25th Polemarch (President) of Alexandria-Fairfax (VA) Alumni Chapter of Kappa Alpha Psi Fraternity, Inc. The Alexandria-Fairfax (VA) Alumni Chapter, chartered on June 5th, 1976, has grown to become one of the largest alumni chapters in the fraternity, with close to 300 members. The chapter has also been recognized for its exceptional achievements, including having 5 members receive the prestigious Laurel Wreath Award, the highest honor bestowed upon a Kappa Alpha Psi Fraternity member, and countless other National Awards.The chapter's youth mentoring program, Guide Right, provides invaluable support and mentorship to middle school through graduating seniors. In addition, the chapter's STEM programs, anchored by the Aviation Program, have helped to introduce aviation to numerous 6th-12th grade boys and girls.https://afkapsi.com/

Responsible for managing a portfolio of programs and contracts developing mission critical software and hardware systems and providing program acquisition, engineering, and lifecycle support services for custom subsystems. Develop and coordinate new program plans or delivery methods with little precedence for coordination across distinctive products. The Program serves multiple customers and requires developing and coordinating program requirements with several subcontractors across distinct product lines. Portfolio includes programs and projects located within the U.S. Army Combat Capability Development C5ISR Night Vision Compound at Ft. Belvoir VA, and other CONUS locations

MOAA is the nation's largest and most influential association of military officers. With more than 370,000 members from every branch of service - including active duty, National Guard, Reserve, retired, former officers, and their families – MOAA works to support a strong national defense and represents the interests of military officers at every stage of their careers.

Overall responsible for the planning, preparation, execution and outcomes of engagements with Army units, government and academic partners, and industry. Directly responsible for an 11-member outreach team that consists of three cells: Integration, Government, and Industry. The outreach team seeks to develops partner relationships and identify teaming opportunities, identify current and emerging technology trends and provide insight and applicability to the REF Solution Teams, and conduct capability analysis with the intent of identifying technologies that mitigate capability gaps and/or inform Army leadership or proponents on equipment performance.

Senior Team Chief responsible for a 20-member team with an operating budget surpassing $10M. Manages all assigned products to ensure cost, schedule and performance, and the delivered capability meets the warfighter’s requirement.

Responsible for planning, organizing and managing all operational and technical functions at the Rapid Equipping Force (REF). Directly responsible for a 35-member team with a $3M operating budget and expedient execution of Army equipping support to combatant commands, Army Service Component Commands, divisions, and warfighters.

Force readiness branch chief assigned to the Joint Staff, Regional Operations Directorate, Readiness Division. Responsible for directing team to provide military readiness assessment and analysis products to the Chairman of the Joint Chiefs of Staff (CJCS) and the Office of the Secretary of Defense (OSD). Key participant in the cross-functional team that analyzes the Unified Combatant Commands, uniformed Services, and DOD Combat Support Agencies readiness to execute the National Military Strategy. Develops readiness reports used by the CJCS and Secretary of Defense to brief the President and Congress. Leads branch in development of DOD readiness policies and processes, oversees implementation and integration.

Led and directed a US Army battalion of 540 personnel with over $150 million in capital assets and an annual operating budget of $3 million. Responsible for resourcing and training a very diverse battalion, consisting of a headquarters company with Nuclear, Biological, and Chemical reconnaissance and Military Police platoons, and engineer, military intelligence and signal companies. Responsible for the planning and execution of security for the brigade command and control nodes. Responsible for force protection, intelligence collection priorities, and risk analysis for assigned areas of operations.

Led a 10 person team which was responsible for restructuring TRADOC Capability Manger Integration (TCM-I) organization while simultaneously ensuring the total integration of all programmatic event activities and virtual integration of all subordinate unit activities into the overarching TCM program support. Coordinated the logistical, personnel, administrative, and automation support for the 58 assigned personnel located in four states.

Second in command and chief of staff of a digitized, modular Infantry Brigade Combat Team (BCT) assigned the mission of training for combat operations while preparing to test and evaluate the Army’s first Future Combat Systems equipment and organization. Responsible for synchronization of all maintenance, administrative, and sustainment operations to allow the BCT to successfully execute all testing and evaluation requirements. As the Chief of Staff, responsible for the synchronization of all full range of Brigade capabilities to meet the commander’s intent.

Second in command and chief of staff of a US Army battalion within a digitized modular Heavy Brigade Combat Team (BCT) assigned the mission to train for combat operations and evaluate Future Combat Systems for the Army. Responsible for training combat-ready platoons and batteries with the current operations and future planning. As Chief of Staff, responsible for the training, readiness, and welfare of the battalion staff, the logistical readiness and command supply discipline of the battalion in order to meet the testing requirements for future technologies and programs to build the future force artillery battalions.

Battle Major of the Joint Operations Center (JOC) for Multi-National Corps-Iraq (MNC-I). Responsible for maintaining situational awareness of all operations, disposition, and synchronization of Joint and Combined Forces in support of six Multi-National Divisions, eight Separate Brigades, and 130,000 Coalition Forces throughout the Iraqi theater of Operations. Maintained a thorough knowledge of all plans, orders, force capabilities, and operations in Iraq in order to provide recommendations and update to the Chief of Operations, Chief of Staff, and the Commanding General.

The US Army Command and General Staff College educates, trains and develops leaders for Unified Land Operations in a Joint, Interagency, Intergovernmental, and Multinational operational environment; and advances the art and science of the profession of arms in support of Army operational requirements.

Served as a recorder for the Department of the Army Officer Selection Boards convened by the Secretary of the Army, Chief of Staff of the Army to select officers for command, promotion, advanced military schooling, Regular Army integration, and Voluntary Indefinite status. Served as the principal adviser to the board president and board members. Responsible for planning, coordinating, and executing all selections boards in accordance with Title 10 of the U.S. Code, Department of Defense Instruction and Army regulations and policies. Conduct quantitative analysis of board statistical data to ensure compliance with all applicable instructions.

Led and directed a US Army battery of 91 personnel in Germany with over $30 million in capital assets and an annual operating budget of $500 thousand. In addition to organizational responsibilities, maintained continuous multinational engagements with German Army and other NATO partners.