Provided executive leadership and growth development for a family of companies. Focused on rapid growth and EBITA evaluations while maintaining P&L responsibilities. Performed additional duties of all C-Suite positions (CFO, COO, CMO, CIO), HR manager, and website designer. • Founded a unique family of companies to address multiple industries simultaneously to maximize growth: Design & Build Construction with a medical specialty, last mile logistics, alternative energy transportation & fueling, and consulting services within specialized medical private equity backed companies• Expanded national footprint from one county in 2020 to 15 states for multiple national companies with an average of seven additional states added each year• Specialized in risk reduction while performing due diligence, FP&A, and exposure analysis on each opportunity • Grew all five entities during the peak of COVID-19 with only $3,000 in start-up capital to an annual revenue of ~6MM within a 2-year period while managing all day-to-day operations. All EBITA hurdles were met or surpassed during this period • Developed internal SEO, marketing, and communication strategy for company website and social media platforms resulting in a 30% increase in new client relationships year over year • Created relationships with medical manufacturers to implement industry disrupting tactics with direct sales to our customers providing a 20% savings

Provided operations management to Amazon Logistics in their last mile delivery warehouse. Responsible for sortation management, safety, and associate development. • Responsible for employee training and performance metrics of 200+ warehouse associates each shift. Directly responsible for four junior managers who each specialized in a different portion of the sortation process • On a traditional sortation night (~70,000 units) consistently achieved a sortation error of less than 1%• Key contributing member to the station launch committee which required a rapid scaling plan to meet peak season demands (4 weeks from launch to holiday volume arriving). Furthered launch committee role by serving on the process improvement team to ensure station quality metrics were not sacrificed for growth• Rotating manager throughout the district to address key metric deficiencies serving in the SME role. Within each month of the rotation a minimum of 65% reduction in quality errors was achieved. Estimated savings per site from quality improvement is $350,000 annually • Responsible for supporting and enforcing all safety programs and OSHA compliance to ensure a safe work environment for all associates • Ensured all security and product loss prevention programs were actioned and strictly adhered to • Liaised with Amazon Delivery Service Partners (last mile delivery) to improve quality and timing of stowing and load out operations

• Cross-trained team to ensure pilots and technicians understood each other’s roles; effort increased communication between the teams, had a positive impact on moral, and decreased maintenance downtime by 50%; maintained the serviceability of 4 Shadow UAS systems, 10 pieces of support equipment, 12 transportation vehicles, an aircraft hangar, and maintenance bay• Coached and mentored 5 junior managers and 3 senior technicians; 2 promoted to the next rank during tenure• Validated Army UAS inventory records for 6,000+ pieces of equipment against legacy data for accuracy while liaising with contract service providers for UAS platform technological upgrades resulting in zero lost work days• Created operations management system that resulted in 40% fewer flight hour losses due to process deficiencies; developed a training management plan that raised Army UAS policy compliance (15 separate programs) from 20% to 100% in less than 5 months • Trained group of 100+ stakeholders and 14+ intelligence teams on utilization of UAS assets and their corresponding communication equipment resulting in a 60% reduction of incorrect support requests

• Managed the staffing of the Current Operations and Future Planning Centers; teams provided 24/7 intelligence for operations in the Pacific Theater; planned and coordinated with senior and subordinate organizations for intelligence collection, analyzation, and synchronization of products • Contributed to the U.S. Army’s Military Decision-Making Process providing analysis on enemy capabilities, trends, historical information, and current disposition in support of maneuver elements• Received, analyzed, and audited data based on legacy records from the Organizational Inspection Program that encompassed 15 programs and the Initial Command Inspection Program for 6 subordinate organizations of 700+ employees of the 25th Infantry Division• Spearheaded the organization’s public affairs and public outreach programs; directed the organization’s brand on all social media platforms that kept personnel updated on current organization events and maintaining historical continuity

• Organized and maintained the organization’s calendar and liaised with other U.S. Army organizations for all staff engagements, special projects, and events • Worked closely with the USAACE Director (2-star General) and U.S. Army Training and Doctrine Command to align missions, coordinate finances, and select contracts to support aviation operations• Received, analyzed, and audited data based on legacy records from the Organizational Inspection Program that encompassed 15 programs for 8 subordinate organizations of 10,000+ employees of USAACE