Serves as the Branch Chief Engineer and SME for Sensors in Foreign Military Sales (FMS) acquisitions. Provides systems support, technical design, and analytical expertise in areas related to the planning, design, development, and testing of all types of fixed and mobile radars. These projects include, but not limited to, power generation, security infrastructure, plus other components that make up the total package approach for the weapon system. In addition, serves a key leader in the sensors business capture team—working closely with partner nations to develop new FMS cases by gathering and refining operational and technical requirements. In addition, responsible for defining the work assignments of Government, MITRE and Advisory and Assistance (A&AS) engineers to include: 1) Reviewing all contractor technical reports, drawings and specifications delivered for contract compliance; 2) Assisting the Program Managers and Branch Chief in developing, monitoring and reporting all associated technical risks and developing technical risk mitigation plans; 3) Assisting the Program Managers and Branch Chief with planning and execution of contractor in-plant and field level testing and demonstrations; and 4) Coordinating with and assisting the HBN Cyber team in developing, monitoring and executing all Cyber engineering related activities for sensor programs.

Serves as a key member of the Development Planning Branch that delivers innovation avenues, and foundational capabilities that powers HN to rapidly acquire and integrate solutions enabling the Air Force’s Advanced Battle Management System (ABMS) and the Joint All-Domain Command and Control (JADC2) strategic efforts. Delivered strategic planning and technical expertise to the Technology and Alternatives Working Group (TAWG) in support of the ABMS Analysis of Alternatives (AoA). The TAWG is responsible for examining all applicable technologies and materiel concepts to define the baseline and alternatives to be analyzed for the AoA. Serves as a key member of the Comment Tactical Edge Network (CTEN) Team. Advises the Quick Reaction Capabilities Branch Chief by assessing efforts to enable data sharing between disparate aerial networks with the goal of sharing tactically significant information to support warfighter needs.

Serves as the technical lead for all integration and implementation activities, to include providing oversight on capability insertions, tech refreshes and support equipment modifications revolving around the Air Force’s implementation of the Modernization Enterprise Terminal (MET). Integrates facility and system upgrades at 22 strategic Satellite Communication (SATCOM) sites supporting the Air force Wideband Enterprise Terminal (AFWET) Program Office. Advises the AFWET Program Manager (PM) by assessing current communications architecture and working with both internal and external technical resources to chart the program’s future path. Coordinates with external Government Agencies, deployed Combatant Commands, government Engineering & Installation teams, government contractors, and local site personnel.

• Transitioned radar development and procurement efforts to a test-driven development process, which brought Reliability Growth and Cyber-security testing in on the front-end of the development cycle for gains in maintainability/sustainability and system protection.• Authors and maintains with Lead Developmental Test Organization (LDTO) the program’s Test and Evaluation (T&E) strategy for a $1.7B long range radar acquisition. T&E strategy verifies and validates (V&V) key operational requirements to ensure 100% mission readiness.• Conducted formal and informal contractor test plan and procedures reviews throughout the Technology Development (TD) phase. Provided technical inputs on requirement traceability, identifying operational relevant test cases, radar design issues, and the test schedule conflicts.• Led 8 multi-organizational T&E engineers to develop and implement 3DELRR’s Certification for Operational Test and Evaluation (OT&E) process in accordance with AFMAN 63-119, which reduces the risks associated with the transition from Developmental Test & Evaluation (DT&E) to OT&E.• Directed 7 member T&E team, proposed Engineering and Manufacturing Development (EMD) schedule saving options; implemented by the program office resulting in a $3M savings.• Authored the program's first Modeling and Simulation Support Plan (M&SSP), which is the overall M&S guidance, critical to informing program management decisions regarding system requirements, employment concepts, system design and affordability, and test planning.• Created the Modeling and Simulation (M&S) Verification, Validation, & Accreditation (VV&A) process, reduces risk through quality checkpoints, documented assumptions, and authenticating model outputs for accuracy.

Provide strategic leadership for multidisciplinary team of 20 experts from government and industry in conducting extensive research and testing for $2.4B long-range radar acquisition. Develop strategy across all program phases to test system design and deliver achievement of operations requirements. Integrate Test and Evaluation (T&E) with Modeling and Simulation (M&S) activities to deliver cost-effective total system assessment. Serve as liaison, utilizing in-depth technical knowledge and leadership strengths to implement innovative data management strategy. Authored Data Management Strategy; developed program strategy for high-level approval

Spearheaded launch-site processing and integration activities for $1.8B WGS spacecraft constellation; led team of 10 in enhancing communications capabilities. Oversaw development of spacecraft mission schedule and launch base test plan as well as all mission assurance activities. Certified launch-base readiness across flight hardware and software systems and facilities. Recognized processing opportunities and quickly resolved issues within early phase of program launch integration. Effectively isolated test equipment failures to deliver cost savings of $2M

Managed technical surveillance of launch-site spacecraft processing to ensure alignment with operational requirements. Oversaw eight facilities valued at $477M; administered annual budget of $35M. Directed team of six; developed policies, standardization, safety and security. Supported acquisition, engineering and mission assurance for satellite systems program offices (SPOs). Created and implemented launch group policies, procedures, and training. Supervised operations instruction program; authored and edited publications defining operating standards. Compiled briefings for senior leadership.