Project leader and senior advisor to the Office of Satellite Ground Systems, and the Office of Systems Architecture and Advanced Planning, in the National Environmental Satellite, Data, and Information Service- Leading effort to study, design, and develop a repurposed NESDIS satellite capability for the U.S. Air Force- Advising on a project to study the potential use of other NESDIS satellite ground capacity for the USAF- Helped design the architecture for the next generation of weather satellites, and established systems architecture and systems engineering processes within NESDIS- Developed improved coordination methods between the Department of Defense and NESDIS

Aerospace, satellite, meteorology, and space weather consultant for Kegman, Inc., Helical Communication Technologies, Inc. (HCT), and Burdeshaw Associates LLC. Program management, business development, opportunity creation.- Won new contract for HCT to build antennas for a U.S. Air Force nanosatellite program (Dec '14).

New business development in environmental/weather areas, as well as space, and space weather. - Won a $2 Million ground segment architecture study for DoD's Weather Satellite Follow-on program; made inroads to new customer base. - Directed strategic planning, proposal development, pipeline development, competitive intelligence, and customer interface. Led strategy development and customer interaction to enhance company’s understanding of requirements. - Directed use of multimillion dollar annual budget of direct labor engineering and management, efforts of 8-10 matrix people, and ensured coordination of multimillion dollars for R&D to produce customer solutions and relevant marketing tools. - Managed product line follow-on pipeline, adding $150 Million, and the new business pipeline, adding several hundred million dollars, including international pursuits in Brazil, Canada, and Korea. Developed new business while spending 5% less funding than previous year.

Personal sabbatical after transition from USAF.

Established new office for continuous process improvement. Provided training, mentoring of employees, and facilitation of process improvement activities for an 800-person center. - Developed strategic plan for this new office and began implementation while completing training. - Finished academic coursework from two different Lean Six Sigma Black Belt courses. - Implemented immediate remedies and improved internal documentation process, streamlined procurement processing time by 20%, and improved operational reporting procedures. - Streamlined personnel scheduling and improved operations, and saved over 100 man-hours/year.

Led all facets of personnel management, operations, staffing, and resource management for 98-person organization. Oversaw operations of the $1.3 Billion atmospheric and space portion of the nuclear treaty monitoring mission, providing sensor reports to US policy makers to guide international nuclear policy. - Knowledgeable of full AFTAC mission and customer interactions. Managed $7 Million budget. - Resurrected old satellite sensor for expanded testing and delivered new threat detection capability thereby saving $40 Million of research and development expense. - Increased the functionality of a satellite operations report, saving over 1,100 man-hours per year of processing time. - Mentored personnel to win the 2008 Air Force Science and Engineering Team of the Year award. - Negotiated with USNORTHCOM Senior Leader; obtained their participation in an AFTAC exercise.

Led 85 personnel and oversaw a budget of over $500,000 and meteorological equipment worth over $60 Million. Directed all weather operations at Patrick AFB and Cape Canaveral AFS. - Accelerated automation of weather observing operations at Patrick AFB--saved $1 Million. - Led team to an "outstanding" (highest) rating in unit's first-ever standardization evaluation, and received two of the three 'best practices' in the 45th Space Wing during its readiness inspection. - Motivated personnel to success and won award as the best specialized weather unit in Air Force Space Command for 2005 and 2007. - Empowered all employees to reach their fullest potential; one earned the highly prized NASA 'Silver Snoopy' award, presented by the astronaut corps. Fostered teamwork with a "do the right thing" attitude.

Directed the office and managed daily workload and scheduling for the highest ranking Canadian officer in the US, the Deputy Commander of NORAD. Managed the executive services and programs for this 3-star general. Organized, managed, and directed the functions of entire office and maintained morale, welfare, and professional development of support personnel; supervised 5 people in very highly selective positions.

Led ground breaking meteorology and oceanography (METOC) operations during start-up of USNORTHCOM, the new Homeland Defense command in the Department of Defense. - Analyzed organizational issues and requirements, then developed and implemented enduring policies and procedures. Directed METOC operations for USNORTHCOM and Homeland Security interactions.- Organized and directed 4 personnel to set up the first-ever METOC operations for hurricane and earthquake relief efforts. Managed the change of information flow to a "need to share" environment, enabling enhanced transfer of information and ideas to improve homeland defense and security. - Developed enhanced relationships with senior executives in the US Navy, Air Force, Mexican Navy, National Weather Service, and Dept. of Homeland Security. Planned, organized, and directed first-ever coordinated weather operations for the Presidential G-8 Summit.

Led 10 personnel in overseeing the entire budget and operations of eight geographically dispersed Air Force Space Command operational weather units. - Responsible for management and operational oversight of over 200 personnel located across eight field units and more than a $2 Million budget. - Designed and implemented targeted solutions to realign field unit operations in response to a 50% cut in manpower. - Revitalized outdated field unit training program and made required adjustments based on metric tracking; led to a 50% increase in personnel completing training. - Managed change at units as they maintained operations with decreased manpower.

Led all management, budget, staffing, and operations for 45 person unit. Led personnel and total weather operations for seven different flying organizations covering the largest Air Force base in land area. - Led two large changes in operations: implemented local re-engineering of regional forecasting support, and the conversion of airfield weather observing from military to contractor operations at Eglin AFB, with zero impacts to the customers. - Implemented re-engineered solution 6 months early. Analyzed current operations, developed plan, gained senior leadership buy-in, and revised operations and directives to make the change to regional weather operations. - Led analysis, planning, organizing, and implementation of improved procedures and enabled the conversion process study to only take 7 months rather than the normal 2 years--saved $1 Million. - During a manpower shortage, created ten options to ensure operations did not fail, including position conversions and enhanced IT automation.

Executive officer for the Air Force Director of Weather. Led front office operations and staffing for highest ranking USAF weather officer.

Budget Manager/Program Element Monitor for the Defense Meteorological Satellite Program, and Chief of AF Weather Requirements.

Various Air Force positions of increasing responsibility in program management and budget management (PEM); also university instructor for AF ROTC and Regional Director of Admissions. Led inter-agency DoD/NOAA/NASA group to define combined satellite requirements.