• Serves as the Subject Matter Expert (SME) for Property Accountability providing expert planning and advice on a broad range of issues that will enable optimal execution, prioritization, and coordination of Army Audit Readiness related work efforts as the Government Lead for the Army-level General Equipment Audit Acceleration Team. • Support Army’s efforts through an agile methodology, surge supported, cross-functional effort, in support of the Army’s Financial Statement Audit material weakness down-grade plan. • Provide direct input to the GE-AAT Lead and be prepared to brief the Functional Lead, the Major End Items Division Chief, the G44S Supply Director, the Audit Director in FM&C as well as the Audit Integration Executive Council (AIEC) and Army Audit Committee (USA/VCSA chaired). • Formulating policy, procedures, and action plans to be applied Army-wide that integrate functional and accounting/auditing change management activities. • FORSCOM lead Staff Officer which supports the effort to design Army-wide solutions to risks aligned with reported material weaknesses, testing, validation, and documentation with Command Process Task Force (CPTF). • Leads the develop, present, and defend FORSCOM position on the Army’s Property Accountability and Audit Readiness to higher authorities within OSD, DA, DOD Agencies, General Accounting Office, and other audit agencies. Travel to pre-selected installations in support of Process Improvement Team (PIT) site visits and CPTF operations. • Acts as technical and functional consultant to higher and lower echelon agencies on matters concerning policies and proper direction, utility of, and review and analysis of the Army’s Audit Readiness. Present technical information clearly and persuasively, demonstrating the importance and relevancy of planning associated with GE-AAT concept plans.

• Served a Senior Advisor on all Strategic Movements CONUS and OCONUS• Served as the strategic Transportation manager and synchronization point among, Forces Command (FC), Service Validators, Combatant Commands, and SDDC on moves supporting unit movements. • Experience in working at or with Installation Transportation Office (ITO), Corps Transportation Officer (CTO), Division Transportation Office (DTO), and Composition 3 Deployment and Distribution Support Team (DDST)• Assess operational deployment readiness of units and collaborates with stakeholders in multinational, Joint, Army, and commercial agencies on unit movement operations.• Basic Knowledge of the Joint Operational Planning and Execution System (JOPES)• Knowledge of the Army Message Handling System (AMHS)• Manages from a Program Management perspective (10) separate Installation Deployment Support Teams located at every FORSCOM installation that serves as a MFGI.

• Advised the Chief Executive Officer and Strategic Logistics Director on all pertinent logistical related issues in accordance with prescribed procedures; provided knowledge on regulations, policies, laws and precedents which affected supply and logistics operations for all XVIII Airborne Corps units • Served as the strategic material manager and synchronization point among, Forces Command (FC), Life Cycle Management Command (LCMCs), ASC Support Operations Directorate, and Army Materiel Command (AMC)• Analyzed Supply Chain data & metrics systematically to improve accountability & predictability• Analyzed and evaluated internal and external support issues and promoted resolution to improve readiness and logistical support encompassing all classes of supply• Conducted routine inspections across different supported organizations to ensure compliance with Army and Department of Defense standards on logistics operations• Trained, coached and mentored 35 junior warrant officers and over 200 junior unit level supply personnel• Planned and advised on logistics readiness and all functional areas of logistics support to deploy and sustain the forces• Planned and conducted monthly Property Accountability Synch meetings; junior leader forums designed to address and resolve strategic and operational systemic challenges, in addition to providing a venue to leverage/integrate emerging sustainment initiatives• Ensured companies deploying to Operation Inherent Resolve and Operation Enduring Freedom had all the required equipment to perform their operations• Facilitated over 50 successful Financial Improvement and Audit Readiness (FIAR) General Equipment (GE) reviews with the Army and Forces Command (FORSCOM), Independent Public Accounts (IPA), the Department of the Army Inspector General (DAIG and Department of the Army FIAR teams

• Improved supply readiness rates by 15% across 4 international warehouses worth $48.2M with no significant loss of materials• Plan and synchronizes logistics operations and support for all U.S. Forces operating in the seven-nation region of Army Central Command (USARCENT).• Humanitarian Assistance/Disaster Relief missions • U.S. Embassy and host nation developmental programs; coordinates interagency and joint logistical requirements with higher and supporting headquarters• Served as the Installation Property Book Office, as well as the Sub Area Petroleum Officer, and Class III bulk contracts• Supervised the Transportation Officer (Sea, Land, Air); supervises direct support maintenance for the Area Support Group Qatar• Rewrote performance work statement (PWS) to increase logistical work productivity by 35%• Distributed & redirected 548 parachutes valued at $2.7M located at 2 installations• Lead Middle East calibration Working Group for ARCENT activities in Qatar• Decreased customer wait time by 35% through warehouse & operations efficiencies• Lead Contracting Rep (COR) for 5 contracts throughout Qatar, Enforced FAR Guidelines and acquisition using Wide Area Workflow (WAWF).• Worked with Army Central Command (USARCENT) and HQDA agencies to fill critical shortages.

• Conducted asset visibility, asset management/accountability, redistribution and divestiture of over $4M pieces of equipment valued at $8.5B utilizing the Army’s ERP and non-ERP systems to include Business Intelligence and Business Warehouse (BI/BW) tools responsible for equipment sourcing solutions for Army customer requirements• Initiated, developed and administered the seamless migration of logistics data from legacy systems to the Army’s new Enterprise Resource Planning System (ERP) Global Combat Support System-Army (GCSS-A) • Advised division director on asset management and distribution increasing unit’s readiness for Army wartime mission by 15%• Revised the division’s logistics policy to reflect proper controls as provided by the Assistant Secretary of the Army (Financial Management and Comptroller) ASA(FM&C) and the Army Audit Agency (AAA) to comply with Generally Accepted Accounting Principles (GAAP)• Oversaw and managed the Army Audit Agency (AAA) onsite audit of 200+ capital assets resulting in a 90% pass rate• Analyzed and synthesized data from 6 different logistical applications to be viewed by over 100 senior leaders and management personnel across division

Joint Property Book Officer (JPBO) and advisor to the Commander, for a Theater Special Operations Command Headquarters deployed within the USSOUTHCOM area of responsibility. Responsible for strategic planning, policy development, and execution of accountability and asset visibility for Organizational, Installation, Joint Operational Stocks (JOS), and USSOCOM SOF- Peculiar assets in excess of $40 million in support of USSOUTHCOM deployments and contingency operations throughout South America, Central America, and the Caribbean. Responsible for coordinating, staffing, and tracking SOF materiel requirements with SOCSOUTH’s Service components and a wide variety of other agencies under the Department of Defense (DOD). Manages the Financial Liability Investigation of Property Loss (FLIPL), Command Supply Discipline Program (CSDP) and Force Modernization program.• Coordinated acquisition and fielding of property for force modernization (FORCEMOD) equipment initiatives. • Accounted for $295 million worth of major end items/sensitive assets located in 15 organizations in the U.S. and Iraq• Provided logistics and supply support for units operating globally, including inventory management, purchasing, global distribution, and administration• Tracked the purchases and issue of 1208 funded items within the Area of Responsibly (AOR)• Conducted Command Supply Discipline Program (CSDP) Inspections to ensure units followed current policies and regulations• Led the divesture working group on the turn in and redistributed of 12,520 pieces of equipment valued at over 8 million dollars. • Life-cycled over 5,500 pieces of SPEAR gear no longer required. USSOCOM used those assets to build readiness in other SOF units saving SOCOM $4.5 Million dollars • Increased equipment readiness by returning 4 million dollars in equipment back to units to build readiness which gave the units the ability to deploy and support the global war on terrorism

Responsible for maintaining the organization and TDA, four Special Forces tactical battalions, one Group Support Battalion and HHC 3rd SFG (A) with a combined value in excess of $860 million. Ensure authorized property is on hand or on order. Direct cross leveling by reviewing and analyze authorization documents and property book records to achieve the highest combat equipment readiness within the Group. Coordinate with item managers at the wholesale level and higher echelons to produce critical items of equipment. Provide technical guidance to the Group and BN S4s, Company Commanders and all supply personnel in all logistical matters pertaining to Class VII supply. • Dual role rear/forward deployed Accountable Officer, 3rd SFG (A) and CJSOTF-A (56 Months Deployed) • Conducted strategic planning, policy development, execution of accountability, and asset visibility for 120,000+ pieces of Organizational and Theater Provided Equipment (TPE) sets, valued at 2.1 billion dollars which included $1.1 Billion worth of Program Executive Offices (PEOs) equipment capabilities within the Area of Responsibility in support of 174+ separate programs of record utilizing Property Book System Redesigned (PBUSE)• Accounted for 22.1 billion dollars’ worth of major end items/sensitive assets located in 140 organizations• Analyzed and synthesized data from multiple logistical applications to be viewed by senior leaders and management personnel across the theater• Creatively designed and implemented logistical operations to execute the reduction of 7,500+ pieces of government equipment requiring life cycle in Afghanistan, and SOCPAK• Responsible to track and replace SOF battle losses for all SOF Forces within AOR• Inputs/tracking SSAVIE requirements in support of nonstandard equipment• Unit SPEAR Validator/Manager

• Supervised and managed the accountability of all non-expendable and major end items valued in excess $10 Billion dollars through the use of the SPBS-R system then converted over to the PBUSE system and incorporating a web based logistics tools to include WEBLOG, WEBVLIPS, and AEPS. • Provided inventory, accountability, and logistical guidance to (32) unit commanders, and supervised logistical personnel. • Ensured Property Book Supporting Documentation Files were updated and accurate in the Army Records and Information Management System (ARIMS). • Selected to assist the Inspector General on property accountability inspections throughout the division. • Developed strategies for Property Book Split Operations since the Brigade was split in three installation. • Coordinated logistics operations through forecasting and logistical planning.