Accountable for bp’s coordinated and comprehensive engagement in trade and advocacy organizations, driving bp’s advocacy through these third party organizations and ensuring bp’s corporate interests and reputation are advanced and protected.

Responsible for external affairs and advocacy for the U.S. east coast, including government relations in support of bp gas and low-carbon energy businesses and branded retail fuels in the New York-New Jersey direct market region. Focus on issues advocacy and brand management, strategic planning, stakeholder engagement, emergency preparedness, crisis response and communication, creative problem solving, community investments and political and grassroots activity.

Bancroft Global Development is a 501(c)(3) nonprofit/non-governmental organization that conducts professional education programs in conflict zones in order to deliver permanent solutions to the economic, environmental, and societal harm caused by armed conflict and the hazardous remnants of war.Responsibilities included international business development, government relations, and strategic planning.

I served as the deputy to the Deputy Assistant Secretary of Defense (DASD) for African Affairs, the senior Department of Defense official for defense policy and strategy related to Africa, responsible for providing policy recommendations and strategic advice to the Secretary of Defense and Undersecretary of Defense for Policy. In addition to serving as deputy to the DASD, I was responsible for planning and directing all administrative, financial, and operational activities for the Office of African Affairs, consisting of 20 senior civilian, military, and contractor personnel.

I managed a team of civilian and military national security professionals responsible for a broad range of plans, policies, and programs focused on regional security issues in North, West, and Sahel Africa. These included military plans; counter-terrorism; force posture and basing; force management; capacity building of partner defense institutions; peacekeeping; counter-narcotics and other illicit trafficking; information operations; and counter-piracy. My major responsibilities included: -- Reviewing and developing policy recommendations and providing analysis and advice to senior Department of Defense officials regarding defense and security strategies and policies related to assigned countries in Africa. -- Coordinating closely with the National Security Staff, Department of State, the Joint Staff, military departments, AFRICOM, the intelligence community, other agencies of the U.S. Government, foreign partners, and public affairs. -- Working with country teams, defense attaches, and the Defense Security Cooperation Agency (DSCA) to develop and implement security assistance programs, including defense institution building (DIB), Foreign Military Sales (FMS), Foreign Military Financing (FMF), and Counter-Terrorism Partnership Fund (CTPF) expenditures under various Congressional authorities in excess of $200M. -- Briefing members of Congress and professional staff on DoD plans and programs, and assisting with the preparation of Congressional testimony for senior DoD officials.

In this position I developed, coordinated, and oversaw execution of defense policy and strategy for North Africa within the Office of the Undersecretary of Defense for Policy, with a focus on Libya. In this capacity I: -- Created and presented DoD policy positions to the National Security Council staff, Department of State, the Joint Staff, the Intelligence Community, U.S. Embassies, foreign governments, and U.S. Africa Command. -- Prepared decision memoranda and position papers for the Secretary of Defense, Undersecretary of Defense for Policy, the Assistant Secretary of Defense for International Security Affairs, and other senior defense officials. -- Supported the Secretary of Defense and several Senate-confirmed officials’ participation in White House meetings and Congressional testimony, resulting in Presidential and Congressional support for DoD plans and programs.

As chief of staff I was responsible for the efficient and effective functioning of the Office of the Chief of Public Affairs (OCPA) and for the synchronization and integration of all Army internal and external communication efforts. I managed a staff of more than 70 public affairs and communication professionals, as well as all human and monetary resources within OCPA. This included managing a budget of $16 Million, with oversight of contracts worth $7 Million. I enforced organizational policies and procedures, oversaw the implementation of CPA priorities, and provided guidance and oversight for high-priority and high-visibility efforts.

As the director of strategy and plans, I was responsible for developing and assessing the effectiveness of all Army strategic communication plans and overseeing the development of supporting communication plans within the Office of the Chief of Public Affairs, across the Army Staff, and in support of subordinate headquarters.

The U.S. Army War College educates and develops leaders for service at the strategic level while advancing knowledge in the global application of landpower, by providing high quality professional military education, and aggressively conducting research, publishing, engaging in discourse, and wargaming.

I served as the commander of an organization of over 450 soldiers, including more than 30 subordinate officers, and exercised responsibility over human resource management, training, maintenance, logistics, planning, operations, and risk management.During this time I led the organization as it was built from scratch at a new installation, with less than 18 months to ensure it was trained, manned, and equipped for a combat deployment to Afghanistan. As we built the team, I identified people's talents and put them to best use, regardless of rank. I ensured they understood my vision, had the resources they needed, and let them do the job. When time was of the essence and resources were short, I successfully identified and prioritized critical capabilities and tasks. Throughout all, I accepted and managed risk, especially in empowering junior leaders.

In Afghanistan, I led a 700+ member U.S. Army task force deployed to conduct counterinsurgency operations in full cooperation with other U.S. Government agencies and Afghan National Security Forces. My responsibilities included planning and overseeing the execution of combat operations; advising and assisting Afghan National Security Forces; overseeing U.S. Government-funded economic development projects in cooperation with State Department and USAID officials; fostering good governance; risk management; and program assessment.During our 12-month deployment, I managed complex and hazardous operations by developing and enforcing systems and standards, conducting thorough planning, and leading through well-trained subordinates. I led several capabilities gap analyses focused on Afghan National Security Forces and developed plans and programs that resulted in increased capabilities. As a result, I was able to extend my unit's limited reach and expand security by trusting and empowering these improved local forces. I worked with local partners, other U.S. Government agencies, and NGOs to identify areas in which development and economic aid could be applied most effectively to achieve sustainable effects. Finally, critical to success in this environment was effective strategic communication to multiple internal and external audiences.

Responsible for planning, coordinating, and synchronizing special operations (to include counter-terrorism operations), sensitive military activities, and personnel recovery operations within the CENTCOM Area of Responsibility, as well as advising the CENTCOM commander on authorities governing sensitive military activities and special operations. My duties involved extensive interagency and cross-DoD planning and coordination, to include extensive work with the intelligence community.

Responsible for the efficient and effective functioning of the office of the U.S. Central Command Director of Operations (2-star general). Responsible for communicating and maintaining focus on senior executive priorities, efficiency of staff procedures, and enabling effective decision-making.

Plans officer in the Arabian Peninsula Branch within the Plans Division of the USCENTCOM Operations Directorate, where I developed strategic and operational plans on behalf of the commander of U.S. Central Command. My responsibilities included identifying requirements, developing courses of action, assessing risk, and measuring progress. This position also required extensive cooperation and coordination with the National Security Staff, the Department of State, OSD/USDP, the Joint Staff, numerous country teams, other combatant commands, and other U.S. Government agencies in the interagency policy and strategy development processes.

Battalion (1st Battalion, 30th Infantry) and Brigade Operations Officer in the 3d Brigade, 3d Infantry Division at Fort Benning, GA, and in Iraq from Jan 2005-Jan 2006. Prior to deploying to Iraq, I was responsible for developing and resourcing training plans. I Iraq I planned, resourced, synchronized, and oversaw the execution of combat operations for a 4000+ soldier Brigade Combat Team. In this position I allocated resources and made operational decisions in a dynamic environment based on the commander’s guidance and intent.