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The Kitsap Building Association is an association of builders, subcontractors and related service providers representing the home building industry, its members and its consumers. The association provides information, education and services to the membership and a unified voice on legislative issues affecting the industry and the availability of safe and affordable housing for all.The association seeks to:Provide sources of economic benefit to further enhance the success and stability of the member’s business.Remain the leading educators and facilitators of environmental awareness within our industry.Be recognized as an organization that promotes responsible use and management of natural resources.Remain a pro-active, positive influence in the legislative and regulatory arena.

Oversee all operational elements of Gateway Fellowship and Gateway Christian Schools. Direct oversight of Financial and Human Resources, Payroll, Accounting, Facility Maintenance, Information Management, and School Administration.Oversee business management of financial budgets for schools and church.Responsible for plant maintenance and security.Direct oversight of information management and technology services to support church and school operations for staff, teachers, ministries and students.Chair the Gateway Fellowship Stewardship Committee.Member of standing leadership teams: Senior Leadership, G3, Operations Team, and participate in other ad hoc meetings as required.

Responsible for identifying and implementing improvements that result in improved safety, quality, cost and cycle time utilizing Six Sigma, Lean, root cause analysis and other continuous improvement methodologies and tools. Provide direct oversight for measuring and reporting progress and successes of improvement initiatives and making recommendations for course changes and new areas of focus.

The National Football League launched the NFL Regional/Super Regional Combines program in 2012 to serve as a supplement to the League’s National Scouting Combine. They are designed to provide an opportunity for participants to display their pro potential and to help ensure that no worthy player is overlooked. NFL Regional Combines are conducted specifically for persons eligible for the NFL draft that are not participating in the National Scouting Combine, free agents who have never signed a pro contract, and free agents with some pro experience. NFL Regional Combines are not fantasy camps. Applicants must meet NFL eligibility rules and be able to perform at a high skill level. The NFL reserves the right, in its sole discretion, to reject any applicant it determines to be unqualified or unfit to compete. NFL Regional Combines are generally held in NFL club facilities and participants are tested and reviewed by experienced NFL scouting personnel. Participants’ measurements and Combine results, including video of their drills, are compiled and entered into a database accessible to all 32 NFL clubs. This data will be posted to the Regional Combines website as soon as possible after each event and each participant will be able to access their profile page containing their results and video and have the option to share their page socially via email, Facebook, Twitter, and Google+.

MANAGER’S INTERNAL CONTROL (MIC) PROGRAM COORDINATOR (2014)Accountable for establishing internal accounting and administrative controls for the command, providing annual evaluations and reporting MIC program effectiveness. Directed leadership to improve operations via the assessment and correction of internal controls. - Minimized risk through prompt internal recognition and self-reporting of risks, ensuring the company accomplished missions by focusing attention on achieving objectives through sound, controlled processes. - Ensured 100% adherence to controlled environment, risk assessment, controlled activities, information, communication, and monitoring functionality.QUALITY ASSURANCE MANAGER | PERSONAL PROPERTY MANAGER (2012–2014)Provided direct oversight of all plant assets across six locations in the US and abroad, maintaining floor-to-book and book-to-floor annual inventories of assets. Led 10 Operations Plant Administrators as direct reports with strategic oversight for $150M in combined asset value.- Achieved 100% compliance with Workforce Services Department directives through ISO 9001 guidance, internal audits and the application of Lean Six Sigma principles.

Accountable for the vision and leadership for 10-member staff with $1.1 million annual budget overseeing curriculum development, mandatory training, and certification of 1,900+ employees. This included First, Second, and Third level supervisory and apprentice Navy Division programs that provide fleet readiness support for submarines, torpedoes, land attack and fleet training systems. - Saved $220K annually with zero negative impact on deliverables, by collaboratively developing in-house training solutions and re-aligning priorities. -Eliminated 100% of organization inconsistencies by directing collaborative development of a cross-department resource solution leading to portable Individual Development Plans for every staff member. - Revitalized mentoring effort by developing pre-boarding, onboarding, and post-boarding toolkit for use by 60,000 enterprise employees. - Improved awareness of personal development opportunities for 1,500 employees, by initiating brainstorming sessions and identifying mandatory requirements and online training links. - Attained a 77%+ retention improvement of key employees by focusing on content and delivery in first 90 days of New Employee Orientation. - Achieved a 200% acceleration in promotion for key leadership roles obtained by building a professional development model based on assessment and translation of position requirements. - Delivered a six month reduction in cycle time, for the training 300+ supervisory/management employees, by leveraging ERP solutions in support of program delivery. - Successfully reduced external hires from 95% to less than to over 80% via internal promotions, by applying gap analysis on leadership development, leading to the creation of an innovative internal

Administered training and workforce development processes and procedures for 23,000 employees across four U.S. locations with $3 million annual training budget for Naval Command that engineers, builds, buys, and maintains ships, submarines, and combat systems that meet current and future operational requirements.- $5 million saved in first year by establishing Training Repository.- 75% reduction in training preparation time for 200+ trainers gained by standardizing curriculum with stand up of Central Design Group.-Launched first-of-its-kind Learning Management System to track training requirements for 25,000 employees. -$1.3 million saved and reduced re-training of 15,000+ apprentices 95% in one year.

Led 33 civil service employees directing recruitment, hiring events, field-recruiter training, site visitations, job offers, new hire onboarding, and T&D for largest of four naval facilities in U.S. with 10,000+ employees providing refit, repair, and preventive maintenance for all surface and submerged warfighters within Navy.-$3 million saved in annual recruiting cost by developing Best Practices recruiting model. -$1 million in annual overhead cut as part of contract negotiations. -Reversed Performance Inspection outcome from unsatisfactory to excellent in one review cycle. -$2.1 million saved in one year by decreasing travel, per diem and labor costs of borrowed tradesmen and engineers across four naval shipyards.

Served as technical training lead for Engineering and Planning Department, overseeing all combat systems curriculum and delivery to engineering and trades employees.-Eliminated duplicate tracking of training certifications after developing local Learning Management System for 10,000+ employees.