HQMC Combat Development & Integration (CD&I), Capabilities Development Directorate (CDD), Logistics Combat Element Integration Division (LCEID)

• Managed a $44M Marine Corps Aviation Operations Support program for Marine Corps Installations Command.• Gathered initiatives from the field, and briefed to senior leadership for decisions.• Coordinated the procurement of an alternate radar system which will save over $1M over the lifecycle of the program.• Analyzed fiscal requirements data from the field and determined how they stacked up against other Marine Corps priorities.• Prepared detailed briefs for the Program Objective Memorandum budget formulation concerning aviation support operations.

• Led the personnel division for Marine Corps Installations Command, which is responsible for providing personnel oversight, guidance and policy for three regional subordinate commands reaching from the eastern United States to Japan with more than 20,000 military and civilian employees.• Personal representative for the Deputy Commandant for Installations and Logistics to serve as his representative on the Operational Planning Team chartered to optimize the entire Marine Corps civilian personnel structure.• Directly supervised the hiring actions for 75 civilian employees for Marine Corps Installation Command and the Deputy Commandant for Installations and Logistics.• Supervised the standup of the administrative department for Marine Corps Installation Command when the command was newly formed in October of 2011.• Supervised the writing, staffing and promulgation of policy pertaining to 3 geographic regional installation commands.• Supervised the personnel administrative functions to include reporting and maintaining information that affected pay, compensation, promotions, military readiness, and personnel readiness.

• Served as the V-22 Joint Program Integrator for Defense Contract Management Agency (DCMA) Bell-Helicopter.• Led a 23 (military/civilian) person Program Support Team covering all major functionalities for the Defense Contract Management Agency.• Facilitated customer engagement for the Defense contract management agency.• Engaged government and industry partners to improve product quality on the MV-22 Osprey, during tenure the customer reported defect rates decreased by 15%.• Briefed end users on the programmatic manufacturing production issues during conferences ensuring the customer was as well informed as possible on the status of MV-22 production issues.• Facilitator between the program offices, industry and the end users for quality issues with the products. Ensured that customer quality concerns were addressed by industry.• Ensured that production pilot concerns were melded with engineering concerns during the weekly change review board meetings.• Represented the V-22 Program Office as the on-site extension for contract management.• Established and utilized a communications network between the Program Support Team and the Support Program Integrators

• Served as Chief Operations Officer, Defense Contract Management Agency Bell-Helicopter, United States Marine Corps.• Directed the military/civilian team that provided contract oversight on the $40B MV-22 Program and the $20B H-1 Program.• Partnered with industry to provide the Marine Corps with the best quality product possible, while staying within the cost and schedule parameters.• Supervised two ACAT-1D programs (MV-22 and H-1) and oversaw the government flight representatives and aviation maintenance managers responsible for the surveillance of the contractor’s operations for which the government assumes risk for loss or damage.• Led two aviation program teams to ensure that all aspects of aircraft safety and production quality were met.

• Served as the Air Boss at Forward Operating Base (FOB) Al Qaim, Iraq.• Ensured all priorities for the Marine Aircraft Wing were accomplished by the various aviation detachments assigned to the FOB.• Successfully accomplished a myriad of tasks in a very challenging leadership situation where the various support elements did not report directly to the Air Boss. The situation required a different leadership approach, emphasizing team building, consensus, and an instilment of ownership for all of the partners involved.

• Led the squadron safety department as the Director of Safety and Standardization.• Provided the standardization policy and guidance for the squadron.• Managed and directed the squadrons’ aviation and ground safety programs.• Supervised the squadrons Naval Air Training and Operating Procedures Standardization program.• Investigated and prepared reports for aviation and ground mishaps.• Conducted monthly safety surveys and reported to Headquarters Marine Corps safety division.• Supervised updates and training of the squadron pre-mishap plan.• Provided input for V-22 flight clearances to the program office.• Submitted Naval Air Training and Operating Procedures Standardization changes.• Represented the V-22 community at Naval Air Training and Operating Procedures Standardization conferences.

• Operational Test Director for operational testing of the MV-22.• Planned, developed and executed the operational testing to verify that the V-22 met all threshold/objective criteria for the assault support common Critical Operational Issues (COI). The results of this testing directly contributed to the successful completion of Operational Test IIF leading to a full-rate production decision for the MV-22.• Planned and executed shipboard trials for the MV-22 to develop tactics, techniques and procedures for shipboard operations of the V-22.• Conducted Tactical Bulk Fuel Delivery Systems (TBFDS) tests for the MV-22 during operational test IIG, the procedures developed during this testing led to the successful employment of this capability during Operation Iraqi Freedom and Operation Enduring Freedom.• Conducted operational testing of the radar signature of the V-22 during operational test IIG. This testing provided critical data to increase the survivability of the V-22 in hostile environments.• Conducted external sling load testing of the MV-22 which allowed the first ever certification of over 20 pieces of Marine Corps equipment (vehicles, small boats, etc) to be transported as external loads.

• Led the squadrons’ administrative department.• Identified and coordinated unique human resource requirements with higher headquarters to ensure the successful activation a new Marine Corps squadron .• Spearheaded the update and rewrite of squadron orders and directives.• Established an efficient program to manage the squadron’s travel requirements.• Coordinated travel, orders and payment for over 200 personnel supporting the squadron requirements at geographically separate sites.