Creating and Cultivating a Thriving Deep-Tech Innovation and Commercialization Ecosystem in Texas

Senior Executive responsible for increasing research funding for Baylor University by developing collaborative research partnerships between Baylor University faculty and external partners. Additionally responsible for advancing faculty and student-developed inventions and innovations through the Lab to Market technology commercialization process to: 1) increase research funding; 2) generate revenue and other value streams for the University; and 3) make a lasting positive impact on humanity.

Senior Executive responsible for the coordination, management, execution and growth of all student, parent, and professional development programs funded by all contracts, grants, donations and the MCEC. Responsible for expanding the MCEC mission reach of these programs through the conduct of business development activities. Lead and supervise one Business Development Director and six Program Managers while training and sustaining over 100 staff and trainers who execute MCEC's programs and services throughout the U.S., Europe and Asia.

Led a six-person Business Development Directorate responsible for developing and executing a marketing and business development strategy that generated research expenditures in excess of $3 million in revenue and $10 million in research expenditures. Developed meaningful and lasting partnerships with Government agencies, private industry and academia and created collaborative opportunities for research in the areas of robotics, product engineering and biomedical technology.

Led Transition Team for incoming III Corps and Fort Hood Commanding General. Developed, coordinated and executed special projects for the previous Commanding General.

While serving in this General Officer position for a senior Army Headquarters, responsible for ensuring the III Corps staff was prepared to execute successful combat operations in support of an Army component command or as a Joint Task Force headquarters. Ensured Fort Hood's 23 major subordinate commands had the resources to execute all phases of Army Forces Generation (ARFORGEN). Responsible for integrating and synchronizing the Corps staff with the garrison staff and mission support element for force protection, ARFORGEN resourcing and installation support. Responsible for overseeing an annual budget of approximately $300 million.

While serving in this General Officer position for a senior Army Headquarters responsible for developing, coordinating and synchronizing plans, operations, transformation, aviation and training in support of 60,000 Soldiers spanning 11 installations. Deployed III Corps to Iraq and led a 153-person joint, future operations directorate responsible for the planning, synchronization and coordination of over 120 complex planning efforts and operations in Iraq. Ensured III Corps was prepared to execute successful combat operations in support of an Army component command or as a Joint Task Force headquarters. • Successfully led the multi-functional planning effort that achieved the redeployment of 48,000 personnel and 1.2 million pieces of equipment out of Iraq well ahead of the 1 September 2010 mandate imposed by the U.S. President. Personally recognized by Secretary of Defense Gates for my role in this effort. • Developed a series of plans which strengthened the partnership between US Forces and Iraqi Security Forces from the tactical to strategic level.• Shaped a planning tool which served as a roadmap for US, Iraqi and Kurdish leaders to guide the transition to a bilateral security mechanism along the disputed internal boundary in Northern Iraq.• Developed a US-Iraqi training plan that improved the Iraqi Army’s ability to conduct external defense of their sovereign country.• Developed and executed two training plans that successfully prepared III Corps for the first Corps-level Warfighter Exercise in 10 years and its future deployment to Afghanistan. Both were recognized by the Army’s senior leaders as models for the future.

Led a diverse 4,824-person command comprised of 15 directorates focused on supporting the training, deployment/redeployment, and quality of life of the 53,264 Soldiers, Army Civilians and Family Members living and working on the 285,000-acre installation. Optimized base operations functions through continuous process improvement and performance assessments and executed a $367 million annual budget that provided modern housing and infrastructure, state of the art training, medical care and emergency services facilities, and high quality and relevant base operations, services and programs to the installation’s residents. • Supported the deployment/redeployment, mobilization/demobilization, training, reset and reintegration of over 170 units deploying to and from Iraq and Afghanistan. For these efforts, my Command was awarded the Army’s Deployment Excellence award twice and the title “Best in the Army” for providing outstanding support to the warfighter. • Oversaw the planning and sponsored 19 LSS projects resulting in $2.3 million in cost avoidance and $835K in cost savings. • Developed and executed an innovative Installation Safety Program that was adopted as the standard for the Army’s Installation Management Command and earned the Installation the Army’s 2007 Composite Risk Management Award.• Implemented an Army Continuing Education System on the Installation that was recognized by the Military Installation Voluntary Education Review Board as the benchmark for the Army and Department of Defense.• Improved and executed a very mature Installation Planning Board process that combined with several other best practices earned the Installation the 2009 Army Communities of Excellence (ACOE)/Commander and Chief Awards, awards given annually to the Army Installation that scores the highest using the Malcolm Baldrige Criteria.

As the Deputy Chief of Plans for the Army’s most senior Headquarters in Europe, led three planning branches with responsibility for contingency planning, force deployment and operational and tactical air defense missions. Coordinated planning efforts and other USAREUR requirements with Joint Chiefs of Staff; European Command (EUCOM); Headquarters, Department of the Army; subordinate units and across the USAREUR staff. • Led a 50-person multi-functional planning staff through numerous planning efforts in support of operational and strategic missions for both EUCOM and USAREUR to include NATO Response Force contributions to future rotations, Reserve Component contributions to Operation Enduring Freedom 04-06 (Afghanistan) and the USAREUR Global War on Terrorism theater orders process. • Led the USAREUR staff’s efforts to stand up the Black Sea-based Eastern European Task Force, a task force created as part of the overall Transformation in Europe to conduct Theater Security Cooperation activities in Eastern Europe.

Led a diverse 1,000-person command comprised of 7 directorates focused on supporting the training, deployment/redeployment, and quality of life of the 13,000 Soldiers, Army Civilians and Family Members living and working on 14 separate installations. Optimized base operations functions through continuous process improvement and performance assessments and executed a $112 million annual budget that provided modern housing and infrastructure, state of the art training, medical care and emergency services facilities, and high quality and relevant base operations, services and programs to the installation’s residents. • Developed a deployment operations plan and execution model to support the deployment of Baumholder units to operations in Iraq. The deployment model was recognized as a best practice by the USAREUR Deputy Commanding General and became the standard for all installations throughout Europe.• Developed a ten-year capital improvement plan in one year that put in place a facility upgrade strategy that was missing for two decades and factually/outwardly improved the Baumholder community’s physical plant and quality of life.• Converted a ten-year unprofitable Non-Appropriated Fund program into a profit generating enterprise that allowed for the improvement of Morale, Welfare, and Recreation facilities, programs and services on all 14 separate installations.• Implemented all facets of the Army Communities of Excellence (ACOE) program and improved every area of base operations in the Baumholder community. As a result, the Installation was the third place winner of the 2004 ACOE/Commander and Chief Awards.

Led a 7-person team in planning, developing, coordinating, analyzing and defending the Army’s $480 billion Program Objective Memorandum (POM) and Future Year’s Defense Program for the Secretary of the Army (SECARMY) and Chief of Staff, Army (CSA).• Assisted in defending POM 02-07 resulting in the Army receiving an additional $5.4 billion, another $12.6 billion after Budget review and ensuring the successful integration of Army Transformation within a constrained fiscal environment.• Prepared analysis and briefings for the CSA, SECARMY, and Secretary of Defense that resulted in the Army receiving an additional $85 billion for POM 03-07.