Responsible for creating governance and operational focus for 2 major contracts (each worth ~$33M), working directly with their respective CIO/G6 driving the strategic goals. Developed policy, objectives, delineation of responsibilities, awareness / communication, metrics, and management reviews over 2 contracts aligning IT services and processes to business strategy supporting ISO 20000 & 27001.• As an IT Portfolio Manager, developed an ITSM concept that met business strategy for the Army National Guard and oversaw / synchronized governance processes and risk management. • As Governance Program Manager, developed services and processes through case study and quality control - reducing ticket time by maximizing ticket resolution at Tier 1 and minimizing cold ticket transfers. Directly involved in request ticket management with a 2-person team developing multiple what-if analyses to reduce duplicative solutions.• Managed and supported the change management process for 2 portfolios impacting governance. This included implementation of a working CONOP - from requirements review through change management through test/release to full implementation.• Built and implemented the IT continuous improvement framework employing tenets of the enterprise architecture maturity model and ITIL’s Service Value System. • Programmed the transition of a $33M contract from a major Verizon competitor over to NETWORX (GSA), leading the development of services provided to the Enterprise impacting 54 states, territories, and district. • Architect of a Dynamic SOP program interconnecting 100+ information papers creating cross-functional communication – fostering an environment of vertical and horizontal coordination.• Consulted on ISO 9001:2015 on alternate paths and their viability. This working group informed the executive director on the challenges and best course of action resulting in the launch of the NPS Branded Relationship Survey benefitting multiple contracts.

Supported a $5B GSA contract for Task Order Assistance (TOA) moving the whole of the federal government to the Enterprise Infrastructure Solutions (EIS) IDIQ. Orchestration and executed detailed quality control for solicitation packages for 2 agencies (DoD & FBI) and data analysis on 35 other federal agencies. • Leading Change and Building Partnerships. - Developed the implementation strategy following the Enterprise Architecture maturity model while outlining the evolution of staff supporting the company’s growth.- Delivered the implementation strategy following the Enterprise Architecture maturity model while outlining the evolution of staff supporting the company’s growth.- Established Confluence / JIRA in accordance with NIST 800.171 as a collaborative; then fielded through production phase creating an Agile environment for efficient creation of deliverables.• Results Driven and Business Acumen. - Managed 2,000+ deliverables according to ISO 9001, providing a quick reference to senior leadership to outline the return on investment since the inception of the EIS TOA contract.- Validated weekly P&L Accountability reconciling schedule conformance building to monthly progress reports. - Performed the Statistical Analysis outlining the complexity of 37 government agencies compared to GSA allocation impacting the equitable balance of resources.- Expert use of data normalization and performance weighted values to objectively align resources with requirements across 37 government agencies for optimum solutions - packages and vendor selection.- Scrutinized over 40 documents built for the DoD solicitation package ensuring they were synchronized and aligned with the Federal Acquisition Regulation. - Screened news releases resulting in the discovery of a 2019 GSA IG Audit that made unsubstantiated claims then provided clear documentation that led to an audit of the IG investigation clearing the company of any wrongdoing.

Chaired the refinement of over 3,000 positions for the Army's top 1% of leadership serving in critical missions around the world including Combatant and Joint Commands.• Leading Change. - Spearheaded business process improvements (utilizing tenets of Lean Six Sigma) and software synchronization that increased efficiency by 33%. - Established as a subject matter expert of HRIM network architecture synchronizing big data and training nearly a hundred professionals operating in an Agile environment and advising senior leaders.• Leading People.- Restructured the workforce optimizing the management of over 3,500 enduring and emerging requirements accurately forecasting upcoming challenges with desirable solutions.- Managed the loss of 25% of the staff. Restructured the internal team for optimum focus on over 3,500 enduring and emerging requirements accurately forecasting upcoming challenges with desirable solutions. - Refined retirement and legal adjudication processes increasing accuracy and forecasting by 10%. - Fostered a learning environment mentoring 3 experienced account managers to more efficiently collect, aggregate, and synchronize big data improving accuracy by 20% improving consultations with 4-star combat commanders and the Army Vice Chief-of-Staff.• Results Driven & Business Acumen.- Leveraged IT capabilities creating a more fluid process filling requirements for the Army and Joint Commands.- Mentored senior leaders on talent management strategies capitalizing on legislation and policy.- Established as a subject matter expert of HRIM network architecture synchronizing big data and training nearly a hundred professionals operating in an Agile environment and advising senior leaders.• Building Partnerships. Advised the Army Vice Chief-of-Staff on element of NDAA and governing policies relating to joint qualification and management.

Senior Executive overseeing key programmatic operations in the Middle East, including 3 programs carrying out executive agent authority for the whole of DoD. Personally advised 4 General Officers including the Commanding General (3-star). Hand-selected for an O6/GS15 position as a O5 directly advising the 2-Star Forward Commanding General.• Leading Change.- Spearheaded the 54% downsizing strategy of a major Army Theater Headquarters supporting the Middle East operations to support security and civil governance / infrastructure. - As a school-trained Force Manager, formulated the key analysis synthesizing big data and authored the pivotal language to the Headquarters of the Department of the Army (HQDA) which led to the necessary activation of a National Guard Division aligned to the longest ongoing operation in the Middle East – Operation Spartan Shield. - Cultivated a social media instance (milSuite) mentoring senior leaders across the Middle East. This Wikipedia design hosted nearly 200 information papers easily accessible from a single overview landing page synergizing DOD and Army Doctrine, policy, instruction and guidance.• Building Partnerships & Results Driven. - Forged partnerships with Government and Non-Government Organizations resulting in more effective operations saving 10% of a $32M annual budget.- Synchronized the big data for drug positives and suicide rates establishing trends that pinpointed causality in human behavior tied to location, impacting a population of over 300,000. • Business Acumen.- Orchestrated 3 major programs as DoD Executive Agent strengthening ties with other services (e.g., Air Force) and coalition partners–opening doors for both U.S. Ambassadors and DoD Commanders.

Primary sustainment consultant directly advising the Commanding General of a multi-national coalition (South Korea, Japan, U.S. Pacific Command). • Leading People.- Public recognition by the commanding general of the South Korean Army for services rendered to benefit the KATUSAs embedded throughout US Forces serving in the Republic.- Regular presence on AFN Radio as an advocate for C-Suite Executives. - Served as guest speaker to multiple mentorship-driven Saturday seminars to junior officers.• Business Acumen. - As the DoD Executive Agent for reception operations and informed by Life Cycle Management, conceived, designed, built, and supervised a major joint program for contingency operations in S. Korea, culminating in a successful proof of concept.- Charted, utilizing tenets of Lean Six Sigma, key defects in the existing contingency plan (amidst armistice) and mapped the new a plan unifying theater-level assets into a cohesive infrastructure. The resulting product was a business continuity plan that showcases progressive management.- Conceived, designed, and supervised the proof of concept for Deployed Theater Accountability System (DTAS) (COGNOS on Secure Protocol Network) showcasing a passenger manifest capability aligned to DoD Common Access Cards (CAC), improving processing time by 90%. - Incorporated planning key considerations to the largest DoD civil engineering project in South Korea relocating key infrastructure from Seoul to Pyeongtaek (40 miles South). • Building Partners. - Awarded public recognition by the commanding general of the South Korean Army for services rendered to benefit the KATUSAs embedded throughout US Forces serving in the Republic.

Managed national assets, personnel, logistics, and operations across 3 states with an annual budget of $3.5M. • Leading Change. - Institutionalized an asynchronous collaborative forum, crowd sourcing among employees to elicit best business practices.- Stimulated innovation as a public speaker to an Army-Wide Audience (Army Education Space) discussing “Working Within Limited Resources” in the wake of the 2013 government shutdown and published 3 articles with the Army Recruiting Magazine.- Inspired a new no-cost concept for assessing aptitude for college entrance by outlining to Oklahoma leadership the etymology of the SAT/ACT. • Leading People. - Led over 300 troops and civilians through the evacuation and disaster relief efforts tied to two F5 tornadoes (Moore and El Reno) where several schools were destroyed; however, the result of the evacuation planning, there were zero incidents to assigned personnel or their families.• Results Driven. - Amplified the effectiveness of the standard statistical analysis using data normalization to map “hot spots” to engage key demographics aligned to organizational requirements.- Directed, Guided, & Managed over 100 investigations evaluating violations of the uniform code of military justice and audits of quality assurance in the acquisition of new recruits.• Business Acumen. - Evaluated primary inject points via quantitative and qualitative analysis.- Identified and navigated the resolution to more than $1.5M in mismanaged property. • Building Partnerships. - Partnered with local governance including the Oklahoma Governor to strengthen community ties and built mutually beneficial relationships supporting mission goals. - Forged a consortium with school board members, principals, and teachers advocating for the education of students yielding an exponential increase of recruiter exposure to a key demographic.

Policy Wonk and Change Leader. • Leading Change. - Shaped Policy and Change for the Secretary of the Army. Leading two major objectives of the Annual Army Strategy focused on business processes and the technology that manages them. Directly reported the direction and status to the Assistant Secretary of the Army (Financial Management & Comptroller). - Transformed the nature of asynchronous collaboration by trailblazing the path for a technical solution to obtain full funding in the 2014 POM. Pulled together C-Suite stakeholders around the Pentagon to rally support to institutionalize Enterprise 2.0 concepts. - Engineered Enterprise 2.0 collaborative business practices and software deliver in an Agile environment - Recognized as a key Army Leader for positive change and invited as a Key Note Speaker at the 2011 MIL-OSS Conference (Atlanta, GA). • Business Acumen. - Cultivated the rapport of “policy wonk” by authoring / revising policy aligned to NDAA language.- Synchronized DoD and Army technology-based authentication processes. Reinforced Defense Enrollment Eligibility Reporting System (DEERS) as the authoritative data source by consolidating databases still using Army Knowledge Online (AKO); opened communication between the Army G1 (CAC/PIV operations), the DoD CIO/G6, and DISA.- Developed the marketing plan capitalizing organic and support-element resources educating and influencing the Army community on metric-based tracking that engendered greater accountability for established objectives.• Building Partnerships. Partnered with PEO-C3T (ASA-ALT) and Army CIO/G6, navigating the milSuite technical solution through PPBE to the 2014 POM and permanent institutionalization across DoD.

Interagency Fellow to the Department of State, Bureau of International Narcotics and Law Enforcement• Leading Change.- Awarded Diplomatic status to Dominican Republic (DR) galvanizing a relationship designed to establish DR as the centralized member to CBSI. Forged an enduring partnership amongst DoD, DoS, DHS, & DR National Police setting conditions for sustainable, networked infrastructure crossing cultural divides.- Consulted the CBSI Primary Briefer during Congressional Hearings with the Foreign Affairs Committee providing technical background and impacts of current and future programs resulting in full Congressional endorsement where CBSI continues to secure the U.S. third border. • Leading People. Mentored senior military officers at the U.S. Army War College on the relationships between DoD, Army, and DoS. Outlined CBSI’s return on investment. • Results Driven and Business Acumen.- Programmed and synthesized multiple major bilateral initiatives aligned to an $80M annual budget creating a 15-country multilateral initiative deemed the Caribbean Basin Security Initiative (CBSI) – reducing net overhead by $20M.- Reconciled programmatic requirements with funding restraints (25% cut) authorized by the Congressional Appropriations Committee to allow for maximum effectiveness. - Utilized tenets of Lean Six Sigma, identified and resolved a procurement bottleneck in a process that involved a bilateral agreement to a foreign country benefiting the security to the U.S. delaying the delivery of over $1M affecting the long term institutionalization of a major training program.- Synthesized big data to highlight trends in illicit trafficking where DR was a designated port and then authoring the DR section of the 2009 Volume II report presented to Congress.

• Leading Change and Leading People. - Advanced Army evolution to a modular design concept as the hand-selected leader of change. Led the organizational change of the Army’s largest deployable logistics command by redesigning processes integrated with garrison resources, designed and formalized the first full service customer service center, and engineered the incorporation of additional battalions. - Fostered a culture of efficiency, developing partnerships with Fort Bragg’s remaining organizations achieving a state of consistent improvement transforming 15 more organizations.- Fielded training concepts, post policy, and disbursement plan of $3M in biometric computer hardware and satellite communications (VSAT/CAISI). - Formalized the transformation with a final proof of concept executed over the course of a 15-month deployment to Iraq codifying support and processes into operations orders and policy galvanizing infrastructure design in a forward theater.• Business Acumen. - Calculated data normalization and quantitative analyses to assess the optimum distribution of equipment aligned to customers supported – driving transformation.- Succeeded as an expert in process and network architecture, assessed the latest in sustainment tracking system, Battle Command Sustainment Support System (BCS3). Comments outlining interconnectivity with existing databases while implementing emerging technologies were implemented prior to release of the final product in 2008 shaping operations in Iraq.- Scrutinized nearly 2,500 congressional inquiries for 3-star and 4-star General Officers (including GEN Petraeus) over 15 months. Through data normalization, identified trends and viable solutions to answer broad issues reducing inquiries by 38%.• Building Partnerships. Directly Influenced the development of Provincial Reconstruction Teams (PRT) in Operation Iraqi Freedom (2007) manning design during the assumption of Department of State (DOS) of the mission from DOD.

Established as a leader of change, hand-selected by garrison leadership to be placed in a position of greater responsibility than current rank to lead Fort Bragg (NC) through an evolution toward a modular military concept. Initially assigned to lead change of the Army’s largest deployable logistics command by analyzing and redesigning processes integrated with garrison assets, then leading the construction of a separate building to improve customer service for the additional battalions assigned to the organization. The end result was an efficient set of interconnected processes sustainable with a balance of resources – annual funding, equipment, supply, and manpower. This set the example for all other brigades to follow as an ideal infrastructure design with deployable assets.

Division Chief for an Army Theater command of 2,000 personnel throughout Europe supporting Army/NATO and Joint 4-star commanders. • Leading Change. Spearheaded transformation and mentored junior leaders impacting the strategic modernization of tactical communications systems and force structure.• Business Acumen. - Designed the methodology to synchronize big data telling a story to senior leaders on the disposition of a geo-disbursed organization supporting European operations.- Awarded the esteemed Adjutant General Medal for successful implementation and development of the bridging plan procedures for synchronizing big data optimizing data accuracy.- Formulated and implemented policy that streamlined processes mindful time and resource constraints. - Interpreted guidance to assess priorities for strategic modernization efforts aligned to force structure.- Influenced Army-Wide working groups designing organizational structure, business processes, and network architecture highlighting vulnerabilities through root cause and gap assessments in enterprise-wide structure.

Commanded a Multi-Functional Detachment geo-dispersed across Germany with offices in Heidelberg, Stuttgart, and Bad Aibling. Managed leadership, training, morale, discipline, welfare, safety, and technical and proficiency of 64 Soldiers and civilians. Oversaw direct support to 40,000 of the senior most military commanders across European Special Operations Command, European Command, V Corps, Regional Medical Command, and U.S. Army in Europe. Personally supported 27 General Officers’ personnel requirements and access control. Responsible for over $2.5 million of organizational and installation property. • Leading Change. Oversaw the implementation of Oracle (Peoplesoft) affecting 30,000 records requiring a method of daily reconciliation and automated data entry.• Business Acumen. - Headed the monthly synchronization of big data to assess overall accuracy of records to within 1 standard deviation. - Stood up 3 DOD ID Card Facilities incorporating the new Common Access Card (CAC) capability with active PKI Encryption supporting southeast Germany. - Designed facility processes using existing structures mindful of access points that were ADA compliant while maintaining the utmost security for customers and employees during the sudden riots at the start of the Iraq War in March 2003. • Building Partnerships. Partnered with foreign government military and border patrol to augment contracted staff to best protect the perimeter and inspection cue without exposure to customers already in the compound (kasserne). Zero Injuries.

Executive Officer of Fort Jackson’s largest Basic Combat Training company in the battalion. Responsible for management, programs, policies, support activities, and Courts and Boards actions with emphasis on trainee discharges. • Leading Change. - Developed the Administrative database pulling from multiple data sources and synthesize reports that led to qualified objective decisions for all echelons of leadership. - Acquired by the Director of Information Management to spearhead Fort Jackson’s implementation of the Army’s Automated Integration Management System (AIMS) shaping the final implementation in 2017. • Leading People.- Primary consultant to the Director and Senior Executive Director. - In the hour following the 9/11 attack, planned and executed force protection protocols for a building holding over 1,000 untrained soldiers using improvised barricades and rerouting vehicles. Later, worked with leadership on a contingency security plan assessing resources that were immediately available to fortify and protect untrained, untested recruits.• Business Acumen. - Oversaw personnel, administration, automation, legal and mail sections of a Combat Training Brigade. Managed all correspondence of personnel actions for 6,750 Soldiers.

Anti-Tank Scout Platoon Leader oversaw $1.5 million in property and the development of 15 Soldiers. Oversight of all programs relevant to NBC, Radiation, & Safety.Leading People•Formulated the rigors of realistic training to build muscle memory in young, untested troops to ensure the right habits were indoctrinated leading toward the safety of the team and success of each mission.• Trained over 300 on chemical detection and decontamination.Business Acumen.• Managed the maintenance and readiness of a dozen M43A1 chemical detection devices including the proper handling of the Americium 241. • Administered the careful handling and use of 2-chlorobenzalmalononitrile (CS) Gas.• Regularly assessed routes and bridges to accommodate weight and minimum turn radius for convoy operations. Envisioned and constructed ~10 engagement areas affecting 40+ acres coordinating shared assets (e.g., dozers, barrier materials).