Strategic Growth: Developed and executed strategies to elevate Fetch The Sun from a local favorite to a globally recognized brand.-Led the ground up development and implementation of an e-commerce platform, enabling Fetch The Sun to reach customers in all 50 states and 12 countries.-Integrated into Amazon's selling platforms in the U.S., Canada, and Mexico.-Expanded sales reach through wholesale distribution, both domestically and internationally.-Employed content marketing strategies, including podcasts, articles, and SEO optimization, to enhance organic visibility; positioned the brand as an industry leader & trusted expert.-Launched social media campaigns across various platforms to reach new markets.-Implemented targeted online advertising campaigns using platforms like Google & Amazon and social media advertising.-Brand and products nationally featured in Redfin/Rent.com, Modern Dog Magazine, Medium, New York Lifestyles, and many more; voted 4th best sustainable pet clothing brand (globally) by Green Matters.Supply Chain & Program Management: Led the creation and launch of 13 apparel collections designed for women, men, toddlers, youth, and dogs.-Led the manufacturing process for all clothing collections, encompassing technical design, order quantity management, logistics coordination, photoshoot planning, advertising development, marketing strategies, and sales execution.-Established two supply chains from Bangladesh and China, partnering exclusively with humane factories; grew capability to manufacture 300,000 units monthly.Supporting Worthwhile Causes: Developed and implemented an impactful Animal Shelter Donation Partner Program. -Through product sales, donated over $10,000 to shelters across the United States and Baja Mexico.-Donated over $7,500 in products to other community organizations and disaster relief efforts.

As the Lead Logistics Planner for naval forces assigned to the U.S. West Coast, Hawaii, and Alaska, I was responsible for managing and coordinating critical planning efforts to ensure operational readiness across the Pacific Fleet area. War Plan Development: Spearheaded the creation, refinement, and execution of comprehensive war plans, tailored to the unique demands of the Pacific Fleet’s area of operations. Advancing Mobile Logistics Concepts: Played a pivotal role in enhancing the Navy's Mobile Logistics Concept, seamlessly integrating it with Army and Air Force planning initiatives to promote interagency cooperation and mission success. Interagency Integration: Partnered with cross-branch military teams to align logistics and operations, improving collaboration and situational adaptability.(LCDR)

Developed operational logistics policy for eight subordinate organizations.Created and implemented non-standard support solutions for unique expeditionary logistics requirements.Led a Logistics Operation Center that provided support to contingencies worldwide; coordinated operational efforts of eight Logistics Centers with a footprint in 17 countries. Managed a globally dispersed contingency response Team comprised of 600 members with a wide-range of logistics capabilities.Operational Plan development/execution: provided response to execution of plans (real-world & exercise); and, team member in development of logistics annexes. Trained deploying units on logistics procedures at various international locations.(LCDR)

Led a team of (38) personnel in providing all logistics support to include supply, civil engineering, transportation, weapons maintenance, small boat and vehicle maintenance, diving support, and parachute rigging to a 270-member Navy SEAL Team. Developed annual budgets; managed budget execution of $10.5M throughout three fiscal years; developed and tracked spending goal metrics. Senior Purchaser; oversaw all purchase orders placed; executed approx. 7,700 purchases valued at $4.1M; responsible for development of all contracts related to non-standard SOF training.Property Management; accountable for 8,037 pieces of gear valued at $129M.Planned and managed the sustainment effort for multiple outstations dispersed throughout Iraq.(LT)

Led a joint military team of 6 personnel in the procurement of training programs to further develop the Afghanistan National Security Force (ANSF).Managed a portfolio of 89 FMS cases worth $3.7-billion for training the ANSF; responsible for ensuring timelines and critical milestones were met in all training contracts for a successful transition of peacekeeping operations.Foreign Military Advisor; provided guidance to senior ANSF Officers in the selection and employment of training efforts for their soldiers and police force.Created long-term strategies for FMS employment in order to tie in procurement, manufacture, and delivery lead-times with training program fulfillment.Led over 50 high risk convoys in and around the Kabul area of operations.(LT)

Aided in developing national level policy for mobilizing and sustaining U.S. and Coalition combat forces.Watch Officer in the National Joint Operations and Intelligence Center (NJOIC); was the Joint Staff’s focal-point for all logistics related matters for all current military operations.Provided daily TS/SCI level briefings to Senior Leaders; worked across multiple agencies to develop briefs. Within the NJOIC, took part in multiple planning events to include, but not limited to aftermath of Benghazi and the Syrian Chemical Weapons crisis; provided briefing points to the Chairman of the Joint Chiefs of Staff. Coordinated and developed responses to 42 congressional actions ranging from HASC/SASC inquiries to contracting oversight matters in Afghanistan. (JG/LT)

Led a team of 13 logisticians in providing supply support and food service management onboard a nuclear-powered submarine. Responsible for all supply part and consumable purchases onboard; executed approx. 6,400 purchases at $6.6M.Developed and managed three annual budgets; total of all budgets was $6M. Managed an onboard warehouse of over 10,000-line items consisting of repair parts worth in excess of $29M. Maintained near real-time tracking of all requisitions; averaged 15 high priority and 150 low-priority at any given time.(Ensign/JG)

Conducted Lean/Six-Sigma events (Projects, RIEs, and VSAs) on various aircraft maintenance, supply, and administrative processes.Provided classroom and hands-on training in process improvement methodologies. Production Control Supervisor; scheduled and prioritized maintenance for avionics components.