Led a headquarters department with 100 employees, supervised 8 section managers, managed an operational budget of $750k, and maintained $25 million of equipment. Mobilized 100 personnel and 33 items of equipment for a 9-month strategic operation in Europe resulting in 100% accountability of $25 million worth of assets. Hand selected by the organization director to be the terrain management leader for a division training exercise, that required fast throughput, timely synchronization, and enforcement of safety standards for 200 personnel and 75 armored vehicles to cross a floating pontoon bridge; resulted in exceeding task standards by 2 hours.

Led a 7-person team that developed organizational plans and synchronized operations for 7 departments consisting of 550-personnel, resulting in 100% achievement of the organizations annual training goals in route data analysis, site preparation, heavy horizontal construction, and demolitions. Served as the organization’s Mobility Officer; planned and executed the mobilization of 196 pieces of equipment via rail and commercial line-haul to the National Training Center, with no loss of equipment. Implemented a new system of managing construction assets for a defense project at the National Training Center, resulting in an increase of asset utilization from 39% to 83%, and the first impenetrable defense in three years.

The Engineer Captain's Career Course is part of the United States Army Engineer School (USAES) efforts to provide junior officers with the individual knowledge, skills, attributes, and abilities that will be required to execute the foundations of unified land operations - initiative, decisive action, Army core competencies and mission command - in an era of persistent conflict. The curriculum seeks to develop technically and tactically competent engineer leaders with tactical, technical, and leader knowledge and skills needed to lead company-sized units, and serve on battalion and brigade staffs.

Served as the assistant lead in an operations section of a 1230-person organization tasked with the planning and synchronizing missions in a conflict area. Led 13 personnel from two different countries, 10 Security Contractors, and 3 Air Force Security Force personnel to supervise hazardous missions, and the daily force protection of 8,000 tenants at the forward operating base. Planned and executed a validation exercise that led to the implementation of Non-Tactical Vehicles being used in convoy operations in support of hazardous operations; resulting in the certification of 42 personnel to safely operate these vehicles.

Second-in-charge of a 99-person department. Managed administrative actions, daily operations, maintenance operations for $15 million of equipment, and logistical operations. Department recognized as 2016 best Engineer Department in XVIII Airborne Corps. Rated 1 of 7 Executive Officers by the organization director while in position. Chosen over 6 other Executive Officers to resource a small arms range to support over 1200 personnel for an emergency mobilization exercise with less than 36 hours of notification prior to execution. Supervised the procurement and training of new communication equipment, resulting in 53 personnel trained and $4 million of new communications equipment installed in 30 vehicles. Identified excess assets and reallocated them to other units within the division to fill their organizational structure shortages, saving the Army $4.5 million and maximizing effectiveness of Army property.

Led a 30-person engineer-construction section. Planned and resourced training and operations. Maintained $5.9 million of construction equipment. Developed and implemented a Light Airfield Repair Package only using internal assets that can repair a 20ft x 20ft crater on an airfield within 8 hours of arriving to the job site. Developed new standard operating procedures on conducting hasty airfield repair in an austere environment that allowed up to 150 airplanes to land and bring equipment to the battlefield before further repair was required. Prepared the section for assumption of the Global Response Force, resulting in an engineer construction asset that consisted of 8 pieces of construction equipment and 27 personnel that can mobilize anywhere in the world within 18 hours of notification to a conflict area or for humanitarian support. Planned, and executed 6 different horizontal construction operations over a 12-month period, resulting in a 40% increase of equipment operator efficiency in preparation for assuming the Global Response Force task.

Served as a team leader of 3 personnel, responsible for planning and scheduling training for a 718-person organization to meet annual readiness objectives. Managed the organization’s future operations calendar, creating a shared understanding for department leaders to plan their operations, resulting in over 700 employees meeting annual readiness objectives. Appointed as an Investigating Officer for a theft, that resulted in the recovery of $23,253 of Army equipment. Organized a Student and Department Leader mentorship gathering that involved 40 prospective students from Campbell University and over 30 Department Leaders from the division, resulting in the development of the students for their future Army Career.