Director of the Engineering Department. Turned around a shrinking DevSecOps startup of 16 people with immediate and lasting impact by embracing the agile principles of High Performing Teams, empowering direct reports, and listening to employees. Filled full spectrum startup roles from business development, pitches, proposals, and presenting to national and international conferences, to recruiting, performance evaluation, and communication, to leadership development, solution architecting, and pushing code. Grew the company from 16 to over 100 employees in less than 2 years and with less than 1/3rd the expected management team. Created and implemented the institutional foundations and ceremonies of a continuous learning culture for high-performing teams. Counseled the CEO directly and served on a 4-person executive team.• Managed resources, risk, and uncertainty to grow personnel by 6x and revenue by over 10x in 2 years and with less than 1/3rd the usual engineering management team• Listed on Inc. 5000's fastest growing software companies 2 years in a row• Institutionalized and gamified continuous learning high performance resulting in superior quality of engagements as measured by customer satisfaction vs competitors• Created and re-created the systems and ceremonies of the company culture resulting in being USA Great Places To Work Certified and a 4.6 rating on Glassdoor• Migrated from traditional SaaS to DevSecOps approach and transitioned from time and materials, billing hourly, to product-based subscription model• Co-creator of WIDOW, the pioneering DevSecOps application that was created from whole cloth to become the official mission planning cell application of the U.S. Air Force in 8 weeks• Oversaw engineering teams responsible for constructing two of the U.S. Air Force's DevSecOps Software Factories with Continuous Authority to Operate (c-ATO), several Cloud Native Mission Applications, and dozens of upstream improvements to DoD Platform One.

Taught "Introduction to Cyber Security Technical Foundations". This was a hands-on lab-based course providing a technically focused introduction to the cyber infrastructure and systems, inherent cyber domain vulnerabilities and threats, and appropriate defensive security procedures. The goal of this course was to enable midshipmen to make principled cyber decisions in their future roles as military officers. There were three main areas of study, including the cyber battlefield, cyber security tools, and cyber operations.Also taught "Applications of Cyber Engineering". This course focused on the engineering aspects of cyber operations, cyber defense, and cyber attacks. There were three main areas of study, including the host section (a single computer terminal), the network section, and the wireless communication section. Each area of study culminated in a common type of cyber attack and the defenses against it.Additional duties included Offshore Sail Training Instructor. The Offshore Sail Training Program was one of the premier leadership laboratories for Midshipmen. Instruction included ocean sailing, seamanship, navigation, leadership, and teamwork. Two instructors intensely developed the leadership of eight midshipmen via an offshore passage on a 44 foot naval sail training craft in dynamic and challenging conditions.

The Severn Leadership Group (SLG) is a masterclass in ethical leadership. The SLG seeks to develop and support an ever-increasing circle of leaders and followers who are committed to a life of selfless courage, boldness in service to others, personal and professional standards of excellence. The SLG believes the future can be better than the present and we have a personal and moral responsibility to make it so.

Revolutionized the command and control culture from "wooden in-boxes" to modern information technology across USMC Training Command consisting of over 10,000 personnel in 63 geographically dispersed locations. This was no small achievement overcoming the bureaucratic and human impediments to a fundamental change within such a large command.Led a great team of dynamic field grade officers on the chief executive's staff. Instituted a continuous process improvement culture for knowledge management (i.e. electronic command and control) to ensure the culture would not only endure but would continue to grow. Used lean concepts to eliminate hundreds of wasted man-hours per week. Action Officer for dozens of high-profile policy issues including a lean six-sigma "special project" which eliminated 26 man-years in wasted training days per year for entry-level officers. Awarded Meritorious Service Medal for leading the outstanding team successes during this assignment.

Introduced modern information management and lean processes to the Department of Safety & Standardization. Developed team members into a lean organization. Instituted MAG-wide Motorcycle Safety System to resolve complex ridership problems. Documented an incredible and verifiable 43% increase in rider compliance. Nominated for Marine Expeditionary Force Initiative in Safety Award and awarded Navy and Marine Corps Achievement Medal for achievements during this short assignment.

Coordinated over 110 combat operation plans using assets from US Marine Air Ground Task Force, UK Task Force, Special Operations Task Force, International Security Assistance Force (ISAF) and five other coalition partners. Worked with ISAF Joint Command to rewrite Close Air Support procedures; reduced procedures by 1/3. This and other improvements resulted in 11% increase in supported requests, 77% decrease in cancelled requests and 14% increase in organic support. Awarded Navy and Marine Corps Commendation Medal for achievements during this extremely dynamic assignment under the most challenging conditions.

Commanded 875 acre auxiliary landing field. Responsible for the disposition and readiness of over $175 million in expeditionary airfield, aircraft rescue & firefighting, fuels, weather, and air traffic control assets. Pioneered use of modern information technologies to coordinate scheduling and operations of dozens of Marine Corps, Navy and civilian units using MCALF Bogue expeditionary airfield and surrounding training areas.

Commanded 187 Marines located at five forward operating bases in western Iraq. Responsible for all operational, logistical, administrative, legal, discipline and morale matters involving Company personnel. Responsible for instilling and enforcing Core Values and developing subordinate leaders effecting professionalism, integrity, good order, and discipline.Provided direct aviation ground support to II Marine Expeditionary Force during Operation Iraqi Freedom. Supervised allocation and disposition of $32.8 million in expeditionary airfield, aircraft rescue & firefighting, fuels, and weather assets including 44 vehicles and the distribution of over 1.3 million gallons of aviation fuel. Returning to continental United States, transitioned from operational to training mindset executing the same mission-sets at stateside auxiliary landing field.

Planned, briefed and led aerial flight missions during deployments all around the world in the most dynamic and challenging of conditions and in every weather environment. Hand-selected for positions of great responsibility and trust. These positions included instructing new pilots in the latest tactics and weapons as well as controlling the landings of all pilots recovering to the aircraft carrier. Trained dozens of attack pilots in tactical employment of the AV-8B Harrier jet. Flew in dozens of operations and exercises under "cannot-fail" conditions working with coalition partners from around the world for extended periods. Sorties of note include a combat deployment to Al Anbar, Iraq in support of Operation Iraqi Freedom. Other sorties of note include operations from the UK aircraft carrier HMS Illustrious, trans-Atlantic and trans-Pacific passages, the Philippine archipelago, Japan, Thailand, the Andaman Sea, the South China Sea, Spain, Guam, Alaska, and dozens of contiguous United States.As power plants and flight line officer-in-charge, led ground crews of up to 23 Marines. We were responsible for maintaining the engines and systems of 16 AV-8B Harriers and for the squadron's area of the flight line.As deputy operations officer, led a specialized staff that worked closely with the chief executive and department heads in order to develop an achievable training plan that would produce pilots ready to meet our mission tasking by upcoming deadlines. This training and readiness plan was then broken down into weekly goals which were executed through close coordination of supporting departments.

Formal training and practical application in data driven analysis and gathering information first before drawing unbiased conclusions have proven to be uniquely distinguishing, enduring, and useful skills which have directly impacted the litany of successful engagements ever since. Specially trained, certified, and authorized to identify hazards, manage risks, investigate and report hazards and mishaps, develop and administer command safety programs, foster and conduct safety-related research. Hand-selected to oversee safety investigations for other units. Acted as primary investigator for five class-A (total loss) aircraft mishaps and dozens of lesser mishaps. Responsible for identifying the unknown causal factors of each mishap and submitting written proposals to change tactics, techniques, procedures, and equipment in order to prevent them from happening again. Authored dozens of these changes directly preventing operational mishaps.