Develops and executes combatant command-level exercise policy and program execution to assess the ability of the strategic sealift fleet to activate and sail successfully within required timelines.- Led interagency coordination between USTRANSCOM, Military Sealift Command, and the Department of Transportation’s Maritime Administration (MARAD) to improve and update existing program policy. The policy is key to planning each exercise and ensures that a detailed concept is presented to USTRANSCOM leadership for approval, ships are selected based on an established criteria, funding is in place when needed, and exercise reporting reflects reality.- Manage an annual program budget of between $18 and $24 million. Coordinated with MARAD to improve by-ship cost estimates to free funds and increase the number of annual activations. Continually work with partners to improve timeliness of billing to have funds available to execute in other areas of the program or across the USTRANSCOM exercise enterprise.- Analyzed each ship’s exercise results to determine areas of excellence and areas that need improvement. Additionally, determined the readiness of the entire fleet to conduct no-notice operations. Documented all findings in a comprehensive report which is used by USTRANSCOM and Department of Defense leadership to focus resources and garner support of Congress during annual budget testimony.

- Participate in the staffing and review of strategic-level Department of Defense planning documents in order to assess and, when approved, implement within the command.- Participate in the planning, execution, and assessment of internal U.S. Transportation Command strategic plans.

Developed policies for use by all directorates to facilitate accurate collection of observations, issues, and best practices during training events and operations to improve in the organization, training, manning, policy, and facility areas. Managed data entry into the Joint Lessons Learned Information System and provided reports of historical trends and individual observations when queried by leadership. Consultant to the Training and Readiness Division Chief, TCJ3 Director, and USTC Deputy Commander on the impact of lessons to the current and future operations. Represented the command at the Chairman of the Joint Chiefs of Staff J-7 and supported Combatant Commander forums. - In the run-up to a major command exercise, conducted in-depth research of Operations Desert Storm and Just Cause (Panama) to provide historical insight to USTC leaders. Information supported decisions that were made concerning planning processes within the command. - Consolidated all post-exercise lessons learned and working with staff to identify and analyze the key issues to be resolved. These issues were included in the final assessment for the commander, with action plans to improve command readiness. Provided updates to O-8 level leadership. - Prepared the monthly Lesson Manager/Program Manager Work Group coordination meeting with representatives of each staff section to discuss issues and plan the direction of the program. Meeting facilitated cross-staff dialogue concerning the most important command issues and was a forum for Lesson Managers to discuss their individual approaches to their particular issue resolution.

Subcontractor for L-3 Technologies, ComCept Division, as a consultant to customer organizations for a US Air Force system. Deployed to multiple locations in the CENTCOM AOR to synchronize capabilities of a Wide-Area Motion Imagery (WAMI) sensor into the timelines of the theater intelligence and operations cycles. Worked in the Collection Management and Dissemination Section of Army Corps and Division HQ.- Built relationships with customers by training over 50 users to plan missions, analyze near-real time data, and request finished products from the USAF processing, exploitation, and dissemination (PED) enterprise.- Assessed daily missions and resulting data to ensure quality of execution and finished products. Coordinated with multiple national organizations to establish the first in-theater access to WAMI data for local exploitation and immediate use in operations. - Represented supported unit at weekly O-6 level, enterprise-wide VTC with DoD, USAF, and National Geospatial Intelligence Agency participants. Updated pertinent metrics of the system used by the unit. - Identified an issue, and designed, wrote, implemented a process change which resulted in decreased time between threat identification and friendly actions to counter that threat. Presented by the prime contractor at a Program Management Review to the customer for consideration when determining future use and contract extension of the program. - In depth experience with Microsoft Office (Word, PowerPoint, Excel, and Access), Adobe Suite, Military Internet Relay Chat (mIRC), Google Earth, Unified Video Dissemination System (UVDS), GEOINT Enterprise TCPED System (GETS), Unified Collection Operation Reporting Network (UNICORN), CENTCOM Combined Information Data Network Exchange (CIDNE) SIGACT and IIR databases, Tactical Ground Reporting (TiGR) and Gorgon Stare Multi-Source Display (MSD). Trained on and some familiarity with PRISM and Palantir.

Senior operations officer of the 7,500-member organization. Program Manager for a $50 million annual budget. Manage 23 full-time and 6 part-time employees. Advised leaders on training, operations, mobilization, and force management programs.- Led a staff strategic planning effort which reviewed mission, vision, and established goals, objectives, and action plans. Effort improved soldiers qualified for deployment and moved WI from 15th to 2nd nationally.- After a nationwide threat, led staff planning for security of all 7,500 personnel at 67 locations across the state. Monitored personnel, operations, logistics, and subordinate units’ compliance with all approved procedures. - Analyzed budget data from multiple sources for monthly state-level leadership review. Risk management procedures ensured the program passed a national-level audit, covering 3 years of expenditures - no deficiencies.

Trained the leadership and staff on the Management Control Program to prevent deficiencies across the organization. Managed the command's internal investigations program and maintained the Continuity of Operations Plan for use by the entire staff during an emergency.- Designed a comprehensive COOP for a staff of 350 personnel in the event a terrorist or man-made disaster prevented use of the headquarters building. Led a team of 15 personnel and trained Staff in an annual exercise to ensure it enabled continued support to subordinate units and national-level customers for months at a time. - Improved accountability across the organization by managing the conduct of 10 investigations, ensured adherence to all legal and process compliance requirements. - Provided training and leader emphasis across the organization and increased the Internal Controls/Statement of Assurance on-time reporting from units and directors from 60% to 100%.

Deputy Director for a 14-member logistics and contracting organization responsible for coordinating and providing oversight of U.S. Title 22 funds, infrastructure, and sustainment initiatives in support of the Afghan National Security Forces. Oversaw all force generation initiatives in the 9 province Northern Region of Afghanistan. Mentored regional Afghan intelligence staff on the collection, analysis, and dissemination processes. - Assisted the Afghan Regional Operations Center intelligence staff with tracking of the enemy in the run up to the 2009 Afghan national elections. Effort led to friendly force action to ensure free elections. Upon enemy attack, worked with counterparts to assist with their planning for a rapid response. - To support the surge of U.S. forces, conducted physical security inspections of 10 Afghan Police locations where soldiers planned to live at and operate from. Designed comprehensive security plans for each and worked with Afghan vendors to bid on each improvement. $9 million of enhancements were recommended to Combined Security Transition Command-Afghanistan contracting. - Built an enduring relationship with a French police mentoring team. Coordinated with US Army Corps of Engineers to improve the French facility, doubling the number of trained Afghan Police officers per class from 300 to 600. Received the Republic of France Medal of National Defense.

Led a full-time, 22-member Weapons of Mass Destruction response unit tasked to support federal, state, and local hazardous material response teams, police, and fire departments. Responsible for Team compliance with all federal and state HAZMAT response laws and community practices. On call 24/7 throughout the assignment.- By coordinating a team effort with the goal of improving interaction with state and federal public safety organizations, built trust and influence with the leadership of each, resulting in requests for team support doubling during my 3-year tenure. This significant achievement was accomplished by briefing team capabilities, designing exercises, and training on unique emergency response equipment. - After building strong rapport with leaders of the Dane County Bomb Squad, Secret Service, FBI , DoS Diplomatic Security Service and HAZMAT response units across the state, was asked for WMD support during their security operations for the 2008 Presidential Candidate visits of Obama, Clinton, and McCain; His Holiness the Dalai Lama; and the Republican National Convention in Minneapolis.