We equip Christian CEO's and Owners to Build Great Businesses for a Greater Purpose.

At Sharpshooter Firearms Training, we know you are the kind of person who want to be the best at shooting and marksmanship. In order to achieve that level of skill, you need to have the knowledge, skills and attitude needed to apply the fundamentals of sound marksmanship. The problem is that most training courses are focused more on minimum requirements for concealed carry permits, or to just separate you from your money, which probably frustrates you and definitely does not improve your marksmanship expertise. We believe that all firearms training should develop your marksmanship knowledge and skills, as well as meet all required training requirements. We understand your frustration and desires. That is why we make all of our training courses focused on you, and in improving your marksmanship fundamentals.

Todd Dodson, a retired Green Beret Colonel, helps growth-minded individuals like you to become the person you were created to be using John Maxwell's time-tested personal development programs, without any of the pain or frustration of doubting yourself like most people do.

The Chief Compliance Officer is responsible for overseeing compliance, and ensuring compliance with laws, regulatory requirements, policies and procedures. As the compliance leader and subject matter expert, the CCO is responsible for establishing standards and implementing procedures to ensure that the compliance programs throughout the organization are effective and efficient in identifying, preventing, detecting and correcting noncompliance with applicable laws and regulations.The VP of Operations will work closely with the owners in developing the firm’s annual operating plan and budget which reflect the strategic plan and priorities approved annually by the firm’s board, and will take the lead role in executing the operating model. Responsible for seamless operations across the firm, working closely with other leaders and teams across a number of areas and functions including:• Financial Planning and Execution• Premise Management and Maintenance• Human Resources• Project planning, execution and completion• Client engagement and analytics• General administration• Internal reporting and key performance metrics• Work collaboratively with the advisor teams to ensure operational and technological support are at industry leading standards.

The Botetourt County Republican Party works in Botetourt County to promote the principles of the Republican Party, to elect Republican candidates to public office, to assist the citizens in the districts served by the Botetourt County Republican Party, and to assist elected Republican officials in carrying out their responsibilities. “We believe: That the free enterprise system is the most productive supplier of human needs and economic justice, That all individuals are entitled to equal rights, justice, and opportunities and should assume their responsibilities as citizens in a free society, That fiscal responsibility and budgetary restraints must be exercised at all levels of government, That the Federal Government must preserve individual liberty by observing Constitutional limitations, That peace is best preserved through a strong national defense, and That faith in God, as recognized by our Founding Fathers is essential to the moral fiber of the Nation.”

Botetourt County has a five member, elected Board of Supervisors. Each member is elected from one of five districts and serves a four year term.I am serving as the Amsterdam District representative on the county board which provides executive level and policy direction to the county government.

Expert in assisting organizations of all sizes and types in achieving operational excellence through leadership development. Opx Solutions partners with both for-profit and non-profit organizations to develop people and improve processes, customized to each organization, to meet strategic goals. Our developmental programs focus on helping every client achieve measurable results toward their goals. The process includes personnel and organizational assessments, personal productivity, leadership development and strategic management. Our mission is to “Develop Leaders and Organizations to Their Full Potential”.

Director of Local and Warehouse Operations and Management. Senior leader of a multi-million dollar freight, household goods and warehousing company providing managerial oversight for the day to day operations. Responsible for all aspects of local household goods operations, freight and warehouse operations in multiple locations, budget development and execution, operational strategy development and implementation, warehouse lease and household services sales. Through hands on leadership and actively developing personnel and junior leaders, achieved a 107% increase in local operation's net profits and a 44% decrease in claims over the previous year, all in 12 months.

Senior leader of a multi-million dollar beverage distributor providing managerial oversight for the day to day operations. Responsible for all aspects of logistical management, budget development and execution, operational strategy development and implementation, support service management, purchasing and third party relations and support.

Primary Liaison for the United States Special Operations Command to the Federal Bureau of Investigation. Serves as the Commander's authoritative and persistent representative to the FBI. Provides the critical link between USSOCOM and the FBI regarding situation, intentions and operational requirements. Facilitates the communications maintained between headquarters to ensure mutual understanding and unity of purpose and action. Monitors operations of USSOCOM and the FBI to anticipate and understand the effects on each organization. Coordinates the communications process to facilitate and synchronize operations and plans between USSOCOM, the Department of Defense and the FBI. Advises FBI leadership and staff regarding the optimal employment of DOD capabilities and vice versa. Assists the integration of USSOCOM and FBI operations by serving as a conduit for communications by participating in staff functions as appropriate.

Senior director for a staff of 250 for the Combined Joint Special Operations Task Force - Arabian Peninsula in Iraq. Provided leadership and vision to the staff of a major subordinate command conducting combat operations with U.S. Special Forces, Navy SEALs and Iraqi Special Operation Forces throughout Iraq. Responsible for the synchronization and management of all staff sections and functions as well as the fusion of operations and support efforts in a fluid, high stress and high risk environment. Developed and managed all aspects of staff coordination between the numerous higher headquarters, adjacent commands and coalition forces. Managed a $120 million budget.

Responsible for the coordination and synchronization of the Strategic Planning Process between the command’s staff, the Department of the Army, US Special Operations Command and subordinate commands to meet future requirements in material, manpower and budgeting for all Special Forces, Psychological Operations, Civil Affairs, Rangers, Special Operations Aviation and Special Mission Units. Directed and mentored a staff of 65 through the complicated DOD budgeting process culminating in the development of the command’s input to the Quadrennial Defense Review, various manpower surveys and several program budgeting documents, culminating in a $1.2 Billion budget for the command. Managed the budgeting, development, testing and fielding of numerous Special Operations Forces (SOF) unique equipment programs.

Senior leader of a 390-man battalion responsible for all support to the United States Army John F. Kennedy Special Warfare Center and School (USAJFKSWCS). Prioritized and assigned tasks, set standards and ensured all requirements and support functions were accomplished. Changed the organizational culture and climate to a customer-service and a team-player environment resulting in better and more timely mission accomplishment. Responsible for the management and maintenance of 340 tactical and non-tactical vehicles, 12,000 standard, foreign and nonstandard weapons, 8000 pieces of sensitive electronic and communications equipment, 35 buildings, rigger support and supply services for all of the USAJFKSWSC. Responsible for the command, control and care of 2400 Special Forces (SF) Qualification Course students, as well as the preparation, conditioning and initial tactical training of these SF students. Managed an $8 million budget.

Senior Special Forces (SF) officer for the SF Training and Doctrine Division. Worked in a fast-paced, collaborative environment. Responsible for the development and design of SF doctrine for field manuals, training circulars, soldier training publications, and mission training plans, and the development of SF advanced skills doctrine, tactics, techniques, and procedures. Provided leadership and direction to the five primary branches of the SF Division. Integrated SF doctrine with Joint and Army doctrine. Provided oversight and management of Military Free Fall, Personnel Recovery, Survival, Evasion, Resistance and Escape, Code of Conduct and Combat Diver training.

Senior staff director for the 1st Special Warfare Training Group (Airborne) comprised of four Special Operations Battalions and one Support Battalion. Coordinated and synchronized operations of the primary and special staff to support the operations, planning, coordination, management, support, and execution for 64 high risk Programs of Instruction in support of DOD missions. Responsible for the efficient the execution of a record budget, and submitted budget requirements and secured unprecedented funding for critical future requirements. Supervised, developed, and mentored the primary and special staff of 40 as well as the subordinate Battalion Executive Officers.

Senior leader of the Special Forces Underwater Operations School comprised of Special Operations soldiers, sailors, airmen, and civilians. Primarily responsible for the annual training of combat divers, dive supervisors, medical technicians and waterborne infiltrators in support of DOD’s special operations maritime missions. Major responsibilities included overseeing and direct supervision of high risk instruction and training, as well as the doctrinal development of the aforementioned courses. Responsible for the administration, maintenance, logistics, and security of a $23 million training facility, $10 million of government property with an annual operating budget in excess of $3 million. Represented the Army Special Operations Community as the Maritime Operations expert.

ODA Commander, Assistant S-3, HSC Commander, S-3

Brigade Engineer OfficerS-4, 15th Engineer Battalion

Platoon Leader, Combat Engineer Platoon, MechanizedCompany Executive Officer

Platoon Leader, Vertical Construction PlatoonPlatoon Leader, Horizontal Construction Platoon