• Supervised 8 senior manpower programmers to link position requirements to mission categories for fiscal year 2020 through Air Force’s Strategic Planning, Programming, Budget and Execution (SPPBE) process.o Focused mission resourcing on combatant requirements under the National Defense Strategy—tied Air Force’s $51 billion manpower budget to crucial mission needs.• Planned initiation of Space Force—laid framework for first new military branch in over 70 years.o Set up and led forums up to general officer level to guide Air Force and Department of Defensepersonnel—imparted manpower and budget options on how to set up the service.o Briefed cost impacts to congressional staffers—resulted in bipartisan concurrence.• 3-star General’s sole trusted agent among 650 as Special Access Program advisor—programmed 600 vital positions valued at $63M; compensated 400 personnel for austere locations and missions.• Won US Air Force A1 Benjamin O. Davis Jr. Management Engineering Award for Space Force Planning.

• Supervised a team of 5 senior employees to provide full spectrum Executive Human Resources, staffing, and security recommendations to 7 senior executives and 350 staff members in 16 work centers—enabled maximum information crossflow between top ranking Soldiers, Marines, Sailors, Airmen, and federal civilians.• Established foundational groundwork for reorganization—reduced 29 enduring positions saving $4.3 million per year for the Joint Chiefs of Staff.• Annually headed appraisal and performance bonus process by apportioning $112 thousand for 60 senior employees—incentivized performance while conveying fairness and transparency.o Worked with Labor Management officials and Legal Department on conflict resolution—provided action plans to move forward with 5 delicate cases mitigating mission distraction.• Aptly oversaw $350,000 travel budget, $30,000 supply budget, developed benchmark product for Joint Staff HR standardization, as well as serviced directorate in Talent Acquisition and Talent Management.• Worked civilian personnel matters regarding position classification, advertising, and upgrades. Managed time and attendance system (ATAAPS) for directorate. Set up and sat on hiring panels.• Drove change management transitioning directorate’s legacy evaluation system to the Defense Performance Management and Appraisal Program (DPMAP)—tutored employees and supervisors on system use—incentivized performance through recognition and compensation; ranked #3 of 66 in military grade.

• As 1 of only 4 hand-picked Air Force Reserve by-law Promotion Board Recorders, delivered briefings, direct instruction, coaching, and legal interpretation to 92 senior executive board members—ensured the sanctity and parity of officer promotions for 2,000 military officers meeting boards.

• Heading team of 6 advisors, assertively and successfully advocated for the Afghan Air Force—instituted biometrics technology to manage 7,800 soldiers—mitigated bogus payments and bolstered accountability.• Advised Afghans on Diversity and Inclusion practices—emphasized ethnicity, gender inclusion.• Coordinated Czech Republic, Turkey and Georgia delegations of senior government officials—secured 9 key NATO senior officer fills sustaining coalition harmony while boosting unit effectiveness.• Set 660-member NATO unit up for 2015 warfighting season; superbly led 44% manpower reduction while realigning 3 bases—reduced nonessential personnel while preserving core Military Advisor capabilities.• Served as Executive Officer to Commanding General; earned Bronze Star, ranked #2 of 20 in military grade.

• Led work center of 18 to assemble 46 senior executives worldwide; coached them to conduct 13 officer promotion boards above reproach—reinforced impartiality for 11,150 officers meeting boards.• Headed up 5-week unit manpower revalidation study team, interviewed 40 personnel, remapped 2,000 unit processes—saved 47 vital manpower positions from being reduced.• Briefed Secretary of the Air Force 9 times on promotion board findings—had no legal issues or errors—garnered approval each time bolstering unit reputation and mitigating re-work costs.• As manager of $50,000 travel budget, coached travelers to ensure there was no wasteful spending; ranked #1 of 11 in military grade.

• Led work center of 18 to assemble 46 senior executives worldwide; coached them to conduct 13 officer promotion boards above reproach—reinforced impartiality for 11,150 officers meeting boards.• Headed up 5-week unit manpower revalidation study team, interviewed 40 personnel, remapped 2,000 unit processes—saved 47 vital manpower positions from being reduced.• Briefed Secretary of the Air Force 9 times on promotion board findings—had no legal issues or errors—garnered approval each time bolstering unit reputation and mitigating re-work costs.• As manager of $50,000 travel budget, coached travelers to ensure there was no wasteful spending; ranked #1 of 11 in military grade.

• Acted as Commander for 65-day gap; full spectrum mission support to 220 members in 15 specialties at 27 Iraqi locations—around-the-clock accountability tracking and threat reporting resulted in no unit casualties.

 Supervised team of 5 military members and federal civilians to coordinate Air Combat Command’s Program Objective Memorandum position through corporate structure to garner vital mission needs. Decisively realigned 200 A‐10 aircraft positions from Operation ENDURING FREEDOM to IRAQI FREEDOM as F‐15E aircraft grounded—air operations for CENTCOM missions continued seamlessly. Led Air Combat Command’s transfer of 11,000 positions to transfer nuclear posture from two major commands to newly established Air Force Global Strike Command—faultless mission transition. Provided professionally crafted written responses to entities varying from general officers to Public Affairs to superiors, peers, and subordinates.

 Designed and maintained a variety of metrics to track the Air Combat Command’s divesture of about 8,800 manpower positions for “Presidential Budget Decision 720” in 2007. Transformed manpower into $570M for weapons systems transformation—enhanced operational readiness. As an experienced staff/action officer, advised and assisted the director in planning, development and execution of manpower resources, policies, and programs. Crafted Fiscal Year 2007‐2009 Public Announcement of force changes for Congress— adeptly and completely depicted state by state adjustments proactively averting congressional inquiries.

 Critically analyzed unit business processes before Air Force Operational Readiness Inspection; ran unit pre‐Inspector General inspections—led to “Excellent” rating and 8 Air Force‐wide Best Practices. Prepared 11 Force Shaping packages for Wing Commander (general officer over 35,000 people); made objective recommendations on which officers to retain in the Air Force easing general’s decision.

 Supervised 5 to provide exceptional senior executive protocol and customer service to the Premier of Japan down to flag officers‐and‐below from 80 different nations—bolstered international relations. Acted as sole staffing expert; ensured dozens of daily documents and packages for the Commandant’s review, coordination, and signature were impeccable before they reached his desk. As the face and voice (Executive Officer) of the organization, directed, assembled, and was Master of Ceremonies for Town Halls (formal Commandant’s Calls) with audiences of 350.

 Supervised branch of 10 military/civilian personnel to provide top‐notch administrative, emergency, transportation, and recreational services for 80 partner nation students—enhanced relations. Overcame severe staffing challenge by conducting internal manpower study; achieved optimum staffing model mix to cover 24/7 operations—enhanced customer service and staff morale.

 Handpicked to lead first‐ever Officer Training School that was completed successfully. Combed through the institution’s processes, with team and unit’s leadership, to provide Best Practices across its 166 positions worth over $9M. Resourced 14 critical positions to enable optimal training of 3,900 students per year. Published 4 Air Force Manpower Standards that accounted for current and future years manning as student population would flex; supervised 3 federal civilians. Led 5, high‐visibility general officer‐level studies covering 1,665 positions valued at $94M—providedtimely decision making information to four‐star general.

 Co‐developed first manpower standards for Air Force Basic Military Training under budget and ahead of schedule.o Immediately improved 14 processes through combination of Business Process Reengineeringand Manpower Consultant study.o Processes improved while negative behavior incidents plummeted as the organization becamebetter equipped to handle 40,000 trainees per year.