As Deputy Director, I led a team of 15 directly and deputy-led a wider and diverse team of 40 communications professionals. Key accomplishments for my team included:▪ Pioneered NATO military public affairs focus. We significantly increased the command’s presence in international, national, and regional media markets by well over 300% through the team’s concentrated, talented efforts to set a compelling narrative and grow media interest in the Alliance. Additionally, we applied a youthful, team-driven, and revolutionary overhaul of NATO’s military approach to social media and web-based communications efforts that provided significant audience growth across all platforms and attracted much younger audiences.▪ Allied Command approach to news and social media. Our efforts to persuasively campaign for the development of military public affairs capabilities across the Alliance, resulting in first-of-their-kind engendered Allied conversations concerning this critical development. Further, as a much larger network of military public affairs professionals across the Alliance, we researched and developed the first military public affairs organizational designs since the Cold War; our designs will be implemented across the Alliance over the next several years.

Serving as I Corps’ Director of Public Affairs, I led an immediate team of 8 personnel and guided and mentored a much larger team of over 100 communications professionals across Washington State, Alaska, and Hawaii. Our key accomplishments were: ▪ Innovative restructuring of Army military public affairs. Our team developed, planned, and implemented an unprecedented comprehensive restructuring of the command’s headquarters and subordinate commands’ public affairs personnel; said concept was recently adopted as a best practice and further implemented across the U.S. Army to completely restructure and improve the Service’s public affairs capability. ▪ Strategic communication focus. My team spearheaded the design and implementation of a unique, first-of-its-kind strategic communication plan for the entire command (Washington, Alaska and Hawaii) that significantly increased the ability of the command to ensure consistent narrative application for units spanning across the Indo-Pacific region. During the COVID pandemic, we applied this same strategic communications focus and acumen towards regular – and influential – communication to both internal as well as external audiences, substantially increasing the command’s ability to quell panic and encourage confidence.

Serving as one of APAC’s two Team Leaders, I supervised a team of two senior civilian leaders as well as 4 senior Army Non-Commissioned Officers. Key accomplishments for this small, but powerful, team were:▪ Critical Army Policy and Doctrine rewrite and redesign. Together with my Doctrine Lead, we collaborated across multiple agencies (US Air Force, US Navy, National Guard Bureau) to drive the first revision of both Army public affairs policy and doctrine to occur in well over 10 years.▪ Top-to-bottom Special Programs Review and Evaluation. Spearheaded my team’s top-to-bottom review of the U.S. Army’s continuing education and corporate fellowship programs for the Army’s Chief of Public Affairs, informing senior Army leadership of necessary improvements for both programs and resulting in a concerted effort by said leadership to revisit their use and application of this broadening opportunity across the Army public affairs career field.

As Chief of Public Affairs, I led a team of 20 communications professionals from both the United States as well as The Republic of Korea at the U.S. Army’s only multinational combat division. Key accomplishments for my team included:▪ Dramatic increase of global media profile of command. My diverse team made significant strides in increased the command's presence in Korean, U.S. and international media markets through stories in the Washington Post, Army Times, Korea Times, and Jane's Defence Weekly, as well as with feature stories on international broadcast mediums CNN, Reuters, NPR, and NBC. Further, we dramatically drove exponential growth in the multinational division’s web and social media presence through dogged, groundbreaking work in both English and Korean, resulting in more than a 350% audience increase (e.g., we jumped from 30K to 115K followers on Facebook in just one year).▪ Long-form print and broadcast focus. We streamlined, modernized, and increased the readership of the U.S. Army’s only standing, and uniquely bilingual (English and Korean) monthly magazines (both hard copy and electronic) working as a team of both U.S. military public affairs personnel as well as Republic of Korea (RoK) Army Soldiers. Additionally, we conceptualized, planned, and executed a unique video documentary commemorating the 100th anniversary of the U.S. 2nd Infantry Division, uniquely driving the creative process for this product in conjunction with a Korean media production company for use across the command’s web platforms.

Selected as one of six Public Affairs Training With Industry (TWI) Fellows from across the Army; worked on a team of well over 40 Corporate Communications personnel at their US headquarters in New Jersey. Key accomplishments were:▪ Significant corporate writing contribution. I provided critical assistance to the Siemens Foundation, writing no less than 30 biographies for competitors in their 2014 annual competition, and as well as assisting with critical correspondence in preparing for their 2015 Summer Outreach program.▪ Key stakeholder engagement and development. As part of the greater Siemens team, I developed critical business relationships for Siemens with national and regional veterans’ organizations, most notably the American Legion and United War Veterans Council. Further, spearheaded Siemens’ 2015 Stockings for Soldiers campaign, participation in NYC’s Veterans Day Parade, and celebration of Memorial Day in 2015, as well as organized two Siemens lunches with the New Jersey Veterans Administration (VA).

Serving as the Media Relations Officer for the first NATO Rapid Redeployment Corps in a smaller team of 12 British, German, and U.S. team of communications personnel, our key accomplishments included:▪ Innovative strategic communications focus in Afghanistan. While deployed to Afghanistan and working with a team of 5 multinational communications personnel, I spearheaded the unprecedented development of critically important public affairs planning with several Afghan defense and governmental agencies and organizations, ultimately resulting in the creation of a unique document organizing the further development of the Afghan military public affairs structure and operations across the country. ▪ Key Afghan Stakeholder Engagement. Further enabled by my small team, I served as primary public affairs liaison between the International Security and Assistance Forces (ISAF) Joint Command HQs and several key Afghan military, and civilian, agencies in Kabul and around the country; my work in this area gained significant ground for NATO/ISAF forces in the country, namely strategic communications involving messages disseminated through mosques and places of worship.▪ UK & International Broadcast and Web Focus. Leading the team’s efforts towards significantly increasing the reach of the command in (UK) local, regional, and national, as well as international media markets, with stories in The Independent, The Sunday Times, Jane's Defence Weekly, and Jane's International Defence Review, as well as broadcast features on BBC News, BBC Radio, BFBS, and ITV. We also pioneered the unprecedented development of the command's social media and web presence, with groundbreaking work on social media packages featuring the interconnected use of multiple social media platforms to cover unique training events.

• Managed the headquarters' internal communications products, both hard copy and web-based; responsible for the complete redesign and implementation of the command's public internet website, a feat not accomplished for more than five years at that point and an effort that resulted in a significant increase in global online viewership.

As the Brigade Combat Team’s Public Affairs Officer, I directly supervised a team of 3 communications professionals and was indirectly responsible for directing a further network of 8 communications professionals across the greater command. Our key accomplishments were:▪ Combat Media Engagement Excellence. My small team developed, planned, and executed the embed of well over 50 civilian and military journalists (e.g., The Times, N.Y. Times, L.A. Times, The Chicago Tribune, Czech TV, AP, and Reuters, to name a few) with the unit while on deployment; the latter the largest amount of embedded journalists covering one specific area of U.S. and Coalition Forces in Iraq at the time (2008-2009).▪ Unique combat university journalism program. We partnered with the University of Alaska Fairbanks to pioneer the development and implementation of the first-ever university journalism student embed program in Iraq, resulting in a plethora of student-generated imagery, print, radio, video, and social media coverage of the brigade on deployment in publications and broadcast mediums across North America, and dramatically increasing the global online reach of the unit.

• Assisted the command's chief public affairs officer with all internal, external, and community relations products, coordination, and planning for the U.S. Army in Alaska• Represented the command as a public affairs subject matter expert on numerous major U.S. training exercises, both in Alaska and around the Pacific.• Assisted with the coordination for the production of a television pilot episode for the History Channel, filmed on location with U.S. forces in Alaska.

• Assisted the Chief Public Affairs Officer with editing all internal command information products, specifically the command's weekly newspaper (appox. 20,000 copies in circulation), as well as other duties as assigned • Hand-picked to work in a Lieutenant Colonel position as a Captain for over four months• Managed 5 military and civilian public relations personnel

• Strength Manager (human resource management) for a U.S. Army two-star command; directed the assignment and placement of over 12,000 military personnel across Alaska• Managed 3 military and civilian personnel

• Primary manager of personnel (human resource) activities for all military units and personnel stationed at Ft. Richardson, Alaska (approx. 5,000 personnel and their families); managed 50 soldiers and civilians with a budget and inventory of close to $2.5 million• Facilitated the inactivation and shutdown of the detachment, expertly turning in all equipment, inventory items, and transfer of military personnel within an extremely short time frame, well below the established standard