some shared background. But, each one of those 26 executives who reported to me had a different style, different knowledge, different leadership techiniques. It was up to me to make this group more effective than the sum of its members.Here's how I did it. I gave them the support and resources they needed and created a no-nonsense but informal work environment. I also gave them clear direction, matched the right people to the right jobs, then got out of the way.Here were the results: we not only achieved all five of the main goals I set, we exceeded them. Both internal and external customers--demanding senior leadership and Board of Directors equivalents--told us how much we had improved the product. What pleased me more than that was how rewarded every internal constituency felt. In fact, morale soared to new heights.Everybody won. We delivered better products and saved money at no cost; saved $185K and cut production time in half and boosted quality.

Responsible to the President and Commander, Air University and the Commandant, Air War College for advice on special operations education for all levels of developmental education.

As CEO (Group Commander, Colonel), provided executive level leadership for 1,000 personnel (450 officers, 550 enlisted and 50 civilians) in the largest air logistics organization of its kind in the Air Force—sometimes in establishments hundreds of miles apart. Built and defended a $150 million budget and directly supervised two deputy commanders (VPs) and five squadron commanders (division managers). Managed administration and supervised C-17 aircrew operations and training. Provided combat-ready aircrews charged with the safe and effective operation of 50 C-17 aircraft to meet White House and DoD global requirements.Before I was sent to this job, for years experts had told me it took a decade to change a company's culture. The only problem was outside events had changed a lot about our industry. We couldn't continue the way we had for years because the environment was different, the customers'​ demands became more critical and were a lot faster paced. The first thing I did was remove the micromanagement that had hindered us for years. Other people call that building trust.I inspired my team members to perform as if they owned our organization. Innovation skyrocketed and productivity soared as a result. Efficiency up 40%; millions of dollars saved. Our method was adopted worldwide.I was persuaded that I actually changed the culture for the better when our Chairman of the Board (Equivalent) recognized me as the "Best of 12 CEO's."

As CEO (Squadron Commander), provided executive level leadership for 130 personnel performing high-risk operations worldwide. Administered a $600,000 budget. Served as reporting official for more than 25 executives holding VP or director equivalent positions. Responsible for the operation of 10 MC-130H aircraft worth $1.3 billion.

Advisor to the highest leadership on plans, policies, and programs touching on political and military affairs. Worked directly with senior levels of all the uniformed services, the Departments of State and Justice and the Congressional staff.

Command pilot with 4,000+ hours employing airpower worldwide as an evaluator pilot, instructor pilot and aircraft commander flying the C-17A, MC-130H, MC-130E, C-130E, T-37 and T-38 aircraft. Held numerous leadership positions as a flight commander throughout the period.