Contract lead at the AFNWC, charged with creating and delivering training for incoming contractors supporting the CAG, SSX and DSM. Lead a dynamic team of three individuals through day-to-day operations, empowering them to make informed decisions. This strategic approach has resulted in optimizing contractor support across the entire division branches. Oversee, track, assign, coordinate, and successfully complete a wide array of external (AFGSC, AFMC, HAFA10, SAF/AQ) and internal taskers, involving AFNWC Functional/Leadership (O6/GS-15/NH-IV/SES/2-STAR) review and approval processes via the TMT system. This systematic approach has consistently yielded the successful completion of a monthly average of 130 taskers through TMT. Oversee and respond to more than 50 personal and SSX workflow emails on a daily basis, ensuring the seamless continuity of day-to-day transactions. This thorough oversight enhanced operational efficiency and facilitated timely responses, contributing to the uninterrupted flow of SSX processes. Delivered support through four PEG Chief transitions and guided 13 Air-Delivered, Sentinel, and MMIII portfolio managers rotations, guaranteeing the uninterrupted continuity of the nuclear mission. Effectively tracked, coordinated, and successfully managed ACAT I Mk21A Re-Entry Vehicle program documents, ACAT I Sentinel program documents, ACAT I Long Range Stand-Off program documents, ACAT I ICBM Fuze Mod program documents, ACAT I B61-12 TKA LEP documents, through AFNWC and OSD levels of coordination and approvals. This resulted in the achievement of Mk21A RV MS B, Sentinel MS B, LRSO MS B, ICBM Fuze Mod MS C Initial Operating Capability, and B61-12 TKA LEP MS C FRP. Systematically monitored and successfully completed monthly, quarterly, and annual packages, encompassing crucial reports such as ACAT I–III MARs, MDAPs DAES, and MDAP MSARs. These comprehensive reports provided mission critical updates on our nuclear capability to the SAE, DAE, and Congress.

Distributed, tracked, reported, and provided quality control on over 75 monthly taskers in AFNWC/CCXSharePoint and AFMC Senior Officer Communication and Coordination Electronic Resource, SOCCER. Tracked over 80 emails per day from AFMC, AFGSC, SAF/AQ, HAF/A10, and AFNWC. This effort provided continual response to external and internal stakeholders. Effectively communicate and engage with military and civilian (O-2 and GS-13) and accomplishing action items presented by AFNWC leadership. Prepared, coordinated, and executed actions associated with AFNWC Staff Meetings, Nuclear Materiel Management Meetings, and meetings supporting AFNWC leadership (O-6/GS-15/2-STAR). Ensure all briefings, taskers, staff packages, email and written forms of communications are compliant with AF Tongue and Quill.

Performed duties as the liaison between the Base Maintenance Contractor (BMC) and government to provide inspections and maintenance from 9 sub-contractors with a total contract value of $1.9 million. Responsible for coordinating work with service contracts which d contacting the Facility Manager, trade group lead and Security Manager as necessary. Coordinated with government 6 Civil Engineering (CE) inspectors to ensure timely service and maintenance to Kirtland AFB systems. Inspected subcontractors work performance on behalf of CE. Responsible for Maintenance Action Sheet (MAS) reviews and maintenance scheduling for over 1.2K facilities and major component systems on Kirtland AFB. Facilitated the transition between CIMS and new BMC contractor by monitoring transition activities such as the physical movement of equipment and Information System account holder transfer. Performed duties as the single point of contact for legacy system change over between the government and base maintenance contractor. Resulted in the smooth transition with no interruptions of service. Managed and lead inventory control accountability with CIMS and government representatives, to include the creation of unconventional reports for top level leadership. Managed and created a 14-day timeframe transition plan covering over 2k lines of supply comprised of heavy equipment, service work trucks, furniture, tools, and IT equipment that were transported from KAFB to an offsite location. Plan executed within contract cost and on time schedule.• Reconciled approximately 20k excel spreadsheet line items from Real Property Installment Equipment (RPIE) with Recurring Work Program (RWP) into ACES-IWIMS. This effort was recognized by the CivilEngineering division operations lead.• Elected by the program manager to facilitate the change over from IWIMS maintenance and accounting legacy system to ACEs-RP. Reduced the number of inaccurate entries from over 3,000 to less than 200 in less than 90 days.

Collaborated with the taproom General Manager in regular opening and closing procedures of the establishment, fostering a positive and secure environment for employees and customers. Consistently enhanced operational efficiency by implementing ongoing improvements to standard operating procedures. Actively promoted company events and merchandise, contributing to the overall marketability of the establishment. Demonstrated adept multitasking skills while ensuring composure and keeping stress levels low for both customers and myself. Proven ability to skillfully de-escalate negative situations with customers.