Westroads Mall - Omaha, NEResponsible for oversight and operability of the largest shopping center in the state. Duties include tenant relations, development of personnel, negotiating contacts, oversight of vendors, creation and implementation of expense and capital budgets, community relations, financial/variance reporting, and forecasting.

Partner and assist the Sr General Manager over multiple properties in the Orlando, FL region in the overall operation of multiple shopping centers; holds accounting and property management responsibility, preparation of budgets and forecasts business plans; provides support for local, regional, permanent, and temporary leasing; coordinates the specialty leasing program; establishes and maintains retail relationships, oversees personnel; develops on-site staff and interacts with corporate staff to accomplish special projects and involvement with the community; shares in responsibility for maintaining the physical integrity of the shopping center, creating an environment that enhances customer experience and tenant sales. Primary focus is to increase the value of the shopping center by increasing its NOI with strategic capital expenditures.

I own MyIslandRoots, a small entrepreneurship. We are an online-based retail business specializing in island-themed apparel and accessories. The business customizes shirts, jeans, dresses, hats, and everyday household items at consumer request. Each order is personalized for the individual needs for every customer. For general inquiries or investment opportunities, please contact us via email at info@myislandroots.com or visit us online at myislandroots.com.

General Manager for Black Wolf Group dba TWO MEN AND A TRUCK, Minneapolis - Saint Paul area. Responsibilities included the management of a network of multiple operating units across the twin cities. Scope of work included total P&L responsibility of sales, marketing, customer service, operations, recruitment, vehicle maintenance, compliance (OSHA, DOT), and budgeting. The position included a Leadership Development Program (LDP).

Delivers innovative enterprise process improvement projects that improve FedEx packaging services, revenue capture, customer service, and ability to compete as one brand worldwide. • Restructured a new Enterprise Claims Desktop client with a budget over $7M to integrate a single enterprise claims solution across three FedEx operating companies which process claims in the United States for a department of over 100 personnel • Engineered a Trace-to-Claims process improvement cycle in order to optimize the existing enterprise parcel Trace and Claims process cycles; eliminated 7 redundant process steps and currently assessing savings of total time per Claim filed.• Completed Scaled Agile Framework (SAFe) project management methodology training; certified as a SAFe Agilist leader, Product Owner – Product Manager, and SAFe Practitioner.

Plan and evaluate intelligence training with partnered National Guard and Reserve component units across southeastern US. • Created large-scale operational scenario for 4,000-person Brigade Combat Team for annual training and mobilization; scenario adopted for all future training missions• Developed and established Brigade Intelligence University as course director and primary instructor; taught 4 course milestones and successfully certified all 12 colleague Observer/Coach/Trainers to teach future leaders.

Director of Intelligence and Security for a 550 member Light Reconnaissance and Security Organization. Led a team of 18 employees to evaluate, analyze, predict, and plan enemy threats; Program Manager for the Organizational Inspection Program which evaluates unit deployment readiness.• Authored and exercised the first intelligence/analysis training initiative focused against development of subordinate staff across 48 training tasks; rated as best Intelligence Officer across higher headquarters as compared to 10 other peers.• Managed the Organizational Inspection Program, focusing on 87 separate commodity areas; led the organization to a 100% compliance rating, a first ever in higher agency history when compared to over 30 competing sister units. • Planned the transition of intelligence doctrinal focus; educated and advised subordinate leaders in an extensive training initiative to include over four months of situational exercises leading to a successful culmination event at an outside location. • Executed improved Security Management principles which integrated physical, information, and personnel security programs through the publication of 11 formal procedures distributed across subordinate organizations.

Led 15-person cross-functional team in Afghanistan managing human intelligence and counter-intelligence operations for 4,500-person Brigade Task Force in combat environment. Advised Brigade Commander on priority intelligence requirements in combat. • Supervised diverse source pool of 600 personnel distributed across 8 collection teams in 2 Afghan Provinces; produced over 100 intelligence reports and restructured multi-source collection efforts• Directed planning for intelligence asset drawdown during retrograde operations in Afghanistan; effectively reduced footprint by 75% in compliance with higher headquarters guidance for future combat operations.

Advanced Officer Leadership program designed to certify as Intelligence Officer and develop follow-on specialties; training included intelligence tradecraft, security management, and team/organizational leadership principles.• Selected within top 3 of 64 students to attend Human Intelligence and Counter-Intelligence specialization training; training included source operations, interrogation management, and intelligence source analysis and integration.

Managed projects for repair and new construction initiatives on US airbases; reviewed technical design of real property and infrastructure. Deployed for 7 months to Afghanistan as leading engineer responsible for planning new airfield designs in support of Afghan theater operations. Served as embedded US advisor and base master planner for commander of 74-person Afghan Army/Air Force engineer unit during second 12-month deployment.• Led design of $121 million of new airfield proposals across Afghanistan to support 2009 force surge; led planning initiative at forward operating base; effectively assimilated new airfield design into expansion plan. • Managed engineer requirements and specifications for 24 Afghan airfields; enabled support for Coalition forces, Afghan military and civil aviation activities across Afghanistan; earned Joint Service Commendation Medal. • Drafted 3-tier formal training for Afghan engineers at entry, middle, and senior levels; effectively integrated 10 operating procedures focused on infrastructure improvements; set career development model for Afghan Army.• Installed $1 million operations/maintenance contract for US advisors; saved 7,800 work-hours annually.• Programmed, prioritized, and analyzed over 100 Afghan project requirements; synchronized into 5-phase construction initiative worth over $200 million; supported re-establishment of Afghan Shindand Air Base.• Planned/managed $9.4 million entry control facility overhaul project; improved security standards for 5,000-person US airbase; enabled zero losses and full compliance with Department of Defense facility requirements.• Designed $19 million new arms live weapons range; provided project standard for future USAF design strategies.