Director of Division that provides Human Performance resources for the United States Army Special Operations Command (USASOC). These resources are focused within Physical and Cognitive Domains. Labor categories within these domains include: Physical Therapy, Performance Dieticians, Strength and Conditioning, and Cognitive Enhancement. Duties include the providing and managing of personnel, equipment, and funding for the thirteen O-6 Commands within USASOC. Additionally, responsibilities included policy creation; contract creation and management; data analysis; program performance measurement; and program effectiveness measurement. Duties were completed via strategy development; personnel management; engagement with higher-level Headquarters (SOCOM, HQDA, Congress); engagement with lower-level headquarters; oversight practices; and integrated efforts with other staff directorates within USASOC.

Director of the ARSOF Profession Division within the USASOC Human Performance and Wellness Division. As a new directorate and division, it is my responsibility to develop the personnel requirements, as well as draft the charter provisions for the new division. My division is responsible for designing leaders assessment programs for Army Special Operations Forces. Additionally, we work with human resources entities to review and revise personnel management systems to optimize job placement of special operations soldiers. We also manage partnership with academia to deliver highly coveted undergraduate and graduate degrees to special operations soldiers. Along with these academic partnerships, we conduct human research management for projects that occur within the USASOC enterprise. Lastly, we manage a USASOC military-to-transition program to aid soldiers in successfully leaving the uniformed services and into a civilian occupation. We are charged with employing these programs to support a 35,000 person force that spans across multiple states and multiple nations. It requires management of multiple joint efforts that include operations, logistics, legal, ministry, medical, and financial support entities. Much of this synchronization is achieved through the formation of working groups and task forces that we schedule and chair. It also requires completion of extensive hiring processes to ensure we are employing the best possible candidates for a directorate that focuses on improving the physical, cognitive, behavioral, and spiritual readiness of each individual special operator.

Chief of Staff of a Special Forces Tactical Battalion. A Tactical Battalion consists of 18 Special Forces 12-Man Teams (Operational Detachment-Alphas), three Special Forces Companies, and various specialty support elements, totaling 535 personnel. As Chief of Staff, I managed a support staff that conducted activities that included: human resources; military intelligence; operations and planning; training management; supply chain management; budget forecasting and management; material and equipment acquisition; transportation and logistics; equipment maintenance services; information systems; legal services; medical support services; ministry services; and child and family services. I also served as acting Battalion Commander when my boss was traveling or out of the office. At any given time, the Battalion had to be ready to deploy anywhere in the world when directed. This required constant staff and operational synchronization to ensure the unit maintained the proper level of readiness. It was my job to ensure that synchronization was achieved.

I worked as the Commander of a Reinforced Special Forces Company. The company deployed soldiers in support of a Geographic Combatant Commander 365 days out of the year, while also managing the training and resourcing of soldiers in the continental US. This job required synchronization of multiple decentralized elements, management of over $4 million of annual training expenses, and personnel management of over 120 individuals. To accomplish these tasks, we utilized different statistical models, communication methods, and organizational theory to create a unified vision for our soldiers, but also articulate our initiatives to our higher command. Additionally, this job included engagement of senior Department of Defense and Department of State officials who are stationed in foreign nations.

Graduate Student in the Defense Analysis Department. Working to obtain a Master's of Science degree.

Commander of the Headquarters Support Company for 2nd Battalion, 3rd Special Forces Group. I managed the support detachments for the battalion, as well as managed the administrative affairs for the Battalion staff. This included managing training schedules, balancing resources, and balancing a budget.I also advised Afghan National Army Special Operations Command staff officers in Kabul during this time. This required me to synch the efforts of US Special Operations Forces and Afghan Special Operations Forces.

Commander of a CENTCOM oriented Special Forces Operational Detachment Alpha (SFODA) comprised of two Officers and ten Noncommissioned Officers equipped to conduct direct action, unconventional warfare, special reconnaissance, counter-terrorism, and foreign internal defense in denied, remote areas for extended periods of time with little external direction and support. Responsible for planning, coordination, and execution of all special operations as part of a joint, combined, unilateral, or interagency force in permissive, semi-permissive, denied or politically sensitive areas. Ensures that the SFODA is mission capable and prepared to organize, equip, train, advise, and employ up to battalion-size indigenous forces. Responsible for the maintenance and accountability of over six million dollars worth of US Government property.This time included a six month deployment to Afghanistan and six month deployment to Iraq. These deployments included kinetic combat operations, but also governance efforts that required me to engage multiple foreign military and foreign government entities to achieve a unity of effort between host nation entities.

Plans Officer for an Airborne Cavalry Reconnaissance Squadron in the 82nd Airborne consisting of two mounted reconnaissance Troops, one dismounted Troop, Forward Support Company, and Headquarters Troop. Executed planning, coordination, and resourcing for Squadron level training and future operations. Responsible for interfacing with all members of the Squadron staff, Brigade Combat Team staff, and external agencies to ensure that the Squadron had the assets it required and that those resources were integrated into a synchronized plan for execution. Responsible for developing and writing Squadron level Operations Orders, adjustments to existing plans, and briefs to higher headquarters.

Personal Security Detail Platoon Leader in an Airborne Cavalry Reconnaissance Squadron assigned to the 82nd Airborne Division operating in US Forces-North as part of Iraqi Freedom 09-10. Responsible for the maintenance, mission posture, and accountability of six M1151-HMMWVs, five MRAPs, and associated equipment valued in excess of $30,000,000 as well as for the leadership, training, conduct, and welfare of an 18-man platoon and their families. Served as trainer, coach, and mentor for five noncommissioned officers and twelve Soldiers, ensuring mission readiness and specialty qualification in support of the Troop/Squadron METL. Served as the Squadron Commander’s personal security force in the conduct of combat operations.

Served as the Executive Officer in a 80 Paratrooper Dismounted Cavalry troop part of an Airborne Reconnaissance and Surveillance Target Acquisition Squadron in support of the Brigade, responsible for the maintenance status of all assigned equipment, responsible for the planning and execution of all subordinate elements’ maintenance program and managing all associated budgets, responsible for the tactical training and employment of the tactical operations center, responsible for the accountability of equipment valued in excess of $26,000,000. Additional duties include: personnel recovery, security officer, environmental standards officer.I served as the Executive Office of an infantry company. This meant I was second in command of the company and responsible for all logistics and maintenance issues throughout the company. This included facilitating company level training events, deploying the company to Iraq, and managing over $26,000,000 in equipment while in Iraq.

Dismounted Reconnaissance Platoon Leader in an Airborne Cavalry Troop assigned to the 82nd Airborne Division, part of the XII Airborne Corps. Capable of rapid worldwide deployment to perform a variety of reconnaissance and security operations. Responsible for the leadership, training, conduct, and welfare of a 25-man platoon and their families, as well as the accountability and maintenance of six M1114 HMMWVs and associated equipment valued in excess of $10,000,000. Responsible for the tactical employment of the platoon and ensuring that the Paratroopers are ready to fight and win anytime, anyplace.