* Lead 4 successful executive level hiring actions for integral leaders of our 170-member military and civilian HQ staff. * Personally oversaw and executed 3 delicate personnel actions that led to higher morale and Increased staff efficiency* Implemented multiple executive staffing decisions that saved $500K in one year by reducing redundancy

* Successfully led 350 military and civilian personnel who directly supported the Army's most elite operational units as they successfully deployed to and completed global operations.* Deployed the brigade to Afghanistan to serve as both the Commander of the 419th CSB and Senior Contracting Official for United States Forces - Afghanistan. Successfully awarded $1B in annual mission and installation level contracting support and over $2B in annual operational contract support to the Warfighter. Regularly briefed the senior leaders on contracting options throughout an exceptionally contentious and complex drawdown. * Operation Allies Welcome (OAW). Hand-picked and emplaced over 12 contract teams who supported over 50,000 Afghan guests for lodging and basic life needs for 6 months, all while under POTUS-level scrutiny. * Deployed a brigade-level element to European Theater of Operations to directly support the elements of the XVIII Airborne Corps in Germany, Poland and Romania. * Increased Military and Civilian Readiness by raising the average military personnel readiness and global deployability to over 83% (from ~70%).* Contract Administration. Facilitated (Unliquidated obligations) ULOs and close-outs - a leadership focus/priority - resulting in 565 being closed with $6.1M being de-obligated.* Improved Retention and Recruitment. Following 2+ years of tireless work on retention and recruitment, my brigade led Army Contracting Command with a 105% fill rate (up from 94% when I began). Additionally, the retention rate of the brigade rose by over 10% during that same timeframe.

* Expanded the Directorate's Operational Effectiveness by creating 4 new TDA slots at all four USAR Readiness Divisions during a no-growth environment. * Increased USARC Chief of Staff review time by streamlining review time and requirements to reduce turn-around time for senior-level reviews from three (3) weeks down to less than one (1) week.* Overhauled the USAR Lodging in Kind/Sustenance in Kind (LIK/SIK) Program by directly with the US Army Reserve senior leadership, as well as leaders across multiple components and services to engage the office of Defense Price and Costing appropriately regarding required updates.

* Created and led a senior staff directorate that did not previously exist within the Program Management Office, giving executive leadership a single POC for all foreign military sales Issues.