Colonel (Ret.)

• Feb 2015 - Present

SENIOR OPERATIONS OFFICER / AFGHANISTAN NATIONAL SECURITY FORCE SUSTAINMENT TEAM LEAD

• Aug 2013 - Jan 2015

Led a team of nine personnel, primarily subject matter experts across the AMC core functions and Defense Logistics Agency. Total annual value of operations exceeds $59B as a multifunctional logistics enterprise responsible for sustaining Soldiers and joint Warfighters worldwide.• Analyzed and developed affordable, achievable logistics solutions for the sustainment of ANSF post 2014’s combat power, briefing team’s recommendations for concurrence to the AMC Commanding General and CENTCOM CG.• Articulated recommendations to DoD that will significantly reduce the contracted logistics support for ANSF’s 99,297 ground vehicle fleet geared toward saving millions of dollars for the Government of Afghanistan.• Forged coalitions to develop the pathways and facilitate the proper scaling of baseline sustainment strategy/support for the entire ANSF that will in large measure define the success of the U.S. involvement in Afghanistan.

G3/Deputy Director Operations Group

• Sep 2012 - Jul 2013

Led the 22 personnel strong G3 (Operations) for the Army Contracting Command made up of 7,000 military, DA Civilians and contractor workforce that enables AMC and the Army to conduct unified land operations. The Command is responsible for execution of over 200,000 contracts valued annually over $70B.• Implemented the merger of G3 and Contract Operations in order to improve organizational structure and mission support to subordinate organizations by integrating mission operations with contracting operations expertise. • Oversaw the seamless implementation of ACC’s realignment and military integration efforts, allowing for improved span of command/control and improvement of military personnel contracting expertise at the contracting centers.• Finalized the Defense Support of Civil Authorities (DSCA) plan and established the Crisis Action Team procedures with CATs being activated in support of two natural disasters, to include Super Storm Sandy.• Established working groups to capture standard level of services for contracting centers in order to leverage existing support capabilities from their host organizations; reduced duplicate resourcing and codified support required.

Chief of Staff

• Jul 2011 - Jul 2012

Supported a team of 32 theater subject matter experts, consisting of officers, NCOs, and DA Civilians forward deployed to Afghanistan in support of Operation Enduring Freedom. Ensured linkage and synchronization between U.S. Army Central, U.S. Forces-Afghanistan and Department of the Army. • Developed database to identify 12,000 excess rolling stock items in the Combined Joint Theater of Operations-Afghanistan (CJOA-A), setting conditions for U.S. Forces-Afghanistan (USFOR-A) to establish a metric of 1,200 RS/month retrograde goal to meet surge recovery requirements.• Oversaw establishment of a Lean Six Sigma Green Belt certification course with 10 projects focused on process improvements associated with surge recovery and the retrograde of equipment from the CJOA-A.• Identified a gap in the Request for Assistance process, developed request and tracking procedures allowing ARCENT and USFOR-A staffs to maintain visibility of bridging solutions and the sourcing of critical capabilities in the CJOA-A.

Graduate Student

• Jun 2010 - Jun 2011

Earned a Master’s degree in Strategic Studies Granted Joint Professional Military Education-Level II (JMPE-II) credit.

COMMAND INSPECTOR GENERAL

• May 2009 - May 2010

Supervised 17 Inspectors General in support of five component commands comprised of 26,000 service members forward deployed in the Republic of Korea. Determined the state of economy, morale and readiness throughout the command. • During a highly complex and fast-paced period, provided spectacular results across all four IG functions (assistance cases, investigations, inspections or teach/training) to ensure the warfighting readiness of the command. • Adeptly formulated short and long-term strategies between US Army Pacific Command IG and EUSA IG as Eighth Army underwent transformation to a field army. • Effectively and efficiently executed an inspection program aligned with the commander’s priorities. Resulting conclusions contributed to enhancing USFK and 8th Army’s discipline, readiness and operational capability. • Instituted a detailed weekly review of all IG open cases, covering trends, observations, and pathways to ensure fair treatment of soldiers, family members and civilian employees. Closed over 300 cases, some dating back 3-4 years.

Commander, Defense Logistics Agency-Pacific Korea

• May 2007 - May 2009

Led a team of 35 personnel who served as the focal point for all armistice and contingency policies, strategic supply and service planning, logistical support and customer interface within the Korean Theater of Operations. Provided unparalleled logistics support to the joint warfighter across the full spectrum of DLA’s supply and services. Equivalent civilian size are as follows: in FY’13, DLA realized $39B in sales and revenue, which would rank the agency in the top 15th percentile of the Fortune 500.• Leveraged the core Agency competencies on numerous joint supply and distribution initiatives in Korea to resolve highly complex logistics problems.• Streamlined processes for cargo distribution and improved in-transit visibility, thus reducing transportation inefficiencies and decreasing by 25% the trucking assets required to deliver freight.• In collaboration with Joint and Army flag/senior logisticians in Korea, eliminated duplicate stocks held by both the Agency and customers on the Peninsula. Resulted in an immediate savings of $1.5M and similar expected annually.• Realigned warfighter support representatives’ areas of responsibilities to better utilize available resources at customer regional areas and seamlessly embed with customer’s major command/control nodes.

Battalion Commander

• May 2005 - May 2007

Commanded a battalion of seven companies with an average daily strength of 1,500 soldiers and an annual training requirement of over 10,700 soldiers in two military occupational specialties, including officers and international officers.• Spearheaded the successful advanced individual training and professional development of over 20K Soldiers in two military occupational specialties, including officers and international officers in the basic course.• Guided the battalion to top administrative procedures in the Brigade as evidenced by finance and personnel reports regularly submitted with 95%+ accuracy.• As Task Force Commander for logistics warrior field-training exercise, ensured the safe and successful execution of this scenario-driven multi-echelon five-day event held twice monthly training 400-500 Soldiers per exercise.• Developed and rapidly executed the first iteration of the contemporary operating environment village/Soldier as a sensor scenario. Served as a proactive approach to real-world situations faced by Soldiers in Iraq and Afghanistan.

EXECUTIVE OFFICER TO THE ASSISTANT DEPUTY CHIEF OF STAFF, G-4

• Jun 2004 - May 2005

Helped sustain a global force of 600,000+ soldiers. Enabled a ready Army by providing, coordinating, and overseeing integrated logistics policies, programs, and plans in support of the Army’s logistics readiness. • Built a team able to provide critical backup support across one-deep duty positions. Resulted in ADCS G-4 and Army G-4’s operations to continue uninterrupted regardless of frequent personnel turbulence and under-availability. • Ensured systems synchronization in a fast-paced environment where priorities shift rapidly and there are multiple high level demands for time and energy of general officers.