Program Manager for U.S. Army Manpower Section, within the largest directorate, inside of United States Central Command. Project’s position losses, fulfillment rate, and gaps in order to proactively work on requisitioning backfills for those positions. Ensures assigned personnel are adequately slotted in positions that meet their skill and knowledge sets. Ensures all projected gains, have a sponsor and are contacted prior to arrival to ensure transition is smooth into the organization. Uses multiple electronic databases to request, slot, and manage all Army personnel. Serves as Team Leader for the Directorate’s Post Disaster Accountability Cell. Ensures in excess of 1,500 personnel are accounted for after any natural or man-made disaster. Manages a team of six personnel to ensure that they deploy and are operational, within 72-hours prior to any known disasters.Provides quality assurance on all personnel action request to include leave request, performance appraisals, performance awards, legal name changes, education request, pay inquiries, pay allowances, promotion reports, personnel accountability, and other miscellaneous personnel actions. Proficient in the use of Microsoft Office software.

Served as a Senior Advisor to the CEO of a 20,000 member organization on matters pertaining to diversity and inclusion, organizational climate, equal opportunity policy development, compliance, investigation and enforcement. Planned, developed, and executed monthly observances which honored the contributions of minority populations to the nation and the military, for the organization. Utilized alternative dispute resolution techniques to facilitate discrepancies between employees and management. Instructed training to certify lower-level representatives to manage equal opportunity programs for subordinate organizations. Inspected, identified, and corrected any faults upon quality assurance inspections.

Program Manager for the U.S. Africa Command’s Humanitarian Assistance Program for South Africa, Swaziland, and Lesotho. Conducted on-site evaluations of proposed projects, submitted and tracked projects for consideration into the Overseas Humanitarian Assistance Shared Information System (OHASIS), and oversaw the project until completion. Worked with higher headquarters managers, lawyers, engineers, local provincial governments, Department of Security Cooperation Agency (DSCA), United States Agency for International Development (USAID), Peace Corp, U.S. Ambassador to South Africa, U.S. military, South Africa’s military, NGO’s, and other strategic partners. Managed over $1.5M in U.S. funded projects. Coordinated and executed largest humanitarian assistance project between the U.S. and South Africa with cost exceeding $400K. Maintained office budget by submitting annual budget submissions, tracking expenditure of funds, annually reconciling office budget with the Defense Finance and Accounting Service (DFAS). Managed all transactions through the Security Assistance Automated Resource Management Suite (SAARMS) with 100% accuracy. Served as the lead for all enlisted members military to military engagements. Worked directly with senior managers within U.S. Africa Command and senior managers of the South African Defense Force. Arranged military to military exchanges and military to military exercises. Managed an office of seven personnel, comprised of military and local civilians, to ensure that operations never lapsed. Managed funding, payroll, travel, supplies, vehicles, automation equipment, furniture, work orders, and services were done in timely and an efficient manner so that work was never impeded and office staff could focus on their jobs. Maintained a positive climate, in a very diverse office, that ensured everyone was treated with dignity and respect.

Managed an office of eight employees, comprised of military and civilian members. Provided leadership, guidance, direction, and motivation through meetings, personnel evaluations, counseling’s, rewards, and awards programs. Provided quality assurance and oversight on all personnel action request to include leave request, performance evaluations, performance awards, legal name changes, schooling request, pay inquiries, pay allowances, promotion reports, personnel accountability, and other miscellaneous personnel actions. Selected by the Director to fill-in as the Branch Manager while the position was vacant for eight months. Worked to ensure that all employees had follow-on schooling when requested. Worked to get follow-on assignments for all personnel, upon completion of schooling. Worked with the outside agency Human Resource Managers on case-by-case basis, relating to administrative issues. Worked directly with financial group to get employee paid in a timely manner, and ensured that they were able to meet their financial obligations. Personally conducted face-to-face meeting with the Financial Division in order to resolve pay issues for personnel. Managed the Organizational Credit Card Program for the organization. Processed reports and provided documentation to the director of any delinquent accounts. Lowered the overall delinquency rate of credit card nonpayment’s throughout the organization through continuous communication with the director. Selected by the Director to serve as the narrator for all social functions. Emceed over 12 social functions in support of the organization.

Team Leader on a Casualty Liaison Team, with supervision of five personnel. Coordinated between medical treatment facilities and the Casualty Assistance Managers, to report all injuries and deaths in order for appropriate notifications and reporting requirements. Served as Manager of the Reintegration’s Branch to ensure all returning personnel were properly inprocessed into the organization, to include pay, equipment, sponsorship, and personnel records were updated. Managed a Promotions Branch comprised of three personnel, to ensure that promotion support was rendered to the 27,000 personnel across the organization. This included running reports, promotion waiver calculations, updating records, and providing promotion orders. Selected to train organizational members, prior to them going to a technical school, in order to increase the organization’s overall passing rate and certification. Resulted in over 100 personnel graduating.