Participate in the establishment of policy and guidance for the joint- basing of forces and the corresponding installation support. Coordinate the development, submission, and/or justification changing force structure requirements of the agency and modernization initiatives as it relates to facilities. Monitor transformational changes, and plans for the associated reallocation and distribution of funds to meet emerging requirements. Develop recommendations utilizing comprehensive knowledge of and extensive experience with various staff programs to conduct issue analyses, modeling, and research. Conduct and/or coordinate the conduct of installation stationing analysis. Coordinate draft recommendations for environmental documentation for all realignment/re-stationing/stationing actions, regardless of proponency. Perform studies, conducts analysis, and submits staff papers which serve as input for the establishment of objectives and policies or adoption of a position on vital matters. Draft position papers on joint basing unit stationing actions for which there are installation implications.

Serve as primary contract support to international engagements, including regional organizations as well as direct bi-lateral engagement, particularly focused on non-standard or emerging threats. Conduct research and prepare position papers and briefings for key leaders to understand and make informed decisions in a timely manner. Coordinate as appropriate across the Headquarters Staff to support the decision-making process of the Army.

Responsible for corporate-level ISO 9001:2015 quality compliance.

Senior analyst providing mission command, force integration, and force management to the Army. Strategizing ReARMM modernization and documenting LIN BOIPs to field to the Army formations across the US and Pacific. Senior advisor responsible for leading, training, and providing force management subject matter expertise to cross-functional teams within the HQDA G-3/5/7, G-6, G-8, USAFMSA, and PEO C3T. Manage and maintain the annual command plan process that compliments modernization.

Senior analyst providing mission command, force integration, and force management to the Army. Strategizing ReARMM modernization and documenting LIN BOIPs to field to the Army formations across the US and Pacific. Senior advisor responsible for leading, training, and providing force management subject matter expertise to cross-functional teams within the HQDA G-3/5/7, G-6, G-8, USAFMSA, and PEO C3T. Manage and maintain the annual command plan process that compliments modernization.

Senior consultant with specialized experience developing, planning, and implementing Emergency Management programs supporting the Office of the Chief Information Officer (OCIO) at the Department of Energy (DOE). Provided technical advice and guidance on delivery and coordination of Continuity of Operations (COOP) and Emergency Preparedness strategic plans and policies for the OCIO. COOP lead supporting the development and implementation of OCIO’s COOP Plan. Coordinate major project efforts with the National Nuclear Security Administration (NNSA) and the Department of Homeland Security (DHS) to enhance the readiness of emergency preparedness. Analyze system policies, objectives, and strategies to validate the effectiveness of the existing COOP and emergency management program for OCIO. Participation in Eagle Horizon planning, training, and exercises. Subject matter expert with developing master scenario events lists (MSELs), tracking and maintain documentation, policy review, and special projects. I developed and led emergency management and preparedness reviews in order to implement effective emergency management programs. Wrote studies to mitigate emergency management planning gap(s) and corrective measures plans to improve emergency management. Read and reviewed DOE’s policies and procedures for emergency management and COOP. Developed reports/studies of the findings identifying emergency planning gaps. Collaborated with the DHS for lessons learned to improve and validate the OCIO COOP Plan. Developed and participated in independent OCIO COOP and Emergency Preparedness studies to ensure that OCIO is prepared and capable to perform its mission essential functions (MEFs). Conducted biennial assessments of the IM COOP Program to ensure the program is compliant with the legislative, regulatory, and policy directives within DOE Order 150.1A, Continuity Programs.

SME/Senior Consultant

As a Lieutenant Colonel, I possess the grade qualification at the NQ-03 pay band and equivalence to GS-14. Supervised and led an Army Staff consisting of logistics, legal, intelligence, finance, operational and emergency management, and human resources personnel. Advised executive management on budget, costs, and financial analysis using General Fund Enterprise Business System (GFEBS) in the acquisition of new organizations into the force. Participated in the planning, programming, budgeting, and execution (PPBE) process used widely throughout DoD to allocate resources and appropriations approved by Congress to resource personnel requirements. Organization allocations were identified in the program object memorandum (POM). Planned and executed the Army’s decision-making process using analytical methodologies, research, assessments, and evaluation techniques for executive management to redefine, if necessary, the physical security aspect of emergency management. Assessed the operational priorities and set realistic goals that included managing the workload or personnel resources through the four phases or stages of organization acquisitions. Faced with competing resources at different stages of assessing the emergency management program, I reprioritized and adapted to the shortened deadline for completing multiple complex assignments with competing deadlines. I also recognized individual performance and extended appreciation. Expertise and knowledgeable in program analysis related to readiness and emergency preparedness, COOP activation, manpower requirements, emergency funded authorizations, continuity operations, devolution, reconstitution, and continuity of government operations. I was a verified military law enforcement official that researched and reviewed local, state, and federal emergency management laws, regulations, and policies to plan, implement, and execute emergency management programs within military facilities.

Effectively negotiated force management activities and recommendations and gained approval from senior leaders and implemented proposals, resources, cost-benefit analysis model. Conducted organizational changes, manpower studies, and requirements determination to adapt and affect change. Initiated, planned, and implemented the pre-designed Concept Plans to transform a military training command. Maintained a thorough, detailed and operational knowledge of the Command’s mission to accurately define the strategic goals. Continuously communicated information by publishing memorandums, point papers, decision papers, and executive summaries on force structure requirements. Established bridging strategies for capability gaps, budgetary and resource constraints, and provided critical analysis to the Command and Staff. Collaborated daily with stakeholders at division-level, Training and Doctrine Command (TRADOC), US Army Cadet Command (USACC), and US Army Recruiting Command and implemented force structure decisions and regulatory guidance. Key Achievements: - Led a team of 12 personnel that reorganized and transformed the Command while directed to take a 10 percent reduction (-804 authorizations) without degrading the mission capability. - Preserved 100 percent of capability support to a major command.

Served as the primary HQDA Force Structure Command Manager and implemented decisions regarding all organizational, augmentation, document changes, and Command Implementation Plans with the Army Staff. Conducted force structure analysis and participated in the development of HQDA force management policies, statements, instructions, procedural guidance and the PPBE and POM process. Used GFEBS as a tool for cost and accounting data for senior leaders to prioritize and make informed decisions. Drafted formal correspondence memorandums, letters, reports, qualitative and quantitative analysis, and spreadsheets to internal and external customers that included contradictory viewpoints of force structure decisions. Self-initiated and facilitated communication activities with the US Army Forces Command, TRADOC, I CORP, US Army National Guard, and US Army Reserve by leading a transformation project directed by the Chief of Staff of the Army. The nationwide impact allowed the Army to provide a force multiplier to its deployable assets. Independently negotiated policies, procedures, and organizational changes for a major army command (US Army 7th Infantry Division) and ensured the team members met the project goals and deadlines. Independently facilitated resolutions to problems by assembling the organizations and brainstorming recommendations to achieve a win-win outcome. Developed authoritative position/point papers and responded to multiple congressional inquiries and audit findings regarding Active Army Reserve and Army Guard full-time resource allocations. This was in effort to follow the current and future year POM plan. Developed the formal audit briefing slides and presented the findings to senior military officials that required minimal revision by the supervisor. Planned, prepared, and presented issues and offered proposed solutions to senior level officials regarding the transformation of the US Army 7th Infantry Division organization.

Synchronized and integrated internal directorate resource operations in support of the Director, Senior Executive Service-level official, and five subordinate divisions. Managed six internal control program managers responsible for implementation of internal controls set forth in the Federal Managers Financial Integrity Act and associated policies. Conducted force structure analysis by leading an innovative team in the design and development of HQDA strategic force management policies. Key Achievement:  - Obtained a 100 percent compliance rate of all the internal control programs.

Served as the protection force integrator responsible for preparing, analyzing, coordinating, and developing Courses of Action (COA) with recommendations on proposed modifications for Army Reserve protection capabilities. Provided subject matter expertise on cost benefit analysis and funding strategies in support of organizational redesign. Led a 20-person team that planned and executed the first force management conference that required Secretary of the Army approval. Negotiated funding considerations to support a 50 percent increase in available training seats at the Army’s Force Management School. Key Achievements: - Successfully executed 12 programs that redesigned protection units through the Army staffing and approval process.  - Enabled the Army Reserve to qualify 60 percent more Functional Area 50 (Force Management) personnel and eliminated a long-standing training backlog.

Program manager for 110 military law enforcement organizations. Achieved a 100% scheduling rate for training mandated by congressional law. Created the premier military law enforcement training program for all the Army Reserve. This program increased the overall training readiness of law enforcement units by 60% in a 24 month period.