• Provided AFMRA executive level consultation, oversight, guidance, monitoring, and collaboration in the development and implementation of various leadership dashboards to improve provider utilization within AFMRA operational environments that ultimately resolved critical operational medical health support issues for Air Force commanders and other Air Force military leadership. • Ensured the team produced superior, high-visibility COVID-related dashboards, generating new and updated products in highly accelerated timeframes and with ever-changing data sources and themes. Ensured the team’s Personal Protective Equipment (PPE) dashboard, still in use at the DoD level, is the flagship of the Analytics and Assessments COVID-19 portfolio. • Ensured the team successfully met 100% of the contract deliverables, developing other analytical tools which impacted decision-making at the Air Force Medical System level and above.• Ensured individual project leads provided project schedules and updates. Provided the COR with a comprehensive monthly project tracker for visibility, and provided ad hoc updates as requested. Personnel vacancies were filled in a timely manner with exceptional candidates throughout the pandemic.• Consistently and successfully delivered projects ahead of scheduled timelines, providing quality products and behind-the-scenes refinements that promoted rapid updates and easy maintenance. During the initial push for COVID-19 dashboards and analysis, responded with rapid-fire results, short-notice refinements and revisions, and unparalleled response to new requirements by the government.

• Provided BUMED executive level consultation, program evaluation and decision support modeling with a focus to identify and minimize mismatches in program management, executive administrative services, coordination and communication, data and analysis approaches with regards to optimization and transformation. • Provided Navy medicine leadership with extensive support in assisting to redesign the BUMED Headquarters, (both at echelon II and echelon III), by leading senior staff through Course Of Action development process decision making using the JOPES model. • Provided consultation, assistance and documentation in preparing BUMED principle senior leadership preparation for weekly optimization governing bodies. In addition, provided pre and post-optimization governing body assistance for meeting summaries and briefings. • Supported socialization of National Defense Authorization Acts (NDAA), analysis and evaluations as required by the Navy Bureau of Medicine Executive Director. • Supported delivery of analytical, evaluative, developmental and advisory work directed toward improving organizational structures within the military healthcare delivery system. • Provided leadership and consulting services to senior-level leadership to ensure alignment with enterprise strategic goals and activities related to the transition of the Navy Medicine under Defense Health Agency management.

• Provided operational oversight of the J3 Business Office, including Operations Management, Personnel Management, Contracts Management, Logistics Management, Task Management, Manpower Management, and Information and Resource Management functions.• Supervised and provided leadership for 3 government civilian employees and 5 government contractors. • Managed an overall budget of $523 million and a $253 million budget in contracts..• Reduced spending by $48 million in contracts which permitted the Director of DHA to prioritize and execute unfunded projects. • Launched 13 Standard Operating Procedures that vastly improved the business support operations to over 1,800 employees.

• Oversaw the central integration, coordination, and synchronization of operational support functions across 7 Divisions of the Healthcare Operations Directorate: Clinical Support, Pharmacy, Warrior Care, Defense Center of Excellence, Medical Logistics, Department of Defense Medical Evaluation Review Board, and Public Health.• Managed a $64 million operational budget. • Served as the focal point within the DHA, for Joint Staff, Office of Secretary of Defense and Service synchronization, coordination, implementation, and communication in support of the DHA Director’s priorities related to its Combat Support Agency roles and responsibilities. • Conducted strategic and operational analyses applying Medical Military Health System subject matter expertise in support of Combatant Command plans and policies. • Conducted analyses using the Joint Capabilities Integration Development System to support the identification, analysis, recommendations, and delivery of defense and joint medical capabilities. • Led a 27-person team comprised of joint military, senior Government Service civilians, and contractors.

Serve as the Director of the OTSG/MEDCOM Ready and Resilient Divsion, the focal point for staff sychronization, coordination, implementation and communication of AMEDD efforts in support of the Army's Ready and Resilient Campaign (R2C). Coordinate and sychronize implementation of the R2C within MEDCOM formations and Health Serrvice Support of R2C plans and policy for HQDA. Refine and translate complex R2C concepts into understandable operational and tactical plans for decisive action at every echelon. Develop AMEDD policy, plans, programs, organizatonal structure and process to deliever systems and tools that enable leaders, Soldiers, units and communities to act.

Commander of the 10th Combat Support Hospital and four Direct Reporting Units of over 600 Soldiers that is subject to both rapid and deliberate deployments in support of worldwide contingency operations in support of the 4th Infantry Division and III Corps. Organize, integrate, train, maintain, equip, and deploy task-organized medical forces to provide effective combat health support across the spectrum of military operations. Support over 300 families in the Fort Carson Iroquois community. Maintain over 30 million dollars of unit and installation equipment and manage an annual operating budget of over $2.4M Serve as the principal physical, ethical and technical role model for Soldiers.

• Director of Personnel of a two-Star level regional medical command. Provided executive personnel leadership, management, and oversight for a healthcare region consisting of 25 medical facilities in 20 states with over 400,000 beneficiaries:o Directly supervised a directorate staff of 20 personnel; responsible for personnel support to 12.5K active duty military, Federal civilians, and contract staff. o Coordinated major efforts to improve personnel sustainment and readiness, personnel management programs, and continuity of operations.• Provided the strategic and tactical planning/management and expert advisory/consultative services to senior Office of the Secretary of Defense Health Affairs and TMA leadership. • Performed a broad range of planning, analysis, integration, and management functions to analyze, evaluate, and oversee: size, structure competencies, and skill mix of MHS-wide military (active/reserve) and civilian manpower requirements for the current MHS workforce; prospective workforce changes required for future MHS mission accomplishment; current and projected inventories.

• Responsible for the strategic development, coordination, integration, and implementation of Human Capital policies and programs. • Routinely coordinated with Department of Defense, Department of the Army and subordinate organization CEOs and staff on issues related to human resources.

• Responsible for assisting the Deputy Director, a 2 star level position, in leading a staff of 1,800 personnel in planning, budgeting and executing a $25 billion health program for 9.4 million service members, families, and retirees and overseeing worldwide TRICARE operations, acquisition and integration. • Assisted in the operational and administrative issues affecting purchased healthcare and as a prime liaison with leadership from Congress, interagency organizations, DoD, Uniformed Services, and Military Coalition & Alliance partners. • Oversaw the administrative support for the Deputy Director and ensured mission success of scheduling, correspondence, travel, protocol, policy dissemination and strategic communications.

• Responsible for leading a staff of 40 people with oversight responsibility for the approximately 100K MHS workforce that provided $25 billion worth of annual healthcare to over 9 million beneficiaries. • Provided the strategic and tactical planning/management and expert advisory/consultative services to senior Office of the Secretary of Defense Health Affairs and TMA leadership. • Performed a broad range of planning, analysis, integration, and management functions to analyze, evaluate, and oversee: size, structure competencies, and skill mix of MHS-wide military (active/reserve) and civilian manpower requirements for the current MHS workforce; prospective workforce changes required for future MHS mission accomplishment; current and projected inventories.

• Responsible for the development, implementation, and execution of personnel policy as it applied to over 15K Army Medical Department (AMEDD) Officers’ Professional Development to include: o Promotion selection boards, Command policy, Command and staff selection boards and slating• Provided analysis and recommendations for the myriad of professional development issues incorporated in all steps of the personnel life cycle, (structure, acquire, train, distribute, sustain).• Principal advisor to the Chief, Officer Division and Director, Military Personnel Management on the review and refinement of the AMEDD Officer Personnel Management System.

• Responsible for providing all personnel support to over 2000 assigned personnel, to include personnel management, strength management, strength accounting, readiness reporting, personnel actions, evaluations, and awards to the Army’s only forward deployed Medical Brigade in direct support of Operation Iraqi Freedom, Operation Enduring Freedom, contingency Operations in Africa and the European Theater. • Responsible for the integration and synchronization of all personnel issues with V Corps, internal to the Brigade staff, subordinate units and operation planning. • Directly responsible for the supervision and training of 16 personnel. • While deployed ISO Operation Iraqi Freedom 1, led a personnel directorate that provided personnel support to a medical taskforce of over 5000K medical professionals/units at remote bases throughout Iraq providing coordinated, uninterrupted primary care, trauma hospitalization, force health protection, forward resuscitative surgical care and air evacuation to over 250,000K US and Coalition military personnel across Iraq.

• Executive Officer and principal staff officer for the hospital and second in command. Directly responsible to the commander for providing all aspects of military and civilian personnel management and supervision across the staff; budget planning and execution; operations and training; strategic communications and the overall health and wellness of the command. • While deployed as the Executive Officer and medical command and control in support of Operation Joint Guardian, Camp Bondsteel, Kosovo and Camp Able Sentry, Macedonia, assisted the commander in providing leadership for a 186-soldeir medical task force that provided command and control, hospitalization, evacuation, dental, veterinary, preventative medicine, medical logistics, optometry, laboratory and combat stress control support to then entire task force. • Responsible for all operational, logistical, and administrative functions require to staff, equip, operate, maintain, protect and sustain the medical task force. • Synchronized the battle staff to support the medical task force mission, execute day to day operations, conduct contingency planning, and meet the commander’s intent. • Supported the United Nations Mission in Kosovo (UNMIK) and IO/NGO initiatives to establish a stable healthcare system in Kosovo. • Was recognized for outstanding leadership in effort to establish and execute the first bi-lateral medical agreement whereby the United Kingdom medical forces were integrated to assist in the medical operations and support at Camp Bondsteel. The first such bi-lateral medical agreement of it kind in recent history.

• Responsible to the commander for staff supervision of the combat health support for over 15,000K soldiers within the elite air assault division. • Directly supervised as staff of 13 soldiers who were responsible for the planning, coordination, synchronization and tracking of all combat health support operations within the division to include medical command, control, communication, and intelligence medical readiness, medical evacuation, medical regulating, treatment, medical maintenance, health service logistics, blood management, patient dispositions and reporting, preventive medicine, dental services, medical laboratory services, pharmacy services and combat stress control. • Recognized by the Division Commander during the Division war fighter exercise After Action Review as providing a superb medical support plan and execution to the Division. • Successfully planned and executed the Divisions annual Expert Field Medical Badge testing. • Responsible for real world exercise medical contingency planning.