Assist elementary and middle-school aged children with specific coursework including reading, writing, spelling, language arts, math, social studies, and science. Assist with the use of school district specific learning platforms, including Canvas and Seesaw. Provide instruction and support in the use of Microsoft Teams for required grade-level virtual instruction courses. Develop, maintain, and ensure compliance with an individual student schedule that includes required remote class instruction, and asynchronous coursework. Provide, maintain, and troubleshoot required network connectivity and physical hardware resources to allow students to have success in a remote learning environment.

As the Deputy Commander for a new Army Reserve Training Division, responsible to manage the creation, required planning and execution of the approved organization project plan. Selected to lead a 24-month process to merge several organizations and then create a new 1000+ Soldier organization from 10 states in the Southeastern United States. The resulting Army Reserve Training Division would be headquartered in Birmingham, AL, Houston, TX, and Fort Jackson, SC. The ability to manage the division activities through Microsoft digital products was key to my success. I reported directly to a brigadier general commander who provided guidance and final approval on my team’s recommendations. In addition to coordinating internally within the project team we were required to collaborate with the senior management team. The senior management team provided strategic plans and support for our organization and three other similar organizations. During the first year, the project team was able to create written policies, procedures, and establish guidance on the next 12-months of organizational development.

As the Commander for an Army Reserve Training Division I was responsible for 485+ Soldiers in Houston, TX, Fort Hood, TX, and Fort Sill, OK. It was my responsibility to set and demand that employees met tough, clear, and achievable standards. I accepted responsibility for the good, the bad, and the ugly that occurred within the organization. In my headquarters, I lead a team that included HR functions, physical security, individual training, logistics, information technology and finance. I oversaw the organization's budgetary and financial activities, which included $3 million in operating expenditures and capital improvements. This organization’s primary mission was to provide trained support personnel to augment other organizations during their large-scale training exercises. During my tenure, I was able to develop and direct the creation of procedures and methods that ensured internal processes were highly effective, followed senior management guidance and maintained efficiencies realized during normal operations.

As the Director, for the Training and Doctrine Command (TRADOC) Project Office for the Integrating Architecture (TPO-IA) I was responsible for delivering a technical solution, LVC-IA (Live-Virtual-Constructive Integrating Architecture) to solve a long-standing Army challenge. Each Army simulation training system is built on proprietary software which does not communicate with all software and hardware systems that the Army uses to train Soldiers. The Integrating Architecture (IA) was built as middleware to translate and pass simulation data to Army communication systems while receiving location data that is displayed on battlefield visualization systems. As the government lead, I provided oversight of the software development, hardware production, and delivering the Integrating Architecture system to twelve Army installations. After installation of the IA hardware, I was responsible for ensuring the onsite training of the local simulation staff on the proper integration of the system into the training program. Communicating with senior decision makers at each location was my responsibility to ensure we maintained our fielding schedule and our on-time delivery goals were achieved. After all new equipment training was complete the IA Team was responsible for maintaining and updating training material and providing use case information to new users. I was responsible for providing biannual updates to Army senior leaders on the operating expenditures, Soldier usage data, and user requested improvements to the system.

This is the premier Army institution for senior leaders to receive instruction on the strategic level of Army operations before they assume senior roles in the Army enterprise.

Supervise the Integrated Test and Evaluation Directorate staff, function as the Director in his absence, and support the US Army Operational Test Command and its commander’s vision. The organization was chartered to provide test results on newly developed Army communications equipment. Testing was conducted on Fort Bliss and White Sands Missile Range which allowed for rigorous testing over longer distances (50+ miles) and semi-mountainous terrain that would replicate conditions in theaters of combat.

Selected to join a small team that was purpose built to design, build, and operate a simulation training facility for the newly formed Brigade Modernization Command. Supporting a senior Army civilian, I helped with the hiring process for the senior manager of the facility and his seven support staff employees. These employees conducted human resources, logistics, information technology and software development tasks in support of the training mission assigned to the facility. I was responsible for preparing Future Combat System equipment demonstrations for senior leaders and ensuring simulation exercises were rehearsed prior to Soldiers entering the mock vehicle simulators.

Developing Army simulation experiments to test the newly developed Army Unit of Action concept. A member of the team that will was using a dedicated Army unit to test the emerging doctrine that would later be used to help develop the Future Combat System concept.