ATI, a public-service nonprofit based in Summerville, S.C., builds and manages collaborations that conduct research and development of new technologies to solve our nation’s most pressing challenges. Fueled by a community of experts from industry, academia, and government, ATI accelerates impact by using the power of collaboration to help the Department of Defense, Department of Homeland Security, Health and Human Services, and other federal government entities quickly acquire novel technologies.

Oklo is developing next-generation fission reactors in the form of the globally scalable Aurora Powerhouse, each of which will produce 15 to 50 MWe of clean, reliable, and affordable energy.

HBS Executive Education Program’s General Management Program focuses on strategy, leadership, and the organization. The program delivers tools to capitalize on technological disruption and digital transformation that play a strategic role in corporate success.“HBS educates leaders who make a difference in the world.”

Served as the Chief Transformation Officer then the Managing Director of the EMEA business unit for Luminator Technology Group, a Blackstone Credit portfolio company that provides passenger information systems, mobile video security solutions, and real time information technologies for bus, tram, and heavy rail systems in global mass transit markets. Initially hired to be the corporate Chief Transformation Officer working out of the Dallas area HQ, was asked to travel to the Luminator production facility in Gdansk, Poland for a short assignment to sort out emerging challenges involving supply chain, production, and product deliveries across Europe. Took on ever-increasing operational and legal responsibilities, ultimately becoming the Managing Director for Europe, Middle East, Africa, and Asia-Pacific with P&L responsibilities for the $115M business. Responsibilities included sales, customer service, operations, supply chain, project management, product management, HR, finance, and engineering. Remaining in Europe on an extended basis, he led the planning and execution of the efforts that effectively recovered the business. Over the 12-month period of Jan-Dec 2023, the Luminator EMEA business went from negative $7.7M EBITDA to positive $7.9M EBIDTA; negative $1.3M monthly cashflow to cashflow positive; $9.5M overdue accounts payable to zero overdue payments; and from 30% production capacity utilization at the production facility in Gdansk, Poland to almost 100% utilization. In the process, he created an environment of accountability and ethical conduct; developed a management group characterized by positive morale and teamwork; and established trust relationships with the biggest customers and critical suppliers. Effective 31 January 2024, he transitioned responsibilities and returned to the United States.

Responsible for strategic capital allocation, budget formulation, execution, finance, and accounting for an annual budget of $48B. Additionally responsible for external audit, internal controls, financial performance reviews, payroll for a 230k person workforce, and program assessment and evaluation of multi-billion dollar acquisition programs. One of 7 direct reports to CEO (Commandant of the Marine Corps). Led 6 executive direct reports and over 1,000 professionals located in Washington DC, Indianapolis, IN, with satellite offices across the U.S., on mainland Japan, and Okinawa. Oversaw financial control/jurisdiction of all funds allocated to the Marine Corps to include certifying annual financial reports. Responsible for compliance and ethics oversight by affixing legal responsibility for violation of laws and regulations.Transformed a 30-year-old decision-making process for planning, programming, budgeting/executing for a $242B five-year plan. Created a strategy driven, risk-aware process benchmarked to measurable standards of performance leveraging best practices from US Corporations to include Caterpillar, Honeywell, Johnson & Johnson, Proctor & Gamble, and IBM. Transformational reforms included a formalized annual risk assessment; an evidence-based strategic choices framework; outcomes-based performance metrics, institutionalized 10-K like reports for 39 general-officer led organizations; a modern, audit-compliant accounting system; and redesigned underlying data strategy.

Board Chair, for a P&L activity with $1.2B of annual revenue that delivered readiness and quality of life services to Marines, Sailors, and families. Services included a chain of department and convenience stores located across the continental U.S., Hawaii, Japan, and Korea that generated $800M of the activity’s total $1.2B revenue •Transformed governance, budget process, and accounting practices•Achieved increase in sales per employee and reduction in cost of goods sold, resulting in increased profit margin of 5% and increased dividend (money returned to services) by 4%•Oversaw a rewrite of the Charter that included more representative senior leadership, streamlined decision making, and overhauled the Committee process•Created a disciplined decision-making process for long-term construction and IT investments that ended years of deficit funding

One of the 5 Colleges of National Defense University in Washington, DC, with 65 faculty members and 300+ students annually. Only U.S. college designed to study the ability of our domestic/global industrial base to resource national security strategy.Initiated the transformation of the College’s organization, curriculum and student experience. Reoriented the curriculum that uniquely includes macroeconomics, business analytics, supply chain management, domestic and international industrial defense sector studies, and national mobilization concepts. A new focus on the “customer” in the form of senior Pentagon leadership to whom top performing students were assigned, resulted in greater resourcing.Brought new focus to the national security industrial base and supply chain. Increased participation of corporate America in the college and built a broad, collaborative network with leading American and international universities and think-tanks. Widely lauded for bringing together 100+ participants from industry, academia, think tanks, and federal departments, for a three-day seminar to examine national mobilization in a manner not done since the mid-1990s.

Led an operational unit in the Asia-Pacific region that was expert at maritime operations to include port cargo handling and loading, at-sea multi-ship aviation operations and underway replenishment. Also led the fly-away team responsible for U.S. military first response for humanitarian and disaster relief operations across Asia.With South Korean Counterpart, led a very large high-risk training exercise of over 10,000 U.S. and South Korean participants aboard over 20 ships off the coast of Korea intended to demonstrate resolve to North Korea at a time of heightened tensionsProvided stability to the U.S.-Philippines political relationship during a geo-politically challenging time by building from the ground up and leading a military command and control organization in the Philippines intended to synchronize U.S. government actionsDecreased response time for U.S. military response to natural disasters in Asia from 5 days to less than 24 hours by driving the creation of new processes and integration of new capabilities.

Responsible for the Marine Corps 5-year capital allocation plan ($225B+) and for overseeing the Marine Corps Requirements Oversight Council, the deliberative body responsibly for aligning resources to requirements. Transformational performance drove an accelerated promotion from 1-star general officer rank to 3-star general.

Led an aviation organization of 3,500+ people and 100+ aircraft and generated combat ready aviation forces (fighter, attack, tactical transport, logistics, and tactical airfield support). Responsible for the maintenance, repair, and overhaul of the entire fleet of Marine Corps F/A-18 aircraft achieving a dramatic improvement in aircraft availability and flying hours. Worked with enterprise-wide stakeholders to develop engineering fixes, address supply chain issues, and improve depot-level maintenance throughput that increased availability of combat ready aircraft.

Planned, executed, and evaluated plans for the regional and global movement of aircraft, personnel, and cargo. Organization comprised of over 11,000 personnel and over 200 aircraft. Planned and executed large scale multi-national exercises to train to operational combat plans; trained and exercised the command-and-control element for combat operations in support of the operational plans for conflict on the Korean Peninsula. Plans deeply focused on infrastructure to include naval ports, airports, highways/roads, fuel, electricity, medical facilities, and supply chain.

North Atlantic Treaty Organization college in Rome, Italy. The equivalent of a 9-month Executive Master’s Degree program in International Security Studies.

Led an arms control inspection team of treaty experts, Russian linguists, and technical specialists that conducted arms control treaty inspections in Russia, Ukraine and Belorussia. Additionally, created a regional operational hub to synchronize U.S. efforts to combat weapons of mass destruction in Europe and engage in consequence management should the containment of such weapons fail.

Led integration of Marine Fighter/Attack squadron of over 200 Marines and Sailors and 12 F/A-18 Hornet aircraft into Carrier Airwing One on board the aircraft carrier USS Enterprise. Top 10 ball flyer. Led the squadron in combat operations over Iraq. Squadron rated as the #1 squadron in the Airwing. "T-Bolts....Everybody Loves Em!!"