Senior advisor to the Co-founder/Chief Vision Officer and Chief Operating Officer. Applies comprehensive knowledge of the organization across key tasks and high impact assignments relating to the C-suite. Technical expert across multiple domains. Plans, leads, evaluates, and implements major changes for technological assignments which drive C-suite project success and growth.• Developed organizational and strategic planning prioritization of executive efforts and initiatives• Managed partner level engagements, aligning them with the corporate strategy• Voice of reason and trusted advisor for the resolution of sensitive organizational issues• Thought leader for the development of a new office in a new location and state• Developed the submission of the monthly written contract deliverable

Managed the day-to-day operations of a contractor team working with the government. Translated business process needs into technical requirements. Expertise in training support, system analysis and change management.• Daily interaction with government leads to prioritize strategic planning, business/technical analysis• Led, monitored, and supervised team in accomplishing the contract deliverables• Developed the submission of the monthly written contract deliverable

Dr. Sidney Fooshee developed the strategic plan for the Central Florida Tech Bridge which resulted in• Rapid transition from in-person to virtual events due to COVID-19• SBIR Partnership Showcase in which 16 SBIR Phase II companies presented their SBIR work in front of government sponsor, venture capitalist and industry (April 2021)• Monthly Central Florida Tech Grove Juice Bar which provides industry with the opportunity to speak with the NAWCTSD SBIR POC, Tech Bridge Director, Tech Grove Manager, Small Business Deputy and Tech Transfer (February, March, April, May 2021)• Monthly Central Florida Tech Connect which highlights companies research and SBIR accomplishments (February, March, April, May 2021)• Speaking with 190+ businesses on how to do business with the Naval Air Warfare Center Training Systems Division. Assessed the company’s interest in doing SBIR work and provided guidance on ONR’s SBIR efforts and SBIR.gov to the companies that were interested.• Coordinating the presentation of the Tech Bridge Director’s brief on Team Orlando to NavalX Tech Bridge Directors and SBIR Coordinators

Direct oversight of R&D for Training, Human Systems, Joint Nonlethal Weapons, and Language portfolios totaling $475M to communicate, coordinate, and collaborate across the government. -Led the Enhancing Medical Training Technologies for Combat Workshop, leveraging S&T advances to benefit first responder medics and strengthened the academic, government and industry communities

Headed up analytic evaluations at the organizational level, including analysis of training effectiveness and insight on aligning research with leadership vision. -Analytics were used to influence decision-making and policy level guidance for student aviation training at the senior executive level

Led operations, coordinated strategic initiatives and performed budget oversight for a $1.0B Research & Engineering Department with a staff of 600+ personnel. Building collaborative opportunities between academia and industry with government.-Conducted monthly combined personnel and financial reviews ensuring success under austerity-Anticipated a hiring freeze and led a department drive resulting in the hiring of 53 staff in advance of the freeze. Developed strategic planning for the hiring surge following the freeze Coordinated a staff of 1000+ to prioritize emergency management needs.-Built collaboration within the management team. Improved institutional safety processes

Led operations, coordinated strategic initiatives and performed budget oversight for a $450M Research & Engineering Department with a staff of 900+ personnel across three National Warfare Centers.-Led seven divisions in support of all aviation Human Systems Science while maintaining morale and bridging communication between research and acquisition professionals-Synchronized strategic goals with current and future priorities, resulting in more effective operationsLed operations of 800 personnel, including 30 labs, with budget oversight of $148M.-Reformulated the department’s strategic plan and key operational concepts to harmonize with organizational priorities while saving $15M and securing new lab space and facilities-Implemented a comprehensive process to track all personnel, financial and facilities status to support department wide re-organization

Managed a data management and data analysis department which conducted large-scale qualitative and quantitative research. This analytical research data was used to develop insights for senior leaders and foster decision making innovation in the organization.-Directed revision of the Navy’s Aviation Selection Test, which forecasts success in training, resulting in an annual savings of $10M+ while reducing attrition rates by 10% annually-Authored student attrition report that aided a 14% annual attrition reduction. This annual reporting and presentation of the findings saved the Navy $38M in training costs