I advised and consulted for for the Kuwait National Guard Inspections Directorate in conducting inspections for the entire Kuwait National Guard so that inspections provided meaningful feedback to inspected unit senior leadership and senior KNG leadership on strengths, areas for improvement and solutions to improve overall combat readiness. I also wrote, and provided a week-long inspections course based upon KNG doctrine and tempered with over 20 years of inspections experience.

Manage and provide advice on the most effective utilization of 20 Training Support Team Trainers, 7 Marksmanship Instructors and 24 Interpreters spread throughout the UAE Land Forces in training individual and collective tasks in order to improve the training readiness.

I provided oversight for operational testing of six land systems valued at over $2.5 billion to ensure equipment is tested with soldiers in order to demonstrate that it is effective, survivable, suitable and lethal before procuring it in accordance with Title 10, United States Code and the Joint Capabilities Integration and Development System (JCIDS). My key contributions included:• Overseeing the execution of a limited user test at the Army’s Network Integration Event at White Sands Missile Range, NM. • Providing an operational assessment that was signed by the Director for distribution to key members of Congress. • Personally observing 10 missions in order to verify the accuracy and adequacy of the test, and to insure the truthfulness of what was reported by the Director. • Ensuring the Director maintained situational awareness with the Rapid Equipping Force.

I led 30 inspectors in developing, managing, and executing rigorous inspection plans in order to assist the Army’s senior leadership in understanding very complex and sensitive issues as well as aiding them in making well informed and substantive decisions concerning an Army that had been at war for 8 years. Other key contributions included:• Overseeing and managing the conduct of 20 systemic inspections throughout the Army which entailed inspecting large samplings of units over a 3-4 month inspection period and then communicating accurate findings and recommendations to Senior Leadership. • Reviewing contractor's migration of data storage to the DISA cloud network.

As 2nd in command with over 3,700 assigned soldiers dedicated to safeguarding the Afghan population in one of the most contested areas along the border of Pakistan, I developed and implemented a plan for road construction that was synchronized with the joint interagency and local government. The result was phenomenal economic growth, improved government legitimacy and advancing the counter-insurgency fight. My key contributions included:• Managing a construction project and saved over $3 million through improved staffing of contractors. • Working with the US state department to improve Afghan governing capacity and working tirelessly to build the Afghan National Security Forces and pushing them into the lead in fighting their counter-insurgency whenever possible. • Supervising 4 Provincial Reconstruction Teams commanded by the US Navy and US Air Force with representatives from across the inter-agency. • Conducting several sensitive investigations on behalf of the Commanding General of the Combined Joint Task Force. • Supervising and executing a budget in excess of $40 million.

When I arrived at SHAPE in 2004, I visited Afghanistan so I could observe the status of NATO's International Security Assistance Force (ISAF) mission which consisted of two Provincial Reconstruction Teams and the ISAF Headquarters in Kabul, a total of less than 3,000 soldiers. I was informed by several flag officers of several NATO nations that that NATO would not generate the forces necessary to take control of the mission from US Central Command. As the title of my position implied, I was responsible for generating forces for NATO missions and the nations had agreed to support the ISAF mission. That said, force generation of each nation is a function of its politics and wealth. The key ingredient I supplied to facilitate the successful generation of forces was information. I gained information first hand by visiting Afghanistan on ten separate occasions and pulling information from US channels. I then shared that information with my NATO counterparts (it was all releasable) so that they were empowered with information to successfully persuade their civilian authorities of what the mission was, to include all of its associated risks, so that it would be resourced. By 2006, NATO generated over 20,000 soldiers for the ISAF mission to include provision of all PRTs and in the Fall of 2006, ISAF accepted transfer of authority from US Central Command. My other key contributions include:• Molding a team of international officers to provide operational management of NATO’s mission in Afghanistan to provide the best advice to the North Atlantic Council.• Providing analysis and briefings for the Secretary of Defense on actions which were approved to reduce risk factors and improve effectiveness of counter-insurgency.• Determining the requirement for, and coming up with a plan to train and provide NATO Operational Mentor and Liaison Teams (OMLTs). • Providing strategic assessments for all NATO missions.

Led the training of 2,000 aspiring Rangers so that they would develop the leadership and confidence needed to excel under severe and stressful conditions (e.g., combat).My other key contributions included:• With input from instructors, revising training methods to increase production units by 30% while maintaining safety during the execution of 110 high risk events annually.• Increasing customer satisfaction from 44% to 66%.Ranger School is the Army's premier leadership school, specializing in small unit combat leadership. It is the Army's toughest school for good reason. As the commander of the 6th RTB, I would implore my Ranger Instructors to teach each Ranger student like they would be working for them as a Team Leader, Squad Leader, Platoon Leader or Company Commander in combat. Six months after I completed this assignment, our nation was at war--my command vision became reality. I experienced my favorite example of the impact of Ranger School when I was serving with the 173d Airborne Brigade Combat Team in Afghanistan. I was preparing to embark on a small convoy of vehicles at Forward Operating Base Fenty in Jalalabad, when a Captain who was preparing to lead a separate convoy parked next to us came up to me. I could see by the weapons he was carrying that he was loaded for bear. He walked up to me and said, "Colonel, you don't remember me, but you failed me twice when I went through Ranger School." I was thinking, this is not a good situation but remained calm. He then said, "I want to thank you, because even though I never earned my Ranger tab, Ranger School was the best training and preparation I ever received to lead soldiers in combat." The message is, that even though he never met the standards to earn his Ranger tab, he and most importantly, his soldiers benefited immensely from the training.

As an Army officer I was selected to lead a joint service inter-departmental team of 15 military, 3 government civilians and 3 contractors in planning, coordinating, and execution of the Staff Assistance Visit (SAV) program designed to verify the strategic warfighting capabilities of the Unified CINCs, the National Airborne Operations Center, and all National Military Command Center operations teams and their readiness to respond to NCA directed strategic actions in 21 separate events. I was commended for the results I achieved which included:• Staffing and publishing changes to the CJCS emergency action procedures resulting in more effective operational guidance for the National Military Command Center operations teams and CINC command centers.• Forging a new cooperative relationship with the JCS/J2 to fully integrate the intelligence community into the SAV strategic assessment process.• Leading a team of experts in designing an exercise program that addressed shortfalls, incorporating multi-media scenarios and then leading the team in running and evaluating this exercise at every command center so that senior leaders and their staffs were fully capable of exercising their wartime responsibilities.

As the Battalion Operations Officer I was responsible for the operational plans and training for a 650 man light infantry task force. I prepared, coordinated, and published plans to support and accomplish worldwide deployment of the task force while managing training strategies to achieve desired combat readiness levels. I also supervised three subordinates. Key contributions included:• Planned, coordinated and executed the battalion’s missions for a division FTX; a JRTC rotation; a JOTC rotation to the Army’s jungle school in Ft. Sherman; Panama; squad and platoon external evaluations and livefire exercises; 3 battalion marksmanship densities; and a combined arms live fire exercise that incorporated CAS, attack helos, assault helos, DS and GS artillery and mortars in conjunction with maneuver forces during daytime and nighttime. The cumulative effect was a highly proficient infantry battalion that was ready to execute its worldwide mission with little to no notice.As the Division Training Officer, I was responsible for planning, coordinating, resourcing, execution and evaluation of training an infantry division with over 10,000 soldiers. I prepared the Commanding General’s Command Training Guidance and assisted in managing an ammunition account valued at over $18 million and over 150 ranges and training areas. I supervised five subordinate. Key contributions included:• Completely revised the Fort Drum training regulation resulting in better understanding, allocation and usage of training resources. This resulted in more resources for units to train with across the division, resulting in improved readiness.• Planned, coordinated and led 11 Training Resource Coordination Meetings to identify and resolve training resource deconfliction thereby improving resource utilization by over 10 percent.

Commander and staff officer for 150 to 700 personnel with logistics, budget, and equipment responsibilities.My key contributions included:• Reconfiguring the Battalion's Ammunition Basic Load to achieve modularity for the individual Ranger, Platoon, Company and/or Battalion.• Reducing the overhead strength of the company during the course of 6 months by 40 personnel (20%) while maintaining unit readiness at an all-time high as nearly every staff section was recognized as the best ever seen during the unit’s Joint Readiness Training Center evaluation.• Parachuting into Panama with the 1st Ranger Battalion for Operation Just Cause.