Direct the activities of employees with responsibility for providing advice to Fort Sill Program Directors in the areas of force management, management analysis, manpower documentation, organization and structure. Analyze the Fires Center of Excellence (FCoE) Commanding General's manpower functions and missions, maximizing efficient and effective utilization of available resources.• Key member of the civilian placement work group that developed and facilitated the process which allowed the FCoE to place qualified adversely affected employees in vacant authorizations rather than become displaced. This process was recently adopted as a Training and Doctrine Command best practice. Served as the quality assurance person ensuring the hiring and placement plan would positively impact the greatest number of affected individuals. • Utilize Lean principles to maintain manpower hire ceilings and determine reductions directed by higher headquarters and to develop long-range manpower projections. Continuously monitor the utilization of military and civilian workforce. Evaluate overall mission requirements and authorizations, make appropriate recommendations and negotiate changes deemed necessary with higher commands. • Lead groups of analysts engaged in the conduct of special projects/studies having potential for major impact on mission and crossing organizational lines. Recommend feasible courses of action regarding FCoE manpower and force management issues in all major functional areas. • Review proposed manpower requirements determination models, functional program estimating equations, and manpower staffing standards; provide advisory services to organizations and perform analysis of requirements, structure, capabilities of existing personnel, and availability of outside and contractor personnel, in order to recommend the most equitable and efficient distribution of military and civilian authrizations to the various functions.

Served as an expert advisor, consultant and specialist on acquisition programs to support US Army, FCoE. Determined the new missions set within the Directorate of Resource Management executing the establishment of a new branch. Developed an initial branch strategic plan creating a vision, mission, and strategic goals. • Directed the workload and activities of 8 Management Analysts. Evaluated performance, counseled and mentored employees in all aspects of their jobs. • Revised and managed the U.S. Army FCoE contract management program and served as the principal advisor to the command and staff on all contracting matters including feasibility of meeting requirements through contracting, procurement or alternative means. Extensive knowledge of the Federal Acquisitions Regulation.• Led all phases of the acquisition process from requirements definition through contract completion. Used cost management strategies to determine past costs, project future costs, take actions to control these costs, and make recommendations to reallocate resources and contracts to improve productivity by utilizing Lean Six Sigma principles. • Developed and implemented strategic cost management policies and performed cost accounting, economic and performance analysis that improved financial management and mission accomplishment. • Performed analysis of financial and cost data on a regular basis and for special projects. Advised senior leadership of problems, trends, unfavorable ratios and deviations from normal which were disclosed by the analysis of resource management or cost information; developed plans for corrective action.• Developed, facilitated and led numerous Cost Culture Team meetings with the target audience of key leaders and personnel throughout the Fort Sill Enterprise. Maintained regular contact with the Deputy Assistant Secretary of the Army-Cost and Economics (DASA-CE) as the primary Fort Sill contact regarding Cost Culture efforts within the Army.

Served as an agent of the Commanding General of the 21st Theater Sustainment Command on accounting, financial, managerial and operational practices. Developed a thorough review plan that included audit techniques, scope, and methodology to identify conditions, causes and effects for each audit. Most audits were without precedent and required considerable innovation in devising an approach. Utilized Generally Accepted Government Auditing Stantards (GAGAS) Yellow Book.• Conducted activities related to the detection of fraud, waste, and abuse. Evaluated the adequacy and effectiveness of the organization’s internal controls and the quality of performance in carrying out its assigned responsibilities. • Analyzed data to form an objective opinion on the adequacy of and compliance with management policies, directives and procedures. Reviewed regulations, operational plans and manuals, records, reports and methods for accuracy and effectiveness. • Provided oral and written briefings to the Commanding General throughout reviews and at the conclusion. Discussed deficiencies and recommend corrective action. Established audit files and working papers in sufficient detail to reveal the nature and extent of work performed.• Served as the project manager for a Lean Six Sigma project that produced $1M in cost savings and allowed the U.S. Army, 21st Theater Sustainment Command to reallocate resources to more effectively meet mission needs.• Performed complex cost benefit analysis and used Lean Six Sigma tools as a systematic approach to identify waste, focus activities on eliminating it, and maximize resources to satisfy other requirements. • Actively participated in all Lean Six Sigma Executive Steering Committee meetings chaired by the Commanding General and reported the audit results of completed Lean Six Sigma projects that had benefits greater than $200K each per year to ensure the command was realizing the full benefit of all completed projects for the periods projected.

Performed internal control audits for numerous clients including Banks, Financial Institutions, Credit Unions and Brokerage Firms. The scope of the audits included in-depth analysis across the full spectrum of financial operations. • Tested items for compliance with Sarbanes-Oxley, Generally Accepted Accounting Principles, regulatory agents, company policies and audit committee standards; prepared all audit documentation including fieldwork reports, recommendations, final reports and follow-up reports. • Responsible for recognizing discrepancies, developing action plans and following up once audit was complete.• Developed and distributed correspondence related to all levels of the audit to the appropriate audiences: Government Regulators, CEO, CFO, Audit Committee, Managers and other stakeholders.• Reviewed the results of the audit with each client to ensure that their practices were not only the most efficient and productive as possible but also to ensure that they were complying with applicable laws and regulations. • Assisted clients with developing new, more efficient ways of conducting business as well as standardizing their operations across the full spectrum of their organization or company.

Supervised all branch personnel; interviewed, hired and constantly maintained staffing levels. Successful leadership and management skills had a positive impact on numerous branches, increasing operational functionality and sales productivity. • Continually assessed the impact of processes and controls on the daily operations to ensure an efficient environment and compliance with service and regulatory standards. Ensured all employees were trained on all principles, concepts, policies, procedures and methods of security including document, physical, personnel and information security.• Completed quarterly performance appraisals; mentored and promoted employees based on individual job performance. • Responsible for forecasting daily cash requirements and reserves in excess of $10M and served as the sole vault custodian while maintaining the branch budget to ensure money was spent in the most cost effective manner. Gained expertise in loan origination, closing and funding. • Worked on a team which developed a new training manual for both managers and new hires in order to clearly and concisely communicate company standards and procedures. Manual was distributed company wide.