Plans, coordinates, and manages the Contested Logistics Cross Functional Team design goals, development, integration, testing, training, and experimentation of CL-CFT capabilities.Provides logistics, engineering, and technology assistance to capability developers to develop requirements for predictive logistics/precision sustainment, human-machine integrated re-supply systems, advanced power, and demand reduction, as well as any other designated high priority sustainment modernization effort.

Translating concepts into processes, actions, and results. Continuous organizational adaption and learning by observing results, analyzing, and refining actions to iteratively improve outcomes.

Future plans analyst and civilian strategist

Quadrennial Diplomacy and Development Review (QDDR) development team--document linked to the National Security Strategy that provides strategic guidance on foreign policy priorities and institutional reforms for the U.S. State Department and USAID for the next four years. http://www.state.gov/s/dmr/qddr/

Commander's Action Group at ISAF (International Security Assistance Force) HQ

Selected for a joint and interagency program consisting of 230 specially selected and intensively trained advisors strategically placed in key organizations to improve multicultural and multifunctional teams, improve collaboration, and develop expertise on the culture, people and government of Afghanistan. Advise and support the sustainable development of national level Afghan internal security institutions in order to provide stability, rule of law, justice and prosperity to the people of Afghanistan. Provide greater continuity, focus, persistent engagement, and cultural understanding as a member of the AfPak Hands.

Student undergoing an intensive, focused program of instruction to learn the Pashto language and about Afghan culture (focusing on Pashtuns) in order to advise senior Afghan military and government officials via the AfPak Hands program.

This is similar to a Chief Innovation Officer or Futurist in some civilian organizations, focusing emerging trends and concepts. Spearheads efforts of a worldwide organization with a $20 billion budget and bridges the national industrial base to deployed units in the field, to lead change and help develop, translate and execute the commander's vision and intent into actions and results. Convert abstract, emerging, and often ill-defined concepts into tangible, concrete ideas the organization can use.

Synchronize the actions of a worldwide, distributed organization with a $20 billion budget, reaching from the national industrial base to deployed units in the field by integrating, analyzing, and disseminating information from internal and external sources to ensure common understanding and unity of effort. Facilitates well-informed decision making by using the appropriate decision making model for the conditions, and recommendations considering all aspects of the problem.

Lead a team that analyzed and reconciled unit equipment requirements based on mission and authorization with Army and commander priorities for all units in the Western portion of the US (including Alaska and Hawaii). This involved managing equipment through deployment readiness cycles and equipment sustainment as part of the Army Force Generation (ARFORGEN) model, as well as developing the tools and processes for the Lead Materiel Integrator (LMI) model to distribute and re-distribute equipment Army-wide, to include integrating equipment fielding with training and all other aspects of generating a ready unit. See http://www.carlisle.army.mil/orgs/SSL/dclm/pubs/HTAR.pdf

Lead planner for efforts to leverage contracts to mitigate corruption in the Afghan government and economy. Integrated and synchronized the logistics efforts of an organization preparing to assume responsibility the full range logistics support to all US forces and select NATO allies in Eastern and Northern Afghanistan. Participated in developing a campaign plan to address security, governance and development efforts, including training and mentoring our Afghan Security Force (Army and Police) logistics counterparts.

Responsible for all logistics activities, including contracting and the organization’s budget, for a US Army Air Assault Brigade Combat Team comprised of over 3,500 personnel and disparate, geographically dispersed enabling units joining our task force for training and deployment. Responsible for supervising the reset of the organization’s equipment from the last deployment,filling equipment shortages, improving equipment readiness, and purchasing required materiel to execute intensive training in preparation for deployment to Afghanistan.

Combined/Joint Task Force 101 in Afghanistan. Worked in the CJ5, future plans directorate, a small team of plans officers of diverse specialties that formed the nucleus of the planning effort for long range or complex problems and command initiatives. My primary project leads focused on logistics and infrastructure and included leveraging renewable energy in remote combat outposts to offset fuel delivery requirements and enhance resiliency; leading the whole staff’s planning effort to introduce an additional Brigade Combat Team of 3,500 troops into Eastern Afghanistan; and collaboration with NATO partners and US Central Command in preparing to introduce three Brigade Combat Teams, an Aviation Brigade, and various enabling units into Southern Afghanistan for the “surge.” I also led the staff in identifying and executing transition of National Support Element functions and requisite resources from CJTF-101 to US Forces-Afghanistan (USFOR-A).

Responsible for US Army recruiting in 10,000 square miles of the Central Illinois area, headquartered in Peoria, with 110 high schools, 8 four-year colleges, and 7 two-year colleges. Our organization consistently provided quality, educated and intelligent personnel to the US Army when those people were most needed and faced the most adverse market conditions at the peak of the war in Iraq. This position developed market analysis, public relations, and social networking skills, and drew upon candor and moral courage in enforcing ethical and legal standards while fulfilling the mission.

Helped plan the full range of support, including fuel, ammunition, food, medical, maintenance, and services for a task force comprised of over 10,000 pieces of equipment and 36,000 service members plus contractors during the invasion of Iraq. The original plan to enter from the North required intensive planning to overcome lack of supporting infrastructure and the absence of the normal external logistics support present in other locations. Our team also had to quickly and continually improvise and adapt to the sudden mission change to enter from Kuwait.