Synchronize and facilitate collaborative development of the University of Saint Mary's strategic initiatives by applying outcome-based pragmatic design methodologies to enhance revenue and learner potential.- Steward of the strategic plan. Collaborates with academic and administrative leadership teams in identifying, exploring, coordinating, and setting benchmarks/goals of strategic initiatives for application.- With oversight of Student Success, formulates objectives and develops a program of actions and milestones for a diverse collaborative planning team to improve USM advising and retention practices.- Provides USM's contribution to the Sisters of Charity of Leavenworth’s Integral Ecology Initiative todevelop a lasting legacy of uniting the missions through collaboration, research, and design.

Works closely with the President, Provost, other Vice Presidents, and academic and administrative leadership teams in identifying, exploring, coordinating, and setting benchmarks/goals for strategic initiatives that will be developed into the University’s new strategic plan.

Supervise and synchronize the Army University's G-3/5/7. Provides strategic direction to fulfill the Army University mission to develop agile, innovative, and adaptive soldiers, Civilians, and leaders capable of applying critical thinking skills in complex operating environments. Oversees the execution of the Army Learning Coordination Council. Coordinates activities within the G-3/5/7, Army University staff, CAC, TRADOC, and HQDA to ensure a synchronized effort to improve Army learning activities while providing expertise in support of the Army education system. Leads and supervises the G-3/5/7 team responsible for all members well-being and ensuring all are accountable to duties within established standards of conduct.

Servant Leadership as the Director, Training and Exercise (TREX) Division, ACofS G3, Eighth United States Army, developed, implemented, and managed training policies, plans, and support for Eighth Army. Presided over all Eighth Army Training and Exercise programs and policies from tactical to Army Service Component Command and Operational Command Post levels. Developed a forward-looking vision, plan and resourcing model for simulations and future training exercises that identified and met near and long-term requirements to ensure Eighth Army transformed its training programs to meet the requirements of a modernizing Army. Organizational and positive leadership to transform a demoralized organization into a high functioning unit that delivered training readiness to the joint force in Korea. Enough cannot be said of his performance, organizational leadership skills or dedication to the 8th Army mission.Led the Army KATUSA Program, establishing training policy and allocation of 3,444 KATUSA's across 8th Army and USFK.

As a consummate team player and leader, easily established a trusted presence with colleagues as the Chief of Fires for a forward deployed Field Army Headquarters supporting U.S. Forces Korea (USFK) and the Combined Forces Command. Enabled and extended the Commanding General's intent and priorities throughout the Fires warfighting function through advanced targeting, modernization efforts, and digital gunnery operational planning and integration.Quickly gaining clarity in complex situations, fluent in translating intent and strategic guidance into creative plans and action for lethal and non-lethal fires, target management, and cyberspace electromagnetic activities to achieve operational objectives in support of Joint and Combined operation in training and scaled operations.Synchronized operational-level fires with special emphasis on flexible response options, counter-long range artillery, time sensitive targets, and Counter Weapons of Mass DestructionProvided subject-matter expertise, personnel and equipment to assist the theater fires elements in support of the defense of the Republic of Korea (ROK); training and maintaining the health and welfare of 52 officers, NCOs, Soldiers, and Korean Augmentees.

To prepare for the responsibilities of strategic leadership; became fluent in the development and employment of landpower in a joint, multinational and interagency environment; conducted research and published on national security and military strategy; and engaged in activities in support of the Army’s strategic communication efforts.

Led the Fires Center of Excellence Commanders Planning Group. Established trust with colleagues and throughout the Fires Center of Excellence, Fort Sill, and the Oklahoma community. Supported and extended the Commanding Generals intent and priorities throughout the Fires Center of Excellence and during engagements with Members of Congress, State and local government leaders and community groups. Planned, initiated, and managed command related message activities, strategic engagements, and public affairs action. Recommends refinements to the CG's guidance.Created a common communications operating picture within the command group, ensuring talking points nest with CAC, TRADOC and Army Topline messages.Leveraged various media including television, radio, print, social media, and key leader engagements to positively influence selected audiences towards the CG's goals. Established rapport with Fires Leaders, local government and community leaders, media organizations, industry liaisons, and academic institutions. Led the Installation Public Affairs, Congressional Liaison, installation newspaper and Fires Bulletin professional journal.

Commander of a composite Field Artillery Battalion in the 25th Infantry Division with the mission to provide reliable, credible and disciplined forces and 3rd IBCT direct supporting fires to conduct Decisive Action in support of Unified Land Operations within the Indo-Asia Pacific.Developed and executed a realistic training program to ensure all units performed assigned missions in combat. Built a positive, ethical command climate and unit culture that rewarded leaders with initiative and critical thinking skills; supported 595 Soldiers and respective Family members. Executed a comprehensive leader development program focused on leadership, training and the profession of arms. Sustained an effective command maintenance program and ensures supply accountability of all assigned equipment valued at $110 million. Established policies and priorities that allocate and manage training resources, time and an annual operational budget in excess of $1.4 million.

Generated initial brigade-level Operating Capability in accordance with Army Structure (ARSTRUC 2020) total force restructure and Commander's Intent.Served as the second-in-command for the Division Artillery (DIVARTY), orchestrating the development of a Force Fires Headquarters and system capacity to support Soldier and mission readiness. Accelerated materiel sourcing, personnel acquisition, facility management and staff organization for the newly activated brigade-level unit.Directly managed the administrative and logistical functions of the DIVARTY to include budget planning and execution, maintenance and supply discipline programs, human resources support, unit status reporting and all other functions not immediately related to training or operations. Fostered a climate that inspires confidence, trust, teamwork, and a shared commitment to achieve excellence in all the DIVARTY did.

Served as an instructor to present graduate level lectures, seminars, and other instruction to Command and General Staff College students.Principally facilitated instruction of topics on planning and executing Unified Land Operations at the tactical and operational levels of war, leadership, ethics and critical thinking. Taught the CGSC Common Core Course, Advanced Operations Course, and elective courses: WarFighting Integration (A302), BCT Fires (A307), and BCT MNVR, Fires & Intel Integration (A337). Conducted historical and doctrinal research, coordinated with other departments and subject matter experts to maintain currency and relevancy in the classroom. Assessed and evaluated student performance with emphasis on logic, reasoning, problem solving, and verbal and written communication skills. Served as a Staff Group Advisor with direct contact for 16 officers and indirect contact with over 64 officers as part of a collaborative teaching team. Supervised the administrative actions for students and conducts regular performance and career counseling throughout the year.

Served as the Brigade Executive Officer for a Heavy Brigade Combat Team (HBCT) deployed to Iraq in support of Operation New Dawn; subsequently a reintegrated and regenerated HBCT at Fort Riley, Kansas. Chief of Staff responsible for the establishment and continuity of management systems and procedures of 134 Brigade staff members. Resourced the transition and re-posture line of effort in Operation New Dawn; providing coordination and oversight for Base Closure, Theater Property Disposition and Campaign Plan execution. Regenerated the Brigade in accordance with Army Force Generation (ARFORGEN) Aim Point Metrics upon redeployment.. Supervised the budget execution of $14.9 million.Lead representative in management of sustainment, intelligence oversight and Command, Control, Communication, and Computer Integration functions.

Platoon Leader, Fire Support Officer, Executive Officer