I am an Analyst shepherding MC systems through the requirements processes and monitor until fielded, insuring the units that are first to fight have the most modern equipment. This effort will continue (down the lifecycle path) until legacy items are replaced with most modern kit. Data analytics is the next thing to add to my plate.

Senior Force Management Officer and Deputy Division Chief, Force Integration Division, Force Management Directorate, HQDA DCS G-3/5/7. Responsible for the integration and synchronization of HQDA force management functions required to provide mission ready units to Combatant Commands. Leads HQDA staff, Army Commands, Army Service Component Commands and Direct Reporting Units efforts in developing and executing force integration plans and resolving issues required to transform, station, man, train, and equip Army organizations. Provides timely and accurate force integration data to Army Senior Leaders. Leads LIN Validation, Basis of Issue and Force Design efforts across the Army Staff. Responsible for synchronization, horizontal integration, and documentation of equipment modernization across the Army. G-3/5/7’s representative to Army Futures Command (AFC) process to improve capabilities development, and acceleration of getting emerging materiel solutions into the hands of Soldiers.

Branch Chief, for Force Structure within the Planning Programming and Capabilities Division (J82), Forces Resources and Assessments (J8), at U.S. Forces Korea (USFK). Manages the United Nations Command, Combined Forces Command, and USFK force structure, to include multiple joint and Army documents as well as those of the Korean Service Corps, and the Korean Augmentation to the U.S. Army and Combatant Command Support Agent documents. Communicates with the Services through U.S. Pacific Command and the Joint Staff to adjust structure, manage programming changes, and manage joint qualification requirements.

Responsible to facilitate the Army Requirements and Oversight Council (AROC), promoting requirements for the Chief of Staff of the Army's approval or recommendation in order to fill capability gaps across the Army. Serves as the Battlespace Awareness portfolio Integrator responsible to shepherd programs through the Joint Capabilities Integration Development System (JCIDS) in the Joint Requirements Oversight Council (JROC) process to insure success. Insures the Director of Joint and Integration, the DCS G-8, and the Vice Chief of Staff of the Army are prepared to defend the Army position in Army or Joint requirements processes.

Executive Officer for the Director, Force Development, HQDA G-8. Supervises and sets priorities for a 2-Star General's HQDA Staff Directorate that includes two General Officers, one Senior Executive Service member, 13 Colonels, and 276 Soldiers, civilians, and contractors. Assists the Director in executing Army Senior Leader, Staff, and Principle Officials' intents. Supports the Director in developing materiel, integration, resourcing, and Joint solutions for equipment requirements across the Army, Services, Agencies, and Coalition partners. Helps the Director synchronize equipment research and development, testing, and think-tank efforts with programming, logistics, budgeting, and acquisition efforts. Enables the Director to engage Congressional leaders in order to articulate the Army's modernization priorities and strategies. Responsible for all scheduling and review of all staff actions and correspondence.

Operations Branch Chief for the HQDA G8, Force Development Directorate, Director of Joint and Integration, Operations and Readiness Division; responsible to equip the Army for contingency operations while providing sourcing solutions for emerging and new requirements. Develop orders and integrate policies while prioritizing equipping strategies to support current and future Army requirements with particular focus on deployed forces and mitigation efforts for equipment shortfalls. Oversees the following programs and projects: Reset Task Force, HQDA agencies, Army Commands, and Army Service Component Commands; Operational Needs Statement (ONS) process; Army Prepositioned Stocks; Foreign Military Sales (FMS); Army Requirements and Resourcing Board; Equipment Deployment and Redeployment Review Board (ERDRS/TEMS); DoDI 1225.06 Reserve Component reimbursement; and DA FRAGOs directing equipment in support of the warfighter or Reset initiatives.

Force Management- Equipping Integrator, in the Future Plans Cell of a multi­ national corps headquarters in Kabul, Afghanistan, consisting of 50,400 military personnel with a primary mission of providing C2, supervision and staff planning of land forces in Train, Advise and Assist as well as full spectrum operations. Advises the Chief, Force Management, and the Director of Future Plans, on matters pertaining to Joint Urgent Operational Needs (JUONS), and Operational Needs Statements in support of the warfighter. Provides equipment related analysis on operational impacts from deployments, redeployments, curtailments and off-ramps to inform Retrograde planning. Represents the command in multiple logistics and resourcing forums, both in theater and in CONUS in order to anticipate conflicts to the reliable flow of forces and support to the commander. Serves as the Division Deputy.

Responsible for providing resource analysis and risk assessment of the Equipping Program Evaluation Group (EE PEG), consisting of over 150 Management Decision Packages (MDEP or MDAP) worth more than $200 billion across the Program Objective Memorandum (POM). Support OEF and ONO through resourcing of high priority Operational Needs Statements (ONS) and Joint Operational Needs (JUONs). Responsible for prioritization input of equipment programs in support of the Planning, Programming, Budgeting and Execution (PPBE) process. Draft the Army G3 positions regarding DoD Resource Management Decisions (RMD). Serve as the G3 PPBE integrator for the Army Requirements and Resourcing Board (AR2B). Provide PPBE technical assistance and analytical support on equipping resource management issues for all offices within the Army G-3/5/7, providing leadership with options regarding investment decisions.

These experiences are included as important threads in the fabric of my life. // After three years active duty at Ft Ord, CA, as an Infantry Lieutenant (11A), I transitioned to the Tennessee ARNG (part timer) and was a Maintenance Management officer in the 278 Armored Cavalry Regiment (Enhanced BDE back then). I attended the Ordnance Advanced Course (90A) and Logistics Mgmt College (subcourses). I was a Maintenanence Detachment Commander; A Supply and Transport Troop Commander; and a Class IX Commodity Manager at the Regimental Materiel Management Center (RMMC). I was there for approximately four years. From TN I transitioned to the Washington ARNG (part time) following my civilian career in the Federal Bureau of Prisons (Corrections Officer and Criminal Investigator). In the WAARNG i was an Assistant S3 in the Support Battalion of the 81 Infantry Brigade Combat Team (IBCT) gai;ning additional planning exprience. I was there for one year prior to transitioning to the Oregon ARNG (closer to the correction facility I worked at). I was the S1 at the 186 Infantry Battalion my first year, and was promoted and transferred to the 3670 GS Maintenance Company where I was the Shop Officer for one year and then the Commander (Major) for two years. Great experience with production management. Manpower, resources and time equal products (ex: Rebuilt Engines). After that i was the G2 in the 82 Theater Support Brigade for a year prior to joining the 82 Rear Operations Center (I Corps) where I attended many overseas training events and then deployed to Iraq (2003). From this point on I was on some version of active duty. Iraq, Cuba (conducting Combatant Status Review Tribunals), HQ Army National Guard as the LNO from the 41 IBCT supporting their deployment), then as a permanent AGR officer there at HQ ARNG, and in October 2008 transitioned to Regular Army leading me to the current era (see experience above- 2010 until present).