Program analyst enjoying supporting the airmen defending this fine country.

As the Executive Director, I was responsible for the general operations and administration of the branch. Responsibilities include budget development, fiscal management and control, financial development, management of grants, facilities, grounds and equipment, program development and operations, member involvement, promotion and marketing, public relations, volunteer development, strategic planning, human resource management, staff development, and risk management. Responsible to implement the policies, procedures and standards established by the Metropolitan Board, the YMCA Branch Board of Managers, and the Metropolitan Administration Staff.

As the chief executive officer of the Milan YMCA I was responsible for the business affairs of the organization and reported to the Chairman of the Board of Directors. I was responsible for sustaining, building and delivering the mission of the YMCA for the resident of Milan Tennessee and the surrounding communities. I had ultimate responsibility for developing and delivering the operating plan for the organization and managing the budget. I was also responsible for taking a lead role in spearheading fund raising activities. Operationally, I established key performance metrics that are well understood by the organization and Board, and measure performance against those measures; make adjustments in the organization as necessary to achieve success. Conceive, define and drive the long-term strategy for the organization that is consistent with the vision of the Board.

Responsible for all aspects of the manufacturing process of countermeasure flares for combat aircraft and smoke incendiary devices for a $46M production budget. Provide direct supervision over the Directorates of Material Management, Logistics, Safety, Engineering, Environmental Management, Production, and Maintenance. Daily responsibilities included all aspects of material management – warehouse operations, establishment of daily production usage based on production needs, and product acceptance by the government quality assurance specialists.Because of the highly energetic nature of our product safety was a primary concern because of the past poor performance of our plant. Previously the plant had killed 8 workers and permanently injured several others in three years. Through extensive work we overcame significant technical challenges to create a work environment that maintained worker safety (OHSA Approved) that prevented burns greater than first degree. Finally, I was responsible for over a $16M change to our flare production processes to insure worker safety. These process changes allow for a safe work environment and were capable of maintaining our same production rates from before the process change.

I was the primary staff officer responsible to the Army Chief of Staff and his subordinate generals on all programs pertaining to combating terrorism or counter-proliferation of weapons of mass destruction. I integrated Army initiatives and positions in the Joint Warfighting Capability Assessment process to gain necessary funding or study authorization for submission as part of the consolidated Department of Defense Budget. I developed, coordinated and presented Army positions for acceptance by this process for General Officers representing all the services including the Joint Chief of Staff sessions with all the Chief of Staffs from each of the services. We needed to be constantly updating our information to provide the Generals with current information on our presentations and papers. This updating of information required us to have a depth of knowledge on the hottest topics and a breadth of knowledge on all the programs under funding considerations. Semi-annually we would prepare presentations and information papers on our subject areas to present to all the Commanders of the Unified Commands throughout the world.