Senior Regular Army Advisor Guard (SRAAGs), are assigned to the Army National Guard (ARNG) across each state and U.S. territory. SRAAG advisors assist their respective state's commanders regarding organization, operations, training and readiness. Each SRAAG is the “go-to” contact for The Adjutant General (TAG) in that state/territory.I was selected by a 3-Star Commander to serve as the SRAAG for the state of Texas. The Texas National Guard is the largest, with over 18,000 service members. My responsibilities include: — Engaging the staff at Texas’ Joint Force HQ in the enforcement of the Army Total Force Policy— S.M.E. for the State of Texas when it needs to access Federal resources (FEMA, Regular Army)— Enhancing partnerships between Army National Guard and the Regular Army — Facilitating ongoing training for both active & reserve members of the ARNG— Serving as the federally recognized authority for Texas ARNG promotions.As the SRAAG for the State of Texas, I successfully:► Served as liaison between the State of Texas ARNG and the Regular Army during Hurricane Harvey, providing critical resources, assets and information that significantly saved time, lives and money.► Coordinate and deliver direct oversight of 5,000+ service members in multiple training exercises for the National Guard.► Serve as President of multiple advancement boards for service members, recommending promotions for over 1,000 Officers.► Advise the Adjutant General on logistics and training requirements when converting from the Governor's authority to the President of the United States.

The Colonels’ Management Office is a 40-person organization responsible for the talent management, development, utilization and career management of over 3,200 senior Army officers. The organization is responsible for identifying the senior leader requirements for the Army across the Department of Defense and across the other 40+ inter-agency governmental organizations as well as the 30+ institutes of higher learning sponsoring educational fellowships.I was hand-selected by the Vice Chief of Staff of the Army to spearhead a change management process to increase responsiveness and make talent management more interactive. After identifying various opportunities to improve, I updated the team members and was responsible for: — Creating efficiencies in the process that increased utilization transparency— Strengthening strategic communications— Initiating a continuous assessment of the Army’s senior leader requirements — Designing and executing the entire cycle to make it more collaborative.In this role my team and I contributed several successful outcomes that included:► Developing, implementing, and publishing a shared talent management model to ensure transparency across the spectrum of assignments.► Initiating internal processes that were inclusive and collaborative to enable proper talent identification and utilization.► Soliciting input from the global command leadership to secure buy-in to the talent model leading to an interactive and collaborative talent management process.► Establishing trust with all stakeholders through transparency and a commitment to customer success.► Creating and launching a continuous global “road show” to expand reach and enable additional touchpoints with customers and end-users.

The North Atlantic Treaty Organization Rapid Deployable Corps Turkey is 1 of 9 high readiness land force headquarters manned and staffed by various NATO countries. The Corps is trained and prepared to deploy to an area designated by the Supreme Allied Commander Europe to conduct multi-national and multi-service operations.Upon completion of the National War College, I was selected to serve in this Joint and Multi-National Command as the overall Operations Officer for the Corps. I was chosen to lead the Corps' restructuring effort as it expanded from land-only to land, air, and sea operations. I was tasked with the following in order to facilitate this expansion:— Train the multi-national staff on land, air, and sea operations.— Lead and coordinate the certification effort with the NATO headquarters in Brussels.— Conduct and synchronize the everyday operations across the 13 different participating nations.In this role I successfully: ► Led the operations staff to achieve a high state of cohesiveness, bringing together 13 different cultures to achieve one common end-state.► Managed the internal processes with the multi-cultural staff to achieve maximum efficiency.Under my leadership, my 50+ member team then accomplished the following:► NATO CERTIFICATION STAGES 1 & 2: Planned and executed 2 large-scale training exercises consisting of over 15,000 personnel and an operating budget of $8+ MM in the ramp-up for the NATO certification.► NATO CERTIFICATION STAGE 3: Successfully certified the headquarters during an intensive 14-day process managing service members from 8 Nations and the staff from 13 Nations.

Senior military officers who are likely to be promoted to the most senior ranks are selected to study at the National War College in preparation for higher staff and command positions. Its graduates exercise great influence on the formulation of national strategy and foreign policy. About 75% of the student body is composed of equal representation from the Army, Navy/Marines, Air Force and Coast Guard. The remaining 25% are drawn from the Department of State and other federal agencies. International fellows from a number of countries also join the student body.While attending the National War College, I was:► A key participant in developing a National Security Strategy, which was presented at the highest levels of government. This process required foreign travel and engagement with foreign governments and civilian entities to gain perspective and information in the formulation of the strategy.► Awarded a Masters in Strategic Studies.► Awarded a Certificate of Concentration in Combating Weapons of Mass Destruction.

The Army established the Soldier for Life (SFL) program in July 2012, when Veteran unemployment was high. The program enables Soldiers, retired Soldiers, Veterans and families to leave Army service "career ready" and connect to an established network for employment, education and health resources. The SFL program office was aligned regionally and functionally with 4 regional directors across the U.S. (NE, SE, Central and West) and 3 functional directors: Education, Employment and Healthcare.In the summer of 2012, I was one of 13 officers hand-selected by the Vice Chief of Staff of the Army (4-Star) to envision, establish and execute the Soldier for Life Program from the grass roots level. To prepare for the launch and ensure continuity, our team created the first-of-its-kind strategy to:— Build a holistic program to address the complexities of Veteran transition— Create a national network to support the needs of Veterans and their families — Work with Congress to expand opportunities for Veteran employment, education, and healthcare— Encourage synergy between private & public partnerships to increase credentialing options— Increase awareness & appreciation of the “Value” of a VeteranAs Central Regional Director, I successfully:► Enhanced and fostered relationships with other responsible government entities (Veterans Administration, Department of Labor, Congress and the White House).► Built regional and national networks to share knowledge, capability, and resources at the local, regional and national level.► Spearheaded collaboration among private, public, non-profit organizations, for-profit companies and governmental agencies.► Streamlined credentialing for Veterans through civilian licensing agencies.Based on the success of the strategy and executed plan the Army revamped the existing Transition Assistance Program (TAP) to mirror the Soldier for Life model.

2-82 Field Artillery, 3rd Brigade Combat Team, First Cavalry Division’s mission was to maintain a readiness level in order to deploy anywhere in the world with little notice and execute across the spectrum of military operations. I was hand-selected by an Army centralized board of senior officers to serve as this battalion’s commanding officer. Only 14% of all Army Lieutenant Colonels are selected for this CEO opportunity. Under my leadership, I commanded: • 700 Service Members• $150MM+ worth of equipment (120+ Combat Vehicles)• An annual operating budget of $20MM+ • U.S. Resources within two Iraqi Provinces • The only International Provincial Reconstruction Team • A Department of State Reconstruction Team • Family Readiness Program, providing health & welfare to 300+ service-members’ familiesIn this role, I successfully initiated critical:► COMPLEX TRAINING — Planned and executed multi-faceted, continuous team training for the subsequent operational deployment to Iraq.► STAKEHOLDER ENGAGEMENT — Served as the American Commander counterpart to the Iraqi Civilian and Military leadership at the State level for two separate Iraqi provinces.► CROSS-FUNCTIONAL TEAM MANAGEMENT — Co-opted, trained, and partnered with over 35,000 Iraqi Security Forces, enabling manning, arming, funding & equipping.► RISK ASSESSMENT — Conducted extensive risk mitigation involving the complexities of integrating Iraqi Security Forces, Key Civilian Stakeholders, and U.S. Forces for their support in the withdrawal of U.S. Forces in 2012.► STRATEGY OPERATIONS — Created and executed the security operations exit strategy for the final 300 kilometers of the planned U.S. withdrawal route from Iraq, resulting in zero U.S. casualties.► RELATIONSHIP BUILDING — Spearheaded extensive influence operations with local tribal leaders (sheiks) and civilian stakeholders to gain security cooperation & partnerships that would facilitate the safety of the Iraqi people and U.S. Military.

The United States Army Human Resources Command (HRC) is focused on improving the career management potential of Army Soldiers. From basic training through retirement, Soldiers have one agency to assist in talent/career management. I was selected to serve as the trusted agent/assignment officer for my peer group by the commander of HRC (2-Star). As a Deputy Director my responsibilities included:• Implementing and providing talent management and professional counsel to 800+ mid-career level leaders. • Coordinating world-wide placement based on organizational requirements to 80+ different organizations. • Managing and prioritizing advanced education opportunities for the population.In this role I successfully:► Forecasted organizational needs for over 80 separate organizations requiring talent within my population.► Conducted extensive outreach to the 800 Service members I was responsible for through multiple touch points to gain perspective, conduct interviews, and assess talent requirements for placement.► Balanced the educational needs of the population to the Army’s requirements.

2-82 Field Artillery, 3rd Brigade Combat Team, First Cavalry Division’s mission was to maintain a readiness level in order to deploy anywhere in the world with little notice and execute across the spectrum of military operations. The organization had 450+ service-members.I was hand-selected by an Army Colonel while we were on a combat deployment to Iraq to serve as this battalion’s executive officer.As the Executive Officer my responsibilities included:— Serving as the Chief of Staff for the Human Resources, Intelligence, Operations, Logistics and Communications Departments— Identifying the logistical needs for the 450+ service-members— Managing the multi-million-dollar operations budget— Supervising the maintenance program for the 100+ vehicle fleet — Coordinating transportation solutions for the scheduled redeployment from Iraq to Fort HoodDuring my tenure I successfully:► Streamlined staffing approval processes to eliminate internal bureaucracies ► Synchronized with DOD Agencies to redeploy personnel & equipment from Iraq to Fort Hood► Maintained all vehicles and systems at a combat readiness rate above 96% supervised the staff providing