MISSION: Outdoor Association for True Heroes, Incorporated, or OATH, Inc., is a faith based Nonprofit Organization that utilizes various outdoors activities centered around Faith, Family, and Community to improve the quality of life of our eligible Veterans.

I currently serve as the Class Secretary for the West Point Class of 2002. In this capacity, I and the other Student Leadership Members plan and organize events such as class reunions, class projects and class donations/fundraisers.

Manage and develop the CMS organization (North Sea and Europe – Aberdeen; Middle East – Dubai; Asia Pacific – Singapore; Brazil; North and South America) to support “Double Revenue” strategy via optimizing financial performance and securing operational excellence, customer service, and commercial excellence.Optimize Financial Performance: Maximize revenue by ensuring that as many training transactions as possible are going to Falck training centers. Monitor revenue allocation, identify potential cost savings, and negotiate discounts with 3rd party vendors where possible. Secure that CMS as a cost center is running efficiently. Monitor 3rd party revenue to identify new potential course offerings and geographical expansion opportunities.Secure Operational Excellence: Drive operational improvements of processes, systems, and tools, including standardization and best practices. Establish collaboration, knowledge sharing, and team spirit. Secure organizational scalability through standardization, cross-training, and on-boarding program for new staff. Establish performance-driven culture focusing on KPI’s/SLA’s.Secure Customer Service: Continuous monitor and ensure that Service Level Agreements (SLA’s) are meet. Create a customer-centric organization that continuously delivers beyond client expectations.Secure Commercial Excellence: Participate in client meetings and contract negotiations with commercial colleagues to secure contracts and discussions are aligned with operational delivery capabilities. Secure organizational scalability to accommodate sudden client requests, new customers, and New Build requests. Secure that client needs are continuously monitored and if needs beyond contract scope arises, liaise with commercial colleagues to start up commercial discussions. Continuously liaise with commercial colleagues to identify additional potential business opportunities. Manage the implementation of new customer contracts.

To lead, manage and develop the Regional CMS Case Handling Teams (North Sea and Europe – Aberdeen; Middle East – Dubai; Asia Pacific – Singapore; Brazil; North and South America) via optimizing financial performance through standardized processes and procedures, and securing operational excellence, customer service, and commercial excellence.-Maximize revenue by ensuring that as many training transactions as possible are going to Flack Training Centers. -Promote CMS as a cost center and maximize its efficiencies.-Monitor 3rd party revenue to identify new potential course offerings and geographical expansion opportunities. -Drive operational improvements of processes, systems, and tools, including standardization and best practices.-Establish collaboration, knowledge sharing, and team spirit.-Secure organizational scalability through standardization, cross-training, and a new hire on-boarding program.-Lead and support a performance-driven culture focusing on KPI’s/SLA’s.-Ensure that Service Level Agreements (SLA’s) are maintained and objectives met.-Lead and manage regional teams in a customer-centric philosophy that continuously delivers beyond client expectations.-Travel globally, up to 50%, to maintain close relationships with customers and Regional Teams as needed to perform job duties.-Participate in client meetings to secure contracts and ensure discussions are aligned with operational delivery capabilities. -Manage regional team scalability to accommodate sudden client requests, new customers, and new build requests.-Ensure that the client’s needs are continuously monitored and if the request is beyond contract scope, liaise with Commercial colleagues to start up Commercial discussions.-Lead and manage the implementation of new customer contracts.

The Global Training and Competency Manager (GTCM) is responsible to ensure that the training and competency of the Vantage workforce meets the highest industry standards. The GTCM is responsible for the approved Vantage competency program.-Plan, devise, issue Training Matrix for Offshore and Onshore Personnel. Regularly review, update and obtain approval for the Company Training and Competence Matrix for Onshore and Offshore Personnel.-Manage the Vantage competency system and work with subject matter experts to maintain a competent offshore work force and all required certifications.-Manage the global training documentation system (SkillsXP) and work with the technical team to ensure smooth operation in all Vantage offices and offshore vessels.-Maintain all policies and procedures that fall under the Training and Competency areas.-Participate in all audits that require information related to Training and Competency.-Conduct base office and rig visits when required to update fleet on department goals and receive feedback on implemented programs and problem solve any issues raised.-Evaluate and audit training vendors to ensure they meet the expectations of Vantage.-Monitor the training progress of employees in the Company’s training programs for Onshore and Offshore Personnel. Monitor and Record Training compliance and Marine Manning compliance.-Manage Training Costs and provide cost effective training for company employees in line with the Company business objectives.-Provide data as and when required (e.g. annual budgets) in relation to budget administration.-Review established mechanisms and make recommendations so as to maintain/achieve effective communication, coordination of efforts, information flow, and learning within the People Department and across other Departments.-Maintain and update department succession plan.-Work to develop and implement shore based training and in house training for offshore and onshore employees.

As the Manager of the Global Training Center – North America Division, I managed the overall training function in this respective Global Training Center to ensure training needs were met in the development of competent personnel. I continuously improved the standard and cost effectiveness of said training, while managing the Global Training Center in line with the Company’s Vision and Core Values.-Manage the training center to support the Company’s business objectives-Provide cost effective training by delivering training courses at the Global Training Center-Maintain the Company’s On-the-Job training program in the respective area of responsibility-Develop, where necessary, division specific training to meet the needs of the respective operation-Thorough understanding and ability to enforce the Competency Management System with the ability to identify and action gaps in the system-Gather and evaluate the quality of Company and 3rd party training through the use of the course evaluation form and communicate the results/trends to the Global Training and Development Mgr.-Develop and issue training schedules for in-house training courses-Support the Company systems used to manage HR functions – GMS and GTMS-Approve the Company’s Training Certificates for Company approved in-house training-Ensure maximum possible attendance for each course-Report training compliance data as requested-Manage the financial operations of the Global Training Center-Prepare annual budget for the Global Training Center-Ensure prompt and proper recharges to Company cost centers-Provide a summary of listings, by cost center, of the course and other fees to be charged to the users of the training center, to the Company accounting department-Oversight of the budget including quarterly forecasting and monthly BUD/VAR analysis including input of financial information into GPS-Negotiate contracts with 3rd party Training Providers and review terms and condition at a minimum annually

As the Recruiting Manager of North America, I lead a Recruiting Team that consists of three full time office based Recruiters, two full time Rotating Recruiters, and one Administrative Assistant. Hand in hand with our Staffing Team, we focus solely on the Transocean rigs that operate within the Gulf of Mexico in an effort to keep these rigs staffed with highly qualified, highly competent, and highly safe employees.•Developed/Implemented a Packet Tracking System that allowed us to maximize our recruiting efforts per week. In some instances, Recruiters were seeing a 20%-40% increase in their weekly packet submissions.•Developed/Implemented a very worthy Armed Forces Veteran hiring effort that saw us hire more than 100 Veterans within a 6 month period.•Developed/Implemented a Training Score Tracking System that allowed us to accurately track the scores of our new employees as they completed our company training session. This allowed us to ensure that we were hiring for our offshore fleet the very best candidate in terms of safety awareness and overall risk analysis.•As a Recruiting Team, we completed more than 20 recruiting trips across the nation in order to attract, acquire and hire the very best that our country has to offer for our company.

In this capacity, I worked directly for the Division Managing Director of North America and the General Manager of North America conducting data collection, tracking and reporting for North America's offshore drilling rigs operating in the Gulf of Mexico and offshore Canada.• Completed, on a monthly basis, certain Operations tracking tools to include but not limited to the North America (NAM) Operations Report, the NAM Rig Scorecard, the NAM Subsea Improvement Plan, the NAM Fire and Gas Detection System Alert Plan, the NAM Wildly Important Goals Brief, the NAM Bonus Payout Brief, and the NAM Current Rig Operations Brief. • Hand selected by General Manager of North America to take part in two high visibility Top Set investigations in order to arrive at acceptable findings (Root Causes) and offer adequate SMART Actions to ensure accountability and completion.• Hand selected by the Division Managing Director of North America to oversee the Transocean Board of Director’s visit to the Henry Goodrich (HGR) shipyard project. In this capacity, I worked with various parties, to include the HGR leadership, the Transocean Project Teams, as well as several other coordinating and supporting elements to ensure that the visit was carried out in a fluid and seamless manner while keeping safety at the forefront.• Hand selected by the Division Managing Director of North America to oversee a Remotely Operated Vehicle (ROV) survey of the Deepwater Horizon (DWH) site. In this capacity, I worked with various parties, to include the United States Coast Guard, various vessel providers, and various legal entities to plan, organize and execute the survey in not only a timely, but also a safe and efficient manner.

As a member of Transocean's 18 month Accelerated Operations Management Program, I broadened both my experience and my knowledge base with respect to offshore drilling operations. During my training, I completed both classroom and hands on training in areas such as Subsea Operations, Drilling Operations, Maintenance Operations, and Dynamic Positioning/Marine Operations. Following the successful completion of this training program, I was better poised to serve as a Rig Manager on one of Transocean’s many offshore drilling rigs.• As a member of the Deepwater Horizon (DWH) Emergency Response Center (ERC) Team, I assisted in every way possible to ensure that all valid and necessary details and reports were not only collected, but reported in a professional manner to ensure their effectiveness for the company's leadership.• Worked with various parties, both Transocean and Vendors, to ensure that the Compensated Coiled Tubing Lift Frames (CCTLFs) for both the Discoverer Clear Leader (DCL) and the Discoverer Inspiration (DIN) were delivered within a specified budget and time frame.

As the ISO 9001 Coordinator for Mitsubishi Caterpillar Forklift America, Inc., I was responsible for updating and managing the Company's Quality Management System, which included the Quality Manual, Quality Procedures, Work Instructions, and Records & Documents in order to maintain nationally recognized organization standards according to the International Organization of Standards in Geneva, Switzerland. I worked hand in hand with Company Senior Leadership, to include Directors and Vice Presidents, to ensure our Company as a whole was more than prepared for our upcoming ISO 9001 International Organization of Standards Audit. As a result, our Company earned a first time passing rating in November 2009.

Managed 26 associates responsible for producing masts for all classes of lift trucks; ensured safety of all employees, while maintaining team oriented environment promoting production of highest quality products in a cost-effective manner; utilized state-of-the-art equipment/manufacturing policies/procedures; managed direct labor costs through personnel management; conducted process improvement activities and quality management; maintained ISO 9001/ISO 14001 standards; assisted Plant Manager in carrying out daily operations and specified/implied directives; trained Shift Supervisors in all aspects of line setup, extrusion, and employee management; completed production schedule as directed by Plant Manager; maintained production schedule and updated on daily basis; ensured masts were produced in accordance with standards set by Quality Control; maintained adequate supply of raw materials used in mast production; coordinated maintenance repairs between production and maintenance personnel; compiled and checked for accuracy all Production Reports. • Developed Mast Tracking System that allowed Manufacturing Team to determine status of specific masts according to Shop Order Number and Model Number. As a result, 99.9% of masts were tracked accurately within six months of system’s implementation, thus eliminating the rebuilding of masts via overtime hours.• Developed Accountability System in order to increase quality of products being manufactured. Applicable statistics showed that only one weldment out of roughly 120 required rework in order to meet Inspector’s standards, yielding a 99.2% success rate. First past yield from quality for my area in production year 2008 was 99.5%, exceeding Company expectations for the year. • Developed channel ordering/utilization system that allowed us to only order and utilize channel needed for immediate production. Result was 50% cut in costs associated with ordering and storage of excessive channel.

*** I graduated from The United States Military Academy at West Point with a Bachelor of Science in Systems Engineering in 2002. - While a cadet, I participated on the Army Varsity Football Team (1998-2000), my cadet Company’s Sandhurst Team (2000-2002), and my Company’s cross country and field hockey team (2000-2002). I also completed Air Assault School in 2000. - Immediately after graduation, I attended the Infantry Officer’s Basic Course from July 2002 – November 2002 in Fort Benning, GA. - I then attended Airborne School from January 2003 – February 2003 in Fort Benning, GA. - Following this, I reported to Fort Campbell, KY in February 2003 to July 2004 in order to assume my leadership role as a Rifle Company Platoon Leader with the 3rd Battlion, 502nd Infantry Regiment, 101st Airborne Division (AASLT). Completed one combat tour to Iraq. Awarded the Bronze Star. - Redeployed from Iraq on 16 December 2003 to attend U.S. Army Ranger School where I graduated #3 in my class of 145 in May 2004. I was the Honor Graduate for the Mountain Phase of Ranger School held in Dahlonega, GA.*** August 2004 - November 2004, assigned to the 75th Cavalry Regiment, 101st Airborne Division (AASLT) as a Scout Platoon Leader.*** November 2004 - July 2005, assigned to the 1st Battalion, 502nd Infantry Regiment, 101st Airborne Division (AASLT) as a Rifle Company Executive Officer and as a Rifle Company Commander in the absence of a Company Commander.*** August 2005 - August 2008: Assigned to 1/314th Infantry Battalion, 174th Infantry Brigade as Battalion Logistics Officer (S4), Battalion Billing Official, Team Chief, Observer/Controller-Trainer and Unit Movement Assistor. Completed one combat tour to Iraq. Awarded the Joint Service Commendation Medal.