-Led over 320 salary employees comprised of 15 departments: Executive Staff, Human Resources, Intelligence, Operations, Logistics, Finance, Legal, IT, Communications Platoon, Maintenance Platoon, Radar Platoon, Sentinel Platoon, Medical Platoon, and Two Artillery Platoons. -Improved productivity and efficiency by developing systems and process that synchronized cross functional teams across 8 departments to manage and successfully complete 200+ projects using lean methodologies.-Created company policies that cultivated a culture of diversity, equal opportunity, risk and safety management-Published a new standard operating procedure for managing $100 million in army property utilizing Kaizen methodologies to increase and improve efficiency of inventories and property management, saving the army over $10 million.-Utilized performance matrix to evaluate managers and supervisors’ responsibilities during 100+ training exercises that directly improved speed, accuracy, and results by 73%.-Reduced waste by utilizing lean methodologies to improve time management, processes, and procedures, resulting in the removal of 500+ pieces of excess and defective equipment, saving the army over $10 million.-Empowered supervisors to contribute to continuous improvement, quality, and growth of company by effectively communicating a clear commander’s intent, purpose, and direction.-Led a company in a complex environment in support of the defense of the Korean peninsula; redeployed 100+ Soldiers and 150 pieces of equipment back to the U.S. during the initial stages of the pandemic and with zero injuries-Developed administrative systems that simplified processes in managing associates financial, medical, and personal records, and elevated the company’s human resource ranking from #39 of 117 to #1 overall company in the Division-Improved retention rate 128% by building a culture founded on diversity, disciple, respect, and equal opportunity

-Oversaw communication and planning of delivery of $100M+ in equipment for 50 projects to C-suite stakeholders and managed 150 personnel in charge of project completion-Led an agile supply chain that effectively supplied 31k food rations, 32k gallons of water, 105k gallons of fuel, transported 50k rounds of ammunition, and medical supplies to 750+ Soldiers during a multinational training exercise -Oversaw the procurement, $15+ million budget, and vendor management for 50+ projects that met projects goals and milestones -Assessed and mitigated the risk associated with integrating a cross-functional team of Air Force aircraft, Army helicopters and artillery into a large-scale exercise within 20km of the DMZ in South Korea -Improved a leader’s program that developed, trained, and certified 4 consultants and 36 front line managers that led to the development of a new training model for joint operations in South Korea -Built and enforced a Command Supply Disciple Program that effectively increased productivity in supply chain management, reduced fraud, waste, and abuse of Gov property, promoted innovated thinking and saved $20+ million over 5 fiscal QTRs-Rebuilt a broken legal and financial investigation process by analyzing historical data and diving deep into 5 years of corporate financial records. This resulted in a new process that success prosecuted 50+ investigations for property loss, saving the Army over $ 20 million-Planned and coordinated the logistics, sustainment, and implementation of 3000+ artillery rounds fired safely, timely, and accurately by 7 different allied nations during a combined and joint training exercises in Egypt led by United States Army-Created a training plan that built lasting relationships and enhanced interoperability between the US Army and Kuwaiti Army in support of Operation Enduring Freedom resulting in 75+ successful combat training exercises, an increase of 83% over 9 months

Field Artillery Captains Career Course is held at the Fires Center of Excellence, Fort Sill Ok where Students develop technical and tactical skills needed to provide effective and timely fire support for Army Operations Doctrine; fire support systems for levels of command from battery to corps; combined arms operations; threat forces and doctrine; combat service support; leadership; and command and control.

-Produced and implemented the strategic planning of the organization’s roadmap, identifying short-term and long-term strategic objectives and goals. Responsible for $69.6M+ of equipment, $1M annual budget, and 66 employees-Identified required communications equipment to improve communication roadblocks -Created and executed a project to add a mobile operations center, improving communication readiness of the team by 50%-Analyzed equipment allotment data using MS excel and DoD systems, identified 200+ pieces of redundant equipment. Organized and executed transfer of redundant equipment to other organizations; resulted in saving Department of Defense (DoD) $500K-Took over antiquated vehicle maintenance program and raised fleet operability from 60% to 95% in three weeks-Projected and acquired logistical needs for training to include food, water, equipment, parts, and fuel for an organization of over 500 individuals and 115 vehicles-Planned, organized the transportation, security, and loading and unloading of $100m of military equipment to the National Training Center in support of a Brigade training exercise (4000 Soldiers) with no loss or damage to equipment

Basic Officer Leadership Course

Led a small fire team of 4 associates on 50+ night operational patrols in a dangerous, complex, and stressful environment resulting in the arrest and seizure of 100+ terrorist with zero friendly casualties. Conducted 200+ combat operations that led to the disarming and destruction of 300+ improvised explosive devices, protecting the lives of thousands of civilians and hundreds of Soldiers operating in Samarra, Iraq (2005).