Analyzes wargaming analytic tools, scenarios, models, and simulations.Serves as study director and senior analyst for major studies.Directs the daily efforts of a team, to include assignment of work and review of products.Identifies study scenarios and oversees the preparation of study plans and supporting analysis plans.Identifies contract requirements and prepares Statements of Work.Supports formulation and execution of the overall TRAC study program.

Analyzes complex business problems, identifies and interprets trends and patterns in order to locate influences utilizing established mathematical/statistical methodologies, and develops business reports for managers, directors, and executives. Provides consultation to users of analytics and reports and leads cross-functional problem solving efforts in all parts of the corporation to ensure that T-Mobile achieves its operational and strategic objectives.

Analyzes complex business problems and identifies and interprets trends and patterns in order to locate influences utilizing established mathematical/statistical methodologies. Provides consultation to users and leads cross-functional teams to address business issues.Leads cross-functional problem solving efforts in all parts of the corporation to ensure that Sprint achieves its strategic objectives.

Director of a Department consisting of 121 professional military and civilian faculty at the Command and General Staff School. Supervised the Joint education of over 2,000 field grade U.S. Army, Navy, Air Force, and Marine officers; international officers from over 50 different countries; and U.S. Interagency civilians annually. Coordinated and executed the revision of over 500 hours of curriculum for educating and training mid-grade leaders and managers.• Established processes for identifying and addressing instructor capability gaps that were used as the model for improving instruction across the college for over 500 instructors and professors.

Program manager for development and integration of advanced Army force planning and strategy to shape and position the Army to be able to provide timely, ready, sustainable, and dominant Army forces to Joint Force Commanders across the spectrum of operations in peacetime and war. Advised senior leaders on how to best generate and project Army forces; worked proactively to ensure Army forces were prepared to meet extant and emerging requirements consistent with National, Department of Defense, and Army policies; advised senior leaders regarding the best use of Army forces as articulated in National, Department of Defense, and Army strategic documents; and mentored and developed future strategic leaders and thinkers for the Army and the Department of Defense. Special areas of emphasis included the development of the Army’s Sustainable Readiness Model, preparing the Chief of Staff of the Army and the Secretary of the Army for discussions with senior military and civilian leadership on how to best employ Army forces to support strategic objectives, and managing the readiness and deployment timelines for the operational Army in support of Combatant Command Operational Plans in Europe, the Pacific, and the Middle-East. Additionally was responsible for the mentorship and professional development of eleven field grade officers, two company grade officers, and nine Department of the Army civilians.• Awarded the Legion of Merit and the Army Staff Identification Badge.• Overhauled the Army’s apportionment and readiness tables in coordination with senior enterprise-level organizations across the Army and with Joint warfighting commands in order to improve the availability of Army units in support of war and peace time contingencies.

Managed the education and professional development of 16 multinational and joint field grade officers enrolled in a rigorous, 12-month graduate-level program focused on producing operational level planning officers and future military leaders. Major duties included facilitating seminar instruction and discussion in the areas of U.S. Army and Joint doctrine and planning, military history, and theory of operational art and design; professional mentoring and counseling; and assessing officer performance.• Established and implemented processes to assess, monitor, and educate future Army senior leaders in operational planning resulting in the graduation and immediate operational and tactical employment of 16 mid-grade officers as lead planners for Division and Corps-sized organizations of 15,000-75,000 Soldiers.

Developed and implemented strategic policy, campaign planning, budgeting, capacity building, and infrastructure projects in the Office of the United States Security Coordinator (USSC) for Israel and the Palestinian Authority as part of a combined, joint, and interagency team assigned to the State Department to support the Middle East Peace Process. Coordinated with the Palestinian Authority's Ministry of Interior to shape security sector transformation policy and synchronize capacity building efforts with leading donor countries and intergovernmental organizations. Areas of emphasis included the management of a $100,000,000 budget for the improvement of the Palestinian Authority Security Forces’ capability and capacity, to include funding for training, equipping, and infrastructure; and the monthly assessment of progress in support of the peace process and documentation of USSC efforts.• Led planning efforts for the USSC joint and combined team from three U.S. services, the United Kingdom, Canada, the Netherlands, Turkey, and Palestine.• Managed the execution of $100,000,000 USSC foreign assistance budget and developed three future fiscal year budgets totaling $210,000,000.• Rationalized and right-sized Palestinian infrastructure programs encompassing $72,500,000.• Planned and executed strategic projects in support of the Palestinian Authority in coordination with international organizations totaling over $10,000,000.

Coordinated and synchronized the efforts of the JCISFA’s Strategic Operations, Tactical Support, and Lessons Learned Divisions. Regularly coordinated and interacted with the Office of the Secretary of Defense, Interagency staffs, the Joint Staff, Department of Defense Services (Army, Navy, Air Force, and Marines), and Combatant Commands to institutionalize Security Force Assistance (SFA). Assisted in the planning and implementation of SFA activities and documenting and disseminating SFA best practices. Provided SFA subject matter expertise towards the development of SFA related plans, programs, and ongoing operations. Participated in SFA doctrine development, planning, training, education program development, and program and policy analysis. Identified and refined contemporary operating environment tactics, techniques, and procedures regarding the development of foreign security forces and institutions at the operational and strategic levels.• Established an operational approach for the Joint Center for International Security Force Assistance that focused on institutionalizing SFA in support of National and Department of Defense objectives.• Deployed to Iraq for 30 days to gather and disseminate best practices and lessons learned in counter-insurgency and SFA operations.

Project manager for the development of two major operational plans for the defense of Korea; synchronized all planning processes at all levels from the Department of Defense down to the major subordinate commands for the Army, Navy, Air Force, Marine Corps, and Special Operations. Project lead for the successful integration and synchronization of five major contingency and branch plans across CFC and ROK Joint Chiefs of Staff and all major commands in Korea. Reviewed and aligned plans with Alliance strategic documents and led joint and combined operational planning teams.• Integrated and synchronized five major contingency and branch plans across CFC and ROK Joint Chiefs of Staff directorates, all CFC combined warfighting commands, and all U.S. Forces Korea components• Provided the CFC Commander with estimates, analysis and recommendations with regard to mission requirements, command and control, troops to task, and articulation of commander's guidance and intent; prepared briefings and presentations for senior U.S. Department of Defense, ROK Ministry of Defense, US and ROK military, and senior Department of State military and civilian leadership.• Attended Time-Phased Force Deployment Data Conferences with the United States Pacific Command as the plan subject matter expert for two major plans to coordinate and synchronize the deployment of over 15,000 unit line numbers and associated US equipment and personnel from across the globe.

Deputy Program Manager and Project Manager for the integration and synchronization of all supporting plans and operations across the Iraqi theater. Developed and managed the Iraqi theater drawdown strategy; Command and Control transformation; and U.S. basing strategy. Prepared briefings for senior civilian and military leadership in the National Security Council, the Department of Defense, U.S. Embassy-Iraq, and U.S. Congress.• Awarded the Bronze Star and Iraq Campaign Medal for actions that contributed to the success of the U.S. mission in Iraq while deployed in a combat zone under risk of hostile action.• Developed the operational plan to reduce the U.S. footprint in Iraq from 250,000 to 100,000 personnel including the removal of associated equipment and closure of 15 major base camps.• Prepared briefings for senior civilian and military leadership in the National Security Council, the Department of Defense, U.S. Embassy-Iraq, and U.S. Congress.

Project Manager for the Eighth Army's Transformation Campaign Plan. Served as the lead planner for developing products and briefings in support of the Army “Setting the Force” project in Korea. Deputy Program Manager for developing and publishing Eighth Army operational plans. Monitored the strategic situation in preparation for executing warplans in defense of the Korean peninsula.• Managed and coordinated the Eighth Army's Transformation Campaign Plan with the United States Forces Korea, the Department of the Army, Army Commands, other Army Service Component Commands, and Army Direct Reporting Units.• Served as the proponent for developing products and briefings in support of Setting the Force in Korea and Pacific Integration of EUSA with the Pacific Theater.

Project manager for the Eighth Army KM program. Established, implemented, and enforced standards for information sharing and staff collaboration. Evaluated, selected, and supervised the implementation of KM automation aids. Formulated classified and unclassified network requirements and ensured that network services met operational requirements. • Developed, implemented, and managed a theater-wide KM training program for the Eighth U.S. Army in support of over 200,000 Soldiers that was lauded by the Mission Command Training Program as the best program in the Army.• Oversaw the design, certification, installation, and implementation of two Microsoft SharePoint server systems onto unclassified and classified Army networks, complete with a COOP system and weekly backup management plan. • Coordinated the certification, installation, and maintenance of all Eighth Army Microsoft SharePoint systems with the Eighth Army G6, 1 Signal Brigade communications architecture design team, and the Joint Command Information Technologies branch of the USFK J6.

Coordinated and worked with the Department of the Army G3, U.S. Pacific Command, U.S. Transportation Command, U.S. Forces Korea, U.S. Army Forces Command, and U.S. Army Pacific Command to develop and implement theater contingency and deliberate deployment plans. Led and managed the workflow and workload of three officers, two noncommissioned officers, and three enlisted soldiers. Acted as the Chief of Force Development and Plans for EUSA as required.• Developed and refined the Time-Phased Force Deployment Data in support of Army long-range, contingency, and crisis action plans.• Ensured the Joint Chiefs of Staff force apportionments met Army theater needs, that allocated forces were appropriate, and that the Combat Support and Combat Service Support force structure was adequate to support Army theater wartime plans and requirements.• Chaired Army-level operational planning groups to ensure the strategic flow of U.S. Army forces from across the globe until force integration was achieved with the United Nations and Combined Forces Commands in the Republic of Korea.

Developed Division and Corps simulations in support of Army Transformation initiatives. Provided qualitative and quantitative analysis support to major Army and Joint studies focused on combat development, force design, doctrine, and materiel acquisition. Planned, synchronized, executed, and analyzed battalion through corps-level Army operations focused on emerging doctrine, tactics and techniques, capabilities, and proper employment of all associated force modernization.• Applied professional knowledge and operational experience to relate concepts to combat modeling, computer programming, statistics, and analytic methods that provided leaders with an in-depth understanding of issues and a quantitative basis for making decisions.• Developed and implemented advanced combat modules for simulating artillery and radar operations as well as characteristics of proto-type smart artillery munitions.

Served in all echelons of tactical field artillery units from Platoon through Brigade. Occupied key field artillery leadership and staff positions to include Platoon Fire Direction Officer, Platoon Leader, Battalion Operations Officer, Division Plans Officer, Division Artillery Training Officer, and Battery Commander. • Deployed to Hungary twice to oversee the deployment of 1st Infantry Division tactical units from Germany into Bosnia. • Deployed to Bosnia twice with the 1st Infantry Division Headquarters to plan and execute operations to stabilize Bosnia in support of NATO.