Implement military personnel management programs and provide staff guidance and detailed operating instructions to Joint Staff Directorates and separate offices to accomplish military personnel management responsibilities.

The Eisenhower School prepares select military officers and civilians for strategic leadership and success in developing a national security strategy and in evaluating, marshaling, and managing resources in the execution of that strategy. Under the guidance of the Chairman, Joint Chiefs of Staff, the Eisenhower School Commandant, and faculty prepare senior military officers, government civilians, and selected representatives from the private sector and international officers for the national security challenges of the 21st century.

Responsible for ensuring the 3d Infantry Division, an organization with over 50,000 soldiers and civilians, recruits, develops, and retains the nation's best citizens. I identified challenges and opportunities that prevented the organization from connecting with the surrounding communities. The endeavor to connect with community leaders led to a 60 percent increase in local businesses partnering and sponsoring events for military members and their families.  I developed a mobilization plan that connected disparate nodes to ensure the rapid deployment of personnel to Eastern Europe. The mobilization plan reduced the time to deploy personnel from five days to three days.

The lead strategist for developing and codifying plans for contingency operations in the United States Central Command Area of Operation. Coordinate efforts with staff from other military service components and Interagency partners to accomplish military objectives. I developed strategic guidance for an organization of 12,450 personnel. The direction identifiedgeopolitical and macroeconomic trends and risks that could impact the organization's objectives. I directed research and the implementation of 12 projects to identify strategic partnership opportunities, joint ventures, and acquisitions to help the organization achieve its goals. I directed and conducted wargaming and scenario planning to anticipate future opportunities, requirements, and associated risks to maintain the organization's competitive advantage. Wargaming improved the critical thinking and problem-solving skills of an organization responsible for providing solutions to one of the most vital regions in the world.

Developed and delivered recommendations to the Army's Chief of Staff for all matters related to the movement and placement of the Army's general officers. In so doing, I prepared correspondence for the Chief of Staff of the Army, the Joint Chiefs of Staff Chairman, and the Secretary of Defense to recommend the appointment of general officers to the President of the United States and confirmation by the United States Senate. Led the identification, vetting, and placement of candidates, which provided senior executives with a diverse pool of candidates and reduced the risk created due to sudden leadership changes. Developed and managed a database that captured candidates' knowledge, skills, and attributes; the digital tracking system ensured the precise alignment of talent with the organization's strategic direction and goals.

In this assignment, I developed the instruction program for senior Human Resource professionals attending training at the United States Army Soldier Support Institute. The two-week training program provided students with the skills required to manage the human resources requirements for their organizations. I developed a curriculum to educate Human Resources professionals on how to advise decision-makers and lead Human Resources departments. I developed a curriculum focused on performance management; this curriculum enabled Human Resources professionals to clarify job responsibilities and expectations, resulting in enhanced individual and group engagement. I developed a curriculum focused on Human Resources audits; these reviews enabled senior leadership to assess and identify Human Resources programs, policies, and practices that were succeeding or areas that were out of compliance.

In this assignment, I managed the planning and allocation of personnel for an organization that provides logistical support to the 3rd Infantry Division and units deployed to Southwest Asia. Because our recruitment and retention rates were low, our team developed a data analytics program to assess the organization's requirements. The program enabled us to recruit and retain a more diverse group. The program emphasized commitment versus compliance and how an engaged team increases productivity. As a result of our efforts, the retention rate rose from 30 to 96 percent in less than 18 months. While inspecting human resources operations, I discovered that the organization did not recognize its teammates for their contributions. Our team developed and implemented an awards program to foster a culture of care that ensures that all members feel like they are part of a team. I have deployed over eight hundred soldiers to Southwest Asia in support of Operations Spartan Shield and Enduring Freedom. During this deployment, I planned, resourced, and synchronized the movement of personnel into Iraq in the initial stages of Operation Inherent Resolve.

Executive Assistant (Aide-de-Camp) to the Commanding General of the 1st Theater Sustainment Command. The primary point of contact for internal and external agencies on all inquiries to the Commanding General. Planned and coordinated the Commanding General's travel and senior leader engagements to countries throughout Europe, Southwest Asia, and Asia without incident

In this assignment, I planned, coordinated, and managed the Human Resources support for over 2,000 personnel in Southwest Asia and Fort Bragg, North Carolina. In less than two months, in coordination with the United States Army Human Resources Command and the United States Army Forces Command, the organizations implemented a plan to ensure deployment predictability. This method reduced the time away from family members from 12 to 9 months.

Aide-de-Camp to the Commanding General of the 1st Theater Sustainment Command. The primary point of contact for internal and external agencies on all inquiries to the Commanding General. Planned and coordinated the Commanding General's travel and senior leader engagements to countries throughout Europe, Southwest Asia, and Asia without incident.

As an operations supervisor, I managed large earth-moving tractors' budgets, fabrication, and assembly. This position permitted me to understand the dynamics of labor unions and collaborate with customers from around the globe. These interactions increased my people skills and cultural awareness. I lead the team to achieve International Standards Organization (ISO) certification. The team earned Platinum ISO certification, the highest level, and saved the company over $2.7 million during the next three years. We maintained a 100 percent shipment rate and a zero percent defect rate in the products we supplied to our customers for three consecutive years. The zero percent defect rate saved over $4 million.

Designed, planned, resourced, and synchronized the advanced training for the organization. Provided personnel with an understanding of using simulations to support training requirements, a sense of the weakness of each venue (live, virtual, and constructive), and the importance of the after-action review to capture lessons learned and how to improve overall organizational effectiveness. Led a study to understand the root cause of why electronic jamming devices failed during operations. Designed and implemented a training program to help personnel defeat Improvised Explosive Devices. Designed scenarios to prepare organizations for critical phases of their mission.

Served as the senior technical advisor for the organization's maintenance program. Responsible for the health, welfare, and training of 95 personnel. Managed and tracked the reconstitution program for a fleet of 215 vehicles and managed a budget of over $30 million. Awarded the Phoenix Award in 2003 for the best maintenance program in the Department of Defense, the first for the 3rd Infantry Division. Designed and implemented a program to regenerate 215 vehicles after redeployment from Operation Iraqi Freedom I; our team finished the maintenance ahead of schedule, which resulted in a cost savings of over $14 million.

Coordinated the logistical support for an organization required to deploy within 72 hours of notification by land, sea, or air to anywhere in the world. Supervised the staff and informed the commander on organizational climate and culture matters. Coordinated and synchronized the flow of information between the staff and the senior officer. Negotiated a $256,000 contract to acquire materials to construct a Morale and Welfare Center; this center provided internet and telephone services, which increased the access personnel had to their family.  Negotiated a $500,000 contract to acquire equipment to construct two schools and a clinic, which increased the trust between the Iraqis and Coalition partners.

Responsible for the health, welfare, and deployment of thirty-one personnel within 72 hours of notification by land, sea, or air to anywhere in the world. Lead and control personnel during military operations. Coach, teach, and mentor personnel to assume increasing levels of responsibility. Vetted, selected, and trained an Iraqi security force to assume responsibility for the inactive Tawaitha Nuclear Research facility in Tawaitha, Iraq. The training of this security force enabled the unit to return to the United States ahead of schedule. Resourced and planned the restoration of essential services for Tawaitha, Iraq, after major combat operations ended in Operation Iraqi Freedom I. The restoration of services provided a sense of normalcy for the residents of Tawaitha.