Led a cross functional team of logisticians, engineers, financial analyst and contracting officers in meeting the sustainment and integration needs of the BRU-61 and SDBI weapons system globally. Including:• Directed the development of a modified new piston retaining collar by reverse engineering the original and modified the collar to the new EN specifications utilizing AF service no previously utilized by our office. Estimated saving of $1,000,000 • Planned and led multiple OCONUS field operations simultaneously, increasing operational capabilities to 20% of BRU fleet and at the same time completing operations $20K under budget and 2 weeks ahead of the schedule.• Designed the recertification of used SDBI containers for reuse in the new production, earning a credit of $1800 each. Saving to date $5,598,000.• Wrote Statements of Work (SOW)/Statement of Objectives (SOO) for new lines of effort defined by Head of Air Force (HAF), Air Combat Command (ACC) and other new potential users to develop new operational capabilities for the BRU-61.• Managed yearly sustainment funding for the entire BRU-61/SDBI system by justifying yearly spend need for budget and designing a spend plan to execute the given budget without being the target of budgetary marks.• Developed MOA’s with program offices in the Navy, Air Force and Army. Each MOA defined each user rolls and responsibilities in managing program shared assets, including funding requirement, guidelines for use, and schedule requirements Recognition:2022 SE Team Award for EB/EBH Engineering Team: “SDB-I Return to Production Team” 2022 Logistics Manager EB/EBH Winner A/B CAT I & Non-Delegated A/B CAT II Programs (Non-Fly)

Boost profitability by implementing cost saving strategy across all stores. Promote positive and productive culture to enable team members to produce maximum output. Pursue franchise owners to maintain management level to higher operational standards for improved productivity.• Augmented profits by 20% in current location through proven strategies on 5 % less sales than prior year.• Slashed costs by 3% in all franchise locations by deploying cost-reducing schemes. • Consistently lead other Utah locations in profitability by at least 10% despite lower average sales

Financials • Analyzed monthly P&L to identify strengths and opportunities in the business• Scrutinized financials weekly to determine areas of improvement and make adjustment to meet company goals • Increased C-store cash flow by 5% by reducing cost and increasing sales Sales• Supervised a facility with sales greater than $1,000,000 weekly• Tire shop sales increased over previous year 60% to be the busiest shop in the northwest• Increased sales 18-25% over previous year by being top half of company in all key upsell categories Operations • Managed entire facility of 50+ staff members. Including teams and general managers from three separate income streams• Chief human resource officer administered interviews, hiring, terminations, evaluations and leave of absence determinations• Improved grades restaurant and tire shop for D and F respectively to B and C • Reversed team member turn over from 300% to under 100% by improving work environment and providing consistent and constructive feed back

Managed retail merchandising and inventory control for high volume location Supervised tire care center to ensure that all policies, procedures and safety measures where followed Directed 2 restaurant concepts on food handling procedures, proper production and effective labor deploymentDeveloped team members to take key supporting rolls in the facilityTraveled to new store openings and trained new staff in all operations

Business Development/Management• Directed and delivered the design, site selection, branding and operational plans for multiple sales units below original budget estimates • Determined project realization through vendor contact negotiations and collaboration, contractor bid selection and regulatory compliance• Adaptively generated all organization guidelines including customer service, cash management, purchasing and daily operational checklists in cooperation with key stake holder• Completed regular sales and profit analysis, ensuring the business was maximizing highest potential margins• Recruited and trained all managers and general team members and supervised staffing, scheduling, compensation, performance reviews, and employee job satisfaction as head of human resources • Evaluated historical and current sales trends to optimize workforce staffing and productivity• Conducted B2B catering sales calls with local and national businesses, schools and non-profit organizations resulting in repeat business• Generated bids for private parties, corporate catering events and weddings servicing up to 500 individuals• Conceived the brand concept, design and storyline for the business including the development of proprietary materials to enhance brand and customer expansion• Appraised a third party design team in selecting brand-defining materials, graphics and original art work• Partnered with local and national media companies to promote product and brand awareness across multiple mediums• Initiated a guerrilla marketing strategy which included the distribution of marketing materials and product samples to target customers• Networked with other catering companies to generate continual revenue growth and sales opportunities

Building customer relationships and increasing sales volume by recommending additional products and services.