• Design, build, and implement a Program Management Office (PMO) as the organization continues to grow.• Leads and manage a portfolio of complex, cross-functional corporate initiatives, ensuring alignment with organizational goals.• Develop and implement project plans and budgets, adhering to established project management methodologies and aligning with Agile development lifecycles.• Proactively identify, communicate, manage, and mitigate program risks and dependencies.• Develop and maintain clear communication channels with all stakeholders, including senior leadership, project teams, development teams, and external partners.• Track program performance against established metrics and KPIs, reporting on progress and making data-driven recommendations.• Identify opportunities to continuously improve program management processes and tools.• Offer coaching/mentorship, tools, and methodologies to each department lead (and/or project managers) to develop consistent project management practices.

Analyze, Buy, Optimize, and determine long term Exit Strategy for Real Estate assets around the globe.

• Leads the Bank Risk Reduction Program from concept to execution reducing inherent and residual risk, as well as improving the quality of risk management so that we can operate in a fully compliant manner within our risk appetite.• Accountable for managing the Bank Risk Reduction Program, impacting ~$225MM in revenue and risk reduction activities to strengthening the FSB control environment.• Defines, authors, and implements program standard; authored supporting program policies, developed the Bank Risk Reduction playbook, provides program oversight to ensure all teams have a common operating environment.• Establish program governance, with reporting to Executive Steering Group members and Bank Board to deliver appropriate transparency. Establish a point of view for prioritization and recommendations to enable effective business decision making.• Leads a complex program with significant regulatory/compliance impact in a high paced matrix environment; ensure oversight with effective management drive actions to simplify the business and reduce risk. Experience with NAAC process/tool, MetricStream or GEMS.

Senior Healthcare Executive Leader with broad and deep experience in Operations and Human Resources covering 50 contractors and 15 employees. Specialties include, multi-specialty health system and healthcare management, clinical operations, human resources, employee relations, labor relations, staff management and physician relations. • Leads, develops, and implements strategic targets for the expansion of San Antonio Counseling and Behavioral Center. Oversees operations, planning, and leadership development of the largest group practice in San Antonio.• Led business architect for all process and controls that safeguard a heavily regulated clinical environment governed by HIPPA. Serves over 43,000 patients per year. • Principle Chief Technology Officer. Leads the digital transformation for the company and manages technical integration of new solutions and strategic partner integrations.• Expert in marketing with customer centric, multi-channel initiatives focused on results-based value. Increased new patient volume to more than 4000 per month while reducing staff cost by 10%.• Develops new business plans and implements tactics that translate vision and strategy into reality while managing activities involved in achieving key performance indicators.• Enhances annual planning, budgeting and ongoing expenditures control processes. Increased FY 18 cost efficiencies by 30% through transformation and automation of front end and back end business process.• Understands local and regional healthcare needs, state and federal laws, and develops executable plans that expand SACBCs patient base and service lines.

• Lead the Business Strategy and Planning for Bank Risk to include Establishing and Leading the Federal Savings Bank, Senior Risk Office Project Management Office (PMO) for the Risk Governance Framework Transformation program, establishing heightened standards across the organization to meet FED and OCCs Large Financial Institutions regulatory requirements. ▪ Accountable for Program Portfolio results, cost and resource management that achieve annual targets, workforce planning, and business unit objective development that meet LFI legal and regulatory requirements.▪ Defined and implemented the program portfolio standard for the FSB BCC program, strategic planning integration, process and developed a supporting unified reporting system across 8 teams while providing an enhanced management framework.▪ Lead the USAA Zero Day physical training program for >30000 employees. Establish strategic initiatives and program enhancements that present potential growth opportunities across the enterprise and external market.▪ Lead a decentralized mix-matrix team that define and deliver against a risk governance framework, issue management, MRAs, supervisory letters mitigation, disciplined execution, and board and committee governance for FSB Chief Risk Office.▪ Establish effective program governance, with reporting to Executive Group members and the Steering Committee to deliver appropriate transparency. Establish a point of view and recommendations to enable effective business decision making.▪ Managed matrix staff of the Portfolio Managment Office to set up and provide oversight of activity-based costs, resourcing, tracking of Regulatory Audit Findings, with effective management over project prioritization, planning and execution. ▪ Establish measurable success factors to ensure the program portfolio achieve intended outcomes. Facilitate the identification and prioritization of business requirements and determine the optimal delivery methods (including agile approaches).

• Served as a Business Architect, Operational Risk Architect, Technical Systems Architect. Designed, developed, and drove implementation of numerous management routines, programs and platform with strategic impact that increase revenue, decrease cost.• Developed the Operational Risk Management framework to include management routines, roles and responsibilities, process improvement, risk mitigation, and escalation management at the enterprise level. Designed and led business/compliance initiatives for physical, network, and information that safeguarded all intellectual property for USAA LABS.• Architected, designed, and developed a custom salesforce portfolio application that integrated business process, idea pipeline workflow, budget automation, resource allocation, and valuation framework that manages a 1.6 billion innovation portfolio.• Led a matrix enterprise team in development and architectural design of an enterprise wide board of director metric, Share of Relationship, using real time data to make business decisions. Included C level alignment, management routines, and governance framework that identified KPIs and KRI at the LOB and CoSA levels.• Designed, developed and implemented a cross functional operating framework for USAA Labs Operations and Planning. Integrated human resources, Intel/security/risk, operations, logistics, shared services, and communication across a 200 person mix matrix organization and enterprise partners.• Led an enterprise wide matrix team to develop, design, and integrate requirements into a global solutions delivery platform; a reverse CRM solution that did not exist in the industry. Connects the lifecycle from initial supplier discovery, enterprise wide wide supplier visibility, and through supplier risk management.

• Led delivery for USAAs newest Board Metric, Share of Relationship, used to refine CEO level dashboards and metrics that drive Line of Business Objectives against USAAs strategic vision. • Led strategic planning, working with executives to refine group strategy and translate it into executable programs. Coached Program Managers and Executive Stakeholders to ensure programs had optimal performance.• Lead matrix team (IT, Information Governance, Change Management, and Risk Management) to ensure project are designed, implemented and managed in compliance with all applicable laws and regulations. • Implemented a project management life-cycle methodology, tool sets, and training to ensure effective management and control.• As an Agile Product Owner; received USAA award for architecting and leading the integration of BOX for EMM across the enterprise enabling cloud file management system that supports up to external and attorney client privilege.• Established people development program for operations group, including project management skills (PMP) and business analyst (CBAP) skills assessments and training.• Executed risk & control self-assessments, Capability Maturity Model Integration (CMMI) appraisals.

• Led the development and implementation of the DoD Wellness Fusion Campus Operating Model • Led the transformation of 7 directorates from across Fort Bliss and Medical Command to a unified, strategy-aligned function with a focus on member-centric solutions and strategic initiatives across advice, investments, readiness, and emerging technologies.• Led a matrixed team that reduced lost employee time >140% while delivering the first DoD Wellness Fusion Campus launched across 3 services branches.• Chaired the Operations Managment Committee and Co-chaired the New Products and Services Committee responsible for approving new solutions/experiences and managing this portfolio for Team Bliss across the new startup lifecycle.•Drove investments and partnerships with emerging technology and MilTech firms

•Led a team of 900 employes and accountable for enabling the US Army's ability to safeguard America (capabilities, thought leadership, tools/technology) across lines of operations (investments, logistics, operational risk) and channels.•Chaired the Operational Risk Management Committee and Safety Review Board responsible for maintaining regulatory oversight, environmental compliance, and regulatory safety standards.•Led the operations for a diverse organization of 1100 employees and family members •Drove continued innovation and efficiencies in supply chain management, training development, leadership development, strategic planning, and human resource management.• Established a preventative maintenance and readiness program for 2400 vehicles, specialized equipment, and associated equipment maintaining a 98% sustained readiness rate.• Authored numerous policies and developed standard operating procedures simplifying operating model and maintaining compliance with federal, state, and local regulations.• Envisioned and launched new strategic plans while measuring performance and continuously applying change management to achieve vision and objectives. • Managed recruiting and organizational development for over 150 job specialties in 18 career fields; exceeded employee retention goals by 20% through leadership development and training.• Develop and launched a radically new mobile command center with 400+ executive staff from concept to fully capable; Able to provide world wide contingency and operate 24 hours a day for 365 days.• Led the transformation of the staff and organization's business model increasing efficiency through optimization of resources; Provided cost savings of $200,000 and recouped $2,500,000 of lost asset visibility.

Senior leader and manager of fast-paced organization comprised of 368 diverse employees with 32 occupational backgrounds; Maintenance, logistics, medical, administration, and executive staff. Primary project manager for over 100 major operations and multinational efforts. Direct management of all administrative, operations, budget, and logistics functions. Direct oversight of budget and accountability for $72,000,000 in equipment, training, and facilities. • Developed and implemented operating process for communication spanning two separate countries that address control mechanism shortfalls and business inefficiencies; Cut communication lag time by 50% enhancing operational effectiveness. • Oversaw 210 logistical operations for 4,800 military personnel and 1,200 vehicles in 9 remote locations worldwide; Maintained 100% operational readiness with 0% loss of asset visibility.• Created a best practices program for collaboration across numerous organizations; Emphasis on safety and risk mitigation resulting in zero incidents over hundreds of high-risk missions.• Primary program manager and instructor for organizational development and training, including ensuring over 90 objectives were achieved every nine-week cycle. • Managed coordination and purchase of all capital assets in excess of $1,300,000; Ensured contracting funds were properly allocated, and met all criteria for return on investment timing.• Led a maintenance readiness initiative for fleet maintenance and readiness; Awarded the coveted Department of Defense (DOD) maintenance Award. Only one awarded in the entire DOD per year.• Program manager for senior leader training and organizational development; Proved invaluable in maximizing efficiency and increasing productivity.• Exceeded goals and objectives through improved workforce utilization, resource management, and enforcement of policies and deadlines.

General manager of diverse organization comprised of 260 employees with 13 separate job specialties; Maintenance, IT, Medical, Transportation, Communication. Managed administrative, operations, budget, and logistics functions for the organization• Direct oversight of budget and accountable for $21,000,000 in organizational facilities.• Governed maintenance readiness of 180 wheeled / tracked vehicles and specialized equipment in excess of $75,000,000; Maintained 98% sustained readiness• Directed maintenance operations, environmental compliance, and regulatory safety standards; Emphasized risk mitigation resulted in Zero incidents over hundreds of high-risk operations.• Supervised environmental compliance, and regulatory safety standards. Passed all OSHA inspections with a 100% success rate. • Developed and fostered partnerships with foreign dignitaries, multinational organizations, and key Central Iraq leaders• Developed and implemented employee training programs; assessed readiness, reports results, and proposed courses of action that improved the readiness rate from 95% to 98%.Reversed two years of halted construction on several key Iraqi humanitarian and economic development projects, including the completion of a health clinic and a bridge across the Tigris River. Saved the Army $1,800,000 in lost asset time and opened a new logistic route in Northern Iraq.

• Managed the administration and training readiness of 138 employees in 5 different sections.• Planned and monitored individual training program; Senior trainer and evaluator for individual andcollective task. • Chief logistician; responsible for planning and directing unit maintenance and supply operations. • Supervised the maintenance, supply, administration, and coordination of unit logistical assets. Monitored various aspects of the organizational budget—a budget in excess of $1,500,000.• Responsible for the maintenance of 38 combat vehicles and equipment valued at $102,000,000.• Responsible to maintain a high level of discipline and morale; responsible for maintaining a command climate that supports and cares for both soldiers and families.Directed all human resource aspects of personnel placement, educational development, retention, medical readiness, and organizational structure for 138 soldiers. Results: Increased promotion and training completion rates by 50%, far exceeding organizational standards.

Administered human resource actions, educational development, and training management reporting for 3,000 personnel in 2 different states. Developed, planed, and prepared Program of Instruction (POI) and assisted in validation of training.• Conducted high visibility briefings to senior level leaders in all operational areas of the unit. Authored and enforced policies concerning personnel performance, training, and conduct.• Developed, planned, and prepared training across 3 military branches and 12,000 personnel; Met or exceeded all qualification and timeline requirements.• Senior adviser to the Commander (CEO) on all operational areas to include training management methodologies, project/program management, and the execution of high-risk operations.• Evaluated by the Commander (CEO) as “one of the best noncommissioned officers” out of 78 in the organization.• Awarded the Draper Leadership Award for excellence in leadership; 1 out of 400 ever receive the award.

Reconnaissance Specialist/Platoon Sergeant in a forward deployed mechanized infantry battalion.Responsible for the training, discipline, logistical support, tactical employment, and control of a 35 man recon platoon.Responsible for the maintenance and accountability of 10 tactical wheeled vehicles and all organizational equipment in excess on $4,000,000 dollars.• Expert in direct integration of aviation assets and joint operation planning to destroy enemy forces; Never lost a single soldier in ant combat action.• Directed training and employment of sniper teams in combat areas of operation; Expert in night operations with a 100% mission success rate.• Gathered intelligence and conducted joint agency targeting and planning in a counter insurgency environment; Proven leader in the application of National PolicySpecial Duties: Master Fitness Trainer, Lead Sniper, Pathfinder, Bradley Master Gunner

• Served as a Basic Training Drill Sergeant for an Initial Entry Training (IET) platoon for a 16-week training cycle specifically designed for Cavalry Reconnaissance Scouts; trained over 1800 Soldiers over a 2 year period.• Executed the advanced individual training, development, and team building for our nation’s sons and daughters as they transition from civilian to soldier sustaining a graduation rate of 97% or greater.