Warriors' Ascent is a 501(c)(3) non-profit organization that serves service members and first responders with PTS.Why we do what we do.Warriors’ Ascent prides itself in serving those who serve. Our veterans, police officers, fire fighters, and emergency medical services have sacrificed on behalf of the American public to ensure their safety and security often at great personal cost to themselves. We feel that these Warriors deserve the opportunity to lead fulfilling lives free of guilt, shame, anxiety, and the pain that often accompanies their service. This trauma often results in depression, substance abuse, and (in extreme cases) suicide. Warriors’ Ascent is doing its part to empower these Warriors to take ownership of their own healing process by providing our participants with the tools they need to heal and tend the mind, body, and soul. We endeavor to set them on the path to healing as they begin their own hero’s journey.

What I learned:-Curriculum development and administration: I attended the Command and General Staff College's Faculty Development Program (FDP) to learn how to properly teach classes and how to develop lessons and curriculum in accordance with Bloom's Taxonomy and terminal/enabling learning objectives in order to achieve prescribed learning outcomes. I developed and taught a 3 week course that educated special operations campaign planners (operational level planners).-Special Operations Journal and Special Operation Research Association: As a founding member of the Special Operations Journal (the first scholarly peer-reviewed journal on special operations) and the accompanying Special Operations Research Association (SORA), I took part in the establishment of a scholarly journal and research organization that is dedicated to promoting research across academia, the military, and the SOF community on the nature, conduct, and sources of success of special operations.

What I learned:-Curriculum administration and instruction: As an instructor in the Special Operation Forces Leader Development and Education cell for the Command and General Staff College, I learned to teach at the masters level and also became acquainted with the Accountable Instruction System (AIS) which is a systematic approach to curriculum development and administration which focuses on steps for developing lesson materials and content, choosing the most effective teach methods and media, and collecting feedback to improve the quality of the lessons and curriculum. Develops and instructs curriculum for CGSC students focused on Army Special Operations

What I learned:-Leadership and planning (strategic and organizational level): As the lead planner for a major counterterrorism initiative in the Pacific Command theater of operations, I had to translate national and theater strategic objectives into operations, actions, and activities that could be executed in the Pacific theater by our tactical units to achieve our strategic end state as delineated by the Secretary of Defense. -International and Interagency relationship building: As the Special Operations Liaison to the US Embassy in New Delhi, I learned to cultivate relationships with various entities within the US Embassy and the Indian Ministry of Defense, determine mutually beneficial outcomes for all parties, and set the conditions for continued military-to-military engagements that would solidify theater strategic partnerships. Chief of PlansOperations Officer, Joint Task Force Special Operations and Counterterrorism Liaison for US Embassy in PACOM

What I learned:-Leadership: International & Interagency: As the Task Force Sulu Commander I had to work with our Armed Forces of the Philippines and US Interagency (USAID, CIA, FBI, DOS) counterparts to achieve national objectives in the region. -Tactical and Operational Level Planning: To achieve US strategic objectives in the region, we had to "operationalize" them into operations, actions, and activities that translated into tactical action on the ground that was properly resourced, synchronized, and executed.-Train, Advise, Assist (Training management): I used the assessment and training management skills learned in my previous assignment and applied them to this situation under austere conditions in a combat theater to build the capability and capacity of our host nation counterparts in their operations against violent extremists. -Logistics, Sustainment, Equipment Accountability, Deployment: Deployed and maintained accountability of millions of dollars of sensitive equipment dispersed throughout Asia. Deployed to Jolo, Southern Philippines in support of OEF-P as the Task Force Sulu Commander in charge of an Advanced Operating Base of over 100 joint special operations personnel deployed to advise and assist the Armed Forces of the Philippines in operations against known AQ affiliates. Deployed to the Republic of Korea as a Special Forces Company Commander in support of Joint Chiefs of Staff Exercise FOAL EAGLE and trained our ROK counterparts in unconventional warfare.

What I learned:-Leadership of a highly trained elite unit deployed worldwide (Asia and the Pacific Rim) in support of various overseas contingency operations, sensitive in nature. Navigating interagency (US Embassies) and international (host nation partners in Asia) environments to achieve national objectives and establish relationships.-International training management: Conducting assessments of host nation military capabilities and skill gaps, negotiating training requirements, developing training plans (programs of instruction), conducting pre-deployment site surveys to determine logistical and training requirements, deploying men, weapons, and equipment worldwide to conduct train-the-trainer (T3) iterations to build the capacity of our host nation military partners. -Detailed mission planning-Exercise scenario planning: developing exercises and training scenarios for the battalion in preparation for Joint Readiness Training Center rotation and overseas contingency operations. Executive Officer A/3-1st SFG(A)Commander, SFODA-186Battalion Assistant Operations Officer, 3-1st SFG(A)

What I learned:-Direct level frontline leadership under conditions of stress and uncertainty; leader development.-Training management: the ability to plan, resource, and evaluate training to maintain a requisite level of organizational proficiency and accomplish the mission set forth by higher headquarters.-Logistics and sustainment: Planning considerations, processes, and practices to ensure our organization had the supplies and transportation assets required to conduct its mission under combat conditions in an austere environment.-Equipment accountability and deployment: best practices for the load out, deployment, and proper accountability of millions of dollars of sensitive equipment worldwide.My first leadership and training management experience in the US Army's premier 101st ABN Air Assault Division. I had the opportunity to lead a light infantry and reconnaissance platoon of 32 men each, ensuring they were trained and ready for combat and worldwide deployment in 18 hrs. This entailed training management, leader development, tactical and logistical planning, equipment accountability, resource management and allocation, and the deployment of men and equipment worldwide. as a Headquarters and Headquarters Company executive officer (100+ soldiers) I ensured the seamless logistical sustainment for the battalion during multiple training exercises to include a Joint Readiness Training Center rotation which exercise all facets of our logistical systems and processes under combat conditions.