Responsible for the adaptation and planning for the Army’s next generation Aerial Intelligence platform. Supervised 9 remote teams and the organization’s security program.•Launched the Army’s next generation aerial intelligence platform from experimental to formal acceptance for military operations with the goal to resolve major delays and reduce operational risk.•Achieved a 380% increase in system performance after negotiating a solution with partner agencies to resolve technical and administrative obstacles that prevented data transmission and report production.•Proposed a $118 million USD expansion of the program after achieving performance and safety compliance; approved to expand by building additional platforms, facilities, and a training program for Army-wide use.

Responsible for the strategic planning, training, and operations for the US Army’s all-source intelligence analysis for the Pacific theater which spans from India to Seattle. Managed 14 technical teams with 170 total personnel.•Achieved a 38% increase in analytical production by driving the use of automation software with the goal of increased efficiency; selected to test the Army’s experimental trusted data platform for enterprise adoption.•Created the first analytical automation team, which was selected to test the Army’s experimental trusted data platform and prepared the product for enterprise adaptation.•Expanded classified facility capacity by 36% by reallocating underutilized facilities and negotiating equipment contracts to meet the organization’s expansion from 68 to 171 employees to keep operations on track.•Met and sustained an emergency 42% increase in analytical demand by collaborating with teams to adjust organization priorities and streamline processes to assist partner organizations during the War in Ukraine.•Led the development of an Army system architecture program which surpassed national passing rates by 14% and in total certified 48 analysts, and 3 master certifications.•Overhauled the organization culture centered around inclusion, mentorship, and candor regardless of rank, with a clearly defined professional roadmap; organization promotion rates soured by 14%, employee retention by 9%, and individual performance metrics by 6%.

Responsible for operational oversight for 25 on-site, and 3 remote technical teams. Lead planner for the new Theater Army Headquarters valued at $170 million. Led the crisis response team to protect families during the Red Hills public health crisis in Honolulu caused by a fuel leak into the freshwater aquifer. •Leveraged mass notification systems to warn families of water contamination preventing 500 families from inadvertent consumption of fuel contaminated water.•Assisted over 500 families during the Red Hills public health crisis access housing and medical services as the leader of the ad hoc crisis action team to protect displaced civilians and provide situation updates for 5 months.•Managed collaboration between stakeholders from 24 organizations to develop a solution for the allocation of resources for the new Theater Army Headquarters valued at $170 million USD.

Operations Manager for a tactical intelligence team, managed 65 analysts, and the employment for 24 multi-disciplinary teams. Presented recommendations to General Officers to inform high risk decision-making. Supervised 9 remote teams spread across Europe. Served as the Fort Riley intelligence lead for the COVID-19 taskforce. •Led a cross-functional team to develop a solution to receive data from teams operating on portable satcom devices and high-frequency radios in a contested cyber environment. •Implemented uniform production formatting, reducing spillage risk of classified data, reduced file sizes and automated input into a virtual dashboard; increased production output by 482%.•Authored the installation intelligence training strategy nesting the program with new national standards; road-mapped facility and resource requirements to drive 5 years of development.•Developed real-time dashboarding, and data-driven recommendations to assist public health decisions for the Kansas state government, and installation during the COVID-19 pandemic.

Responsible for the tactical leadership, maintenance, and logistics of 4 main battle tanks, and 16 personnel. Appointed project manager for transporting $122 million USD in equipment to Poland.•Developed and refined a logistics tracking system to reduce excessive transportation waste, reducing costs by $84,000 USD, and the early delivery of equipment.•Published an operating procedure to apply platform settings that together reduce the consumption of fuel for the M1 Abrams main battle tank by 22% while stationary.•Executed a highly hazardous training maneuver not practiced since 1969 without loss of life or equipment; contributed to the subsequent update in technical doctrine.

During College, I worked for this distribution Company on a seasonal basis. Initially I stocked the shelves for five large retail stores and later entrusted to support 18 small businesses spread across the Cascade Mountain range which expanded by 13% as measured in sales data. This job built many life skills and cemented a strong work ethic in me and enabled me to pursue my passion for travel which funded five trips to Europe, and trips to Asia and the Middle East.