Scout Land Group is a real estate investment and development company. Our mission is to make land ownership affordable to our buyers and provide sellers with excellent service, compassion, and follow through.In my role as CEO / Business Owner, I manage an international team focused on the acquisition, development, and sale of vacant land in the United States. Scout Land Group is actively developing 10 subdivisions and bringing over 100 lots to market in the next 6 months. The Company is primarily focused on value add opportunities - subdividing and development.

Supervise a talented team of engineers and experienced operators, responsible for managing the supply chain of ExxonMobil’s largest (by volume and earnings) plastics manufacturing plant - raw material planning, purchasing, inbound logistics, production planning, and acting in the general interest by bridging the gap between manufacturing constraints and business priorities.Led the development of the Supply Chain Cyber Attack Business Continuity Plan for the plant – directed employees to create cloud-based planning tools and processes. Recognized by the organization for excellence in execution during week long simulation with no impacts to Raw Material planning and ordering.Developed the Production Bill of Material (BOM) update strategy for the plant due to significant mismanagement by a third party – updated and validated nearly 200 finished product BOMs to ensure reliable raw material consumption forecasting and inventory management

Planned and executed a series of supply chain capacity tests to validate vendor packaging and export capability – this was the key step to moving forward with ExxonMobil’s growth strategy to increase exports by 400 kTa.Led Argentina material recovery response team to support a customer who experienced a significant fire – Successfully repatriated over $1M of inventory avoiding significant loss to the company.Empowered team to reduce non-productive inventory (NPI) resulting in 50% (13 million pounds) reduction in 3 months – freeing up $6M in working capital.

Operational ResponsibilitiesEngineering Officer of the Watch / Engineering Duty Officer:Received distinction as the senior leader of the engine room and propulsion plant in order to mitigate risk and command efficient operation of the nuclear reactor. In this role, I led a team of highly trained nuclear operators and technicians. My oversight enhanced a variety of systems – propulsion and electric, among others – to improve overall sustainability. I was distinguished for leadership excellence with a number 1 ranking out of 10 nuclear supervisors, specifically in recognition of superior command and control, technical knowledge, and communication.Officer of the Deck / Ship's Duty Officer:In this capacity, I served as the Commanding Officer’s direct representative designated as the senior supervisor of the entire ship due to my ability to make critical decisions and command respect. I ensured safe operation and navigation while at sea and was the final authority on all evolutions, operations and tactical decisions both at sea and in port. I thrived as a leader during abnormal circumstances, such as a casualty, and was always successful in safeguarding the ship during such times. I was distinguished for leadership excellence with a number 1 ranking of 18 division officers, specifically in recognition of command leadership, superior performance, and project management.

As the Quality Assurance Officer, I was charged with direct leadership of critical, high-level maintenance projects and certification programs. In this capacity, I trained approximately 300 sailors and certified over 50 quality control mechanics.Additionally, I was tasked with managing oversight of internal controls, particularly auditing and surveillance during a $710M capital improvement project in order to identify areas of strength and weakness alike. Further, I empowered the entire ship's crew to exceed expectations and key maintenance objectives.

A trailblazer for the USS Maine engineering department, I designed and implemented development initiatives for nuclear officers and operators, which have yielded in substantial enhancements in productivity and team morale.With decisive leadership, I raised qualification standards in order to ensure a higher quality and more efficient preparation program, and a higher caliber department. Further, I implemented a rewards and accountability program to ensure continual operational advancements.

Chosen for a three-month Corporate Fellowship through the U.S. Chamber of Commerce Foundation’s Hiring our Heroes Program.Demonstrated technical aptitude by mastering new North America Capacity Planning Team Web Tools resulting in 5 major deficiencies identified and corrected.Developed standard business processes and innovative time saving solutions that streamlined the team communicating project deliverable status to stakeholders.Gathered data from many different stakeholders and was instrumental in creating the North America Capacity Plan of Record with an annual budget of over $3B.

While serving as the Damage Control Officer, I specialized in risk management and reduction of cost and waste of a high performing maintenance division. In this capacity, I was appointed leadership of more than 20 technicians comprising a unit that performed the largest volume of duties. Moreover, I was recognized by superiors for outstanding leadership for expertly improving maintenance standards and augmented best practices, resulting in widely improved productivity.

- Managed and supervised a division of 8 technicians.- Administered the maintenance and operation of vital reactor control systems ensuring 100% system readiness.-Implemented a detailed audit and surveillance program resulting in the improvement of maintenance practices and nuclear records evidenced by superior grades on multiple external evaluations.