Same job. New duty title.

Responsible for Logistics, Real Estate, Antiterrorism/Force Protection, Manpower, and Personnel to include the USAF Recruiter screening process.

Directs the day-to-day operations of the Wing Staff in support of mission requirements. Synchronizes efforts with wing leadership and AFAFRICA Staff.

Provides Recruiting Service executives with insightful data and information to support planning, programming, budgeting, and policy decisions. Leads the development and coordination of contracting efforts to affect strategic goals. Coordinates performance measures, targets, complex quantitative and qualitative analyses with appropriate Recruiting Service staff in support strategic goals.

- Orchestrate Air Education and Training Command engagement with the National Security Innovation Base to support Force Development for 666K personnel. Developed & sustained continuous process improvement & lessons learned enabling the command to innovate through efficiencies. Delivers independent & objective analysis through test evaluation & command studies.- Guided team through AETC’s first Force Development Environment Assessment, enabling the command to train the Airman needed for the future. - Spearhead the integrity of hundreds of training and development programs, including weighted airman promotion systems (WAPS). Validated fair and credible testing scores and ensured training programs and processed met AETC, USA, Department of Defense (DoD), and Joint Service mission objectives. - Recouped AETC $400K by managing tech transfer agreements between the government and academia/industry and facilitated donation of excess computer equipment to school districts around the country.

Student at Air War College Maxwell AFB, AL

- Served as Crisis Action Team (CAT) Director during start of COVID-19 pandemic and off-base aircraft crash, cross collaborated with 14 base agencies, the Emergency Operations Center, and the 80th Flying Training Wing to ensure training and flying operations continued and minimized the impact caused by the pandemic.- Managed $1.1B worth of military aircraft, facilities, and equipment, established guidance and set priorities for $4.9M annual budget.- Identified government heavy equipment fleet issues and contracted with a local company to lease the heavy equipment needed to reduce the number of training deficiencies. Repurposed existing budget to allow for the lease.- Overhauled wing command and control system instruction update, eliminated 15 pages of obsolete guidance and streamlined policy focused operations.- Implemented training policies and conducted technical & military training for 9K+ annual DoD international students.- Spearheaded training and certification of 506 instructors and 204 personnel, across 54 career development courses.- Identified 10 new instructors for yearlong basic instructor course to better support airmen.- Spearheaded development of 4 Course of Action (COA) plans highlighting strategies and management actions intended to achieve Incident Objectives and comply with Incident Requirements.- Authored new Technology Transfer Working Group (TTWG) charter, focused on training to identify operational and facility issues.

- Commanded a diverse team comprised of 200 joint military and civilian personnel instructing 7.5K+ students through 50+ training courses per year. Propelled student-centric initiatives and recognized by leader as “servant leader who never stops building teams.”- Managed a $2.4M annual budget supporting $606M in military facilities and equipment, including 14 trainer aircraft and 92 vehicles.- Played an integral role in the successful direction of training, thus resulting in a 99% graduation rate of soldiers, sailors, marines, and airmen, amounting to an additional 7.6K warfighters.- Achieved a 62% compliance increase within 5 months by proactively and decisively identifying deviations.- Addressed climate and leadership gaps by posturing new squadron stand up for 4 Air Force career fields.- Teamed with Army Garrison leaders for training resources; secured 7.7 acre Air Force training site to deliver first DoD commercial driver’s license examiner course- Secured a 7.7-acre training site, identified and overhauled antiquated aircraft training aids, received max funding of $489K in repairs and $1.7M in upgrades to breed a world-class innovative training program.- Fostered and promoted international partnerships, strengthening national strategic objectives by successfully training personnel from 6 nations.- Ensured compliance across 45 programs and aligned with USAF & AETC instructions.- Decreased admin actions by 60% and promoted goal-oriented visions.- Managed international training across 2 aircraft maintenance courses supporting a $29B training contract.- Led $1.1M IT modernization; upgraded training courses to support students in graduating with civilian credentials.

JBSA-Randolph, TX. The Strategic Plans Branch is responsible for the Strategy, Planning and Programming Process (SP3) within AETC. The goal of the SP3 is to guide development of plans and allocation of resources for command programs.

Director of Operations, 324th and 322d Training Squadron, JBSA-Lackland, TX. The 322 TRS is a basic military training squadron with 900 trainees and 63 Military Training Instructors and support staff. The mission of BMT is to transform civilians into motivated, disciplined warrior Airmen with the foundation to serve in the world’s greatest Air Force. The 324 TRS was inactivated in May 2014.

Chief Logistics Readiness and Deputy Chief AFSCN Sustainment Division Space Logistics Directorate, Space and Missile Systems Center, Peterson AFB, CO. Led sustainment policy review in support of logistics readiness for 15 space, missile, and missile defense weapon systems. Analyzed planning and programming decisions and documents for logistics/sustainment impact. Developed and communicated sustainment requirements during design, test, procurement, and supply to support HHQ. Advised Director on HAF and AFSPC policy, identified significant mission impacts and recommended solutions. As Deputy Chief AFSCN Sustainment Division led and managed modifications for AFSCN's 15 worldwide antennas, two ops control nodes, and one test facility. Advised product support manager on programmatic and personnel issues. Initiated product improvement for hardware and software projects.

Director of Operations, 821st Support Squadron, Thule AB, Greenland. Led 40 military, 13 civilian, and 600 contractors in base operations across seven flights in support of daily operations for UEWR and satellite control missions. Managed 26-person QAE team in execution of $3.8B base maintenance contract providing oversight of 31 distinct mission support functions. Advised senior leaders on contractor performance, adjudicates contractual issues with wing program managers and site managers.

Mission Support Division Chief, Detachment 4, Air Force Operational Test and Evaluation Center, Peterson AFB, CO (deployed to Baghdad in support of Operation Iraqi Freedom Jun 07 – Dec 07). Served in various roles culminating as the Mission Support Division Chief. Led 15-person division supporting 87 personnel across four divisions and one operating location. Supported 19 programs worth $270B. Managed the command section, training, logistics, personnel, security, intelligence, finance, and information assurance. Responsible for the Det's classified and unclassified communications, computer networks, and knowledge operations. Oversaw one contract and two task orders worth $6.7M; prioritized $225K O&M budget and managed a $2M test facility.

Applications Flight Commander, Directed Energy Directorate, Air Force Research Laboratory, Kirtland AFB, NM. Led 10-person applications flight responsible developing prototype laser weapon platforms for the warfighter. Planned flight's strategy for critical experiments, budget requirements, and R&D efforts. Managed use of $2.5M of specialized research hardware in support of the flight's experiments.

Advanced Technology Program Manager, Force Protection System Program Office, Electronic Systems Center, Hanscom AFB, MA. Program manager for base entry control system. Identified program technical, schedule, and cost problems--developed and implemented corrective action plans. Presented program status and roadmap and Joint and AF forums. Led the conceptual design for the Smart Gate System--recognized as the DoD standard for base entry control. Led development of first biometric device to meet all requirements for base access control. Provided technology solutions focused on reducing manpower requirements at base entry control.

Theater Battle Management Core Systems (TBMCS) Project Officer, Combat Air Forces Command and Control System Program Office, Electronic Systems Center, Hanscom AFB, MA. Training manager for TBMCS, $1.2B command and control engine of the Air Operations Center (AOC). Responsible for $7M training budget to support exercises and training of operators, testers, and security personnel. implemented training plan to support cut-over of TBMCS ensuring global interoperability in air operations.

Enlisted Security Policeman assigned at Lackland AFB and Randolph AFB. Certified in entry control, patrol, and law enforcement desk operations. Accepted to OTS and graduated as a 2LT in Sep 2000.