Serving as de facto chief executive officer (CEO) for an organization of approximately 1100 people, $700M in assets, and $80M operating budget. Led all aspects of the business, guiding the leadership team to become more accountable and better leaders themselves. We added to their capabilities significantly by investing in data analytics and reporting, which gave us all better insight into the organization’s needs and requirements.The biggest challenge of this role was to bring the business from 7/7 in organizational readiness to #1. We accomplished this goal by equipping our trainers to train our teams across locations with proper resources and a sense of profound accountability to our goals.

In addition to my current role as Deputy Brigade Commander (see above), I have held multiple leadership roles in the US military:> Battalion Commander, Lt. Colonel, Peace Vanguard Squadron, US Army, Led US and Singapore AH-64D Apache Longbow Helicopter military organization, including team of 200 personnel and 20 aircraft, $15M facility, and $10M operating budget.> Battalion Commander, Aviation Maintenance Battalion, US Army, Led maintenance and logistics military organization with150+ personnel and 40 aircraft, $25M facility and $20M operating budget. Re-engineered heavy maintenance strategy to meet shorter timelines and reduce resource allocations, setting record and new standard for complete teardown and rebuild in <60 days. Increased attainment of training requirements 40% with only 10% increase in budget.> Chief Operations Officer, Standardization Instructor Pilot/Instrument Flight Examiner, AH-64D Apache Helicopter, US Army, Held multiple domestic and international leadership assignments, including Special Forces Command in support of Operation Iraqi Freedom (Iraq) and Operation Enduring Freedom (Afghanistan). Supported many foreign military governmental officials in procurement of and training on Apache Longbow helicopters. Presented to Chairman of the Joint Chiefs' of Staff (DoD), King Abdullah II (Jordan), Singaporean Prime Minister, Governors (Alabama and Arizona), numerous Senators and Congressman, and numerous corporate CEOs/Presidents. Played key role in the State Department’s Foreign Military Sales Program by working closely with numerous foreign countries and distinguished international leaders to sell, train, and implement US military equipment into their defense programs. In six years, contributed to the sale of over a billion dollars’ worth of equipment and training programs into foreign governments.

Toward the end of 2017, the owner of Agnes & Dora, a women’s clothing wholesaler, contracted with me to provide strategic leadership and vision for her multi-seven-figure business. We agreed to a one-year contract and got to work...While she definitely needed me as a “leader of leaders” who could align the executive team to a growth trajectory, what she actually needed was a powerful turnaround strategy that would re-center the organization.To start, I built the processes, organizational structure, and plans to ensure the company’s success. We created a hierarchy, job descriptions, and reporting structure based on the roles the company either had or needed to have. With this in place, I called on my background in data analytics and business intelligence and initiated a deep dive, with the executive team and the CFO in particular, into the data the company had collected over the prior several years. In fact, the data was spectacularly complex—thousands of SKUs on the product side, and dozens of competing needs and interests on the corporate side. I spearheaded collaboration among our C-suite to narrow down our goals to about a dozen and to put all our collective weight (supported by the business intelligence strategy) behind these opportunities.With new knowledge in hand--real-time analysis through business intelligence reporting--we could pivot much more effectively based on market trends and customer behaviors. The results were the unprecedented addition of seven figures in profitability in just 6 months, not to mention a huge uptick in critical financial ratios.To learn more about my president role, please connect with me on LinkedIn.

My experience prior to joining Visible Supply Chain Management (formerly Pro Star Logistics) was at the CEO level; I translated what I had done for that 1100-person organization to this 250-person business and helped it grow exponentially. In fact, the company’s growth was recognized by the Utah Chamber for being one of the state’s 50 fastest-growing organizations--#2 on Utah Business’s Fast 50 2017 list.As a strategic leader, imposed a greater level of corporate structure and ensured that the budget was aligned to our business objectives. This meant both mentoring our senior-level Directors and providing the right resources to enable the business to transcend its middle-tier size and quickly grow 400+%. In addition to managing organic growth, also helped to integrate a number of acquisitions into the business and to rebrand the entire company into its current form, Visible Supply Chain Management. None of these goals would have been attainable without my installing business intelligence software (Tableau) as a resource that gave us immediate insight into our business.It is interesting to note that I was invited to join the board of directors within 2 months of my hire as COO, as the only non-owner participating at that level. The company’s leaders were strongly focused on revenue growth; while I contributed greatly to the achievement of their expansion goals, I also stood up for management and our employees to ensure that they also benefitted from this growth-minded culture.