Our Services
Strategic Planning
Eliminated software launch delays by developing organization-wide annual goals with measures of effectiveness and implementing mid-year reviews with corrective action plans for underperforming offices.
Analyzed and presented fully informed Emerging Threat Assessment to Navy's CNO, VCNO, NAVEUR, CFFC, C6F, C7F, and D-CNOs which included 22 action items pre-coordinated across 12 organizations within OPNAV, Fleet Commands, Program Offices and SYSCOMs resulting in unanimous consensus, acquisition alignment, and Presidential policy change.
Rectified organization's workforce shortage from 86% to 100% (+40 FTE) while improving workforce qualifications by 341%, reducing time to qualify by 36%, reducing equipment down days for scheduled maintenance from 22 to 7 days per unit, and increasing fully operational equipment from 4 to 7 of 8 assigned.
Presented Joint Staff command and control initiatives to Armed Forces Communications and Electronics Association executives, earning government and industry accolades for delivering the most effective strategy for the delivery of C2 capabilities to the warfighter in over a decade.
Policy Development
Spearheaded the ASW Flag Oversight Board Charter creation, facilitating cross-functional alignment of requirements, programs, and resources between nine independent OPNAV Deputy-CNOs.
Authored and facilitated the approval of the Net Centric Working Group (NCWG) charter, enhancing coordination among Combatant Commands and DoD Agencies, establishing a platform for resolving urgent cross-Service command and control challenges.
At ASD(NII)/DoD CIO's request, prepared a detailed congressional report on the Global Command and Control System (GCCS) which contributed to strategic decision-making and policy formulation.
Rewrote Organization's Operating Manual, facilitating improved cross-departmental coordination and comprehensive alignment among seven departments while enhancing operational cohesion.
Leadership Development
Managed workforce of 200, overseeing fill rate, skill gap analysis, onboarding, assignment, appraisals, and legal requirements to meet the needs of a combat support agency while directly improving manning levels from 65% upon assumption of responsibilities to over 85% at departure.
Spearheaded initiative to establish a junior member peer-led accountability body, fostering a culture of responsibility which led to a 50% reduction in DUI incidents, the lowest among 4 equivalent organizations, and contributed to a workforce retention rate of greater than 85%.
Organizational Alignment
Managed a comprehensive workforce evaluation of over 350 positions to address challenges presented by agile delivery, data expansion, and AI/ML, resulting in role restructuring and the hiring of 20 new positions to enhance alignment with evolving mission requirements.
Oversaw and designed a comprehensive reorganization initiative to align an IC agency with the National Defense Strategy, developing an elegant solution utilizing the 2+3 NDS architecture which was implemented with measurable objectives to identify progress toward nationally established goals.
Authored an in-depth report utilizing detailed analysis from force-on-force simulations to reassess force structure requirements, resulting in the expansion of the fleet of P8A aircraft by 18%, from 117 to 138, as approved by SECNAV.
Successfully argued for and secured $173M to maintain scheduled delivery of P8A Increment 3 and High Altitude ASW Weapon Capability amidst sequestration risk, ensuring on-time mission readiness.
Actively coordinated with Surface Warfare Resource Sponsor to resolve a $160M shortfall in resources for MK-54 lightweight torpedoes, ensuring inventory compliance with Total Munitions Requirement and safeguarding operational readiness.
Authored U.S. Naval Institute's Proceedings article, articulating the need for Anti-Submarine Warfare training at the tactical and operational levels of warfare.
Operational Execution
Oversaw Management Control Program, supervising operational and staff functions, resource control, risk management/assessment, and effectiveness of controls for over 200 contracts valued at over $15B, achieving a perfect 5 of 5 annual clean statements of assurance and flawless audit outcomes.
Negotiated transition to operations agreements between IC Agency and Navy to integrate three Sensor-to-Shooter protocols and one automatic target recognition capability, enhancing operational effectiveness in complex open ocean maritime environments.
Led a 900-member coalition force comprised of 4 international and 4 U.S. squadrons, achieving 730 mishap-free flight hours and 200 qualifications while executing 16 live-fire missile and torpedo expenditures during the Rim of the Pacific exercise.
Change Management
Expanded Undersea Warfare capabilities by leveraging experience from the $25B ASW portfolio to additionally manage the $10B Strategic Deterrence portfolio, identifying and gaining approval for critical enhancements to COLUMBIA Class Submarines.
Led cultural transformation by instilling core principles of 'family, leadership, and integrity' to address maintenance and conduct issues, achieving zero liberty incidents and aircraft mishaps, a 98% mission completion rate, surpassing 11 squadrons by >6%, and leaving enduring principles which have remained in place for more than decade.
Oversaw mishap investigation board, identifying root causes for an aircraft runway departure and implementing corrective measures resulting in zero mishaps fleet-wide due to like-cause.
Outcomes-Based Design
Devised and implemented staffing strategy, overcoming a 45% staffing deficit by collaborating with the organization's Human Resources and Security offices to streamline hiring processes, reducing the timeline by over 30%--from 6 months to just over 4 months--achieving 90% staffing level within one year.
Co-chaired the Undersea Warfare Foreign Military Materiel Acquisition Board for the Intelligence Community, prioritizing the acquisition of specific threat systems and focusing R&D efforts to counter threats considered highest risk.
Led negotiation of termination and divestment of a failing $1M/day joint ACAT ID Major Defense Acquisition, collaborating with Component Services to devise a transition plan to modernize legacy programs which was presented to the DoD CIO, achieving full approval on way forward.
Led the coordination of U.S. Defense Attaché Offices across six nations, organizing 28 high-profile office calls and receptions for over 2,000 officials and guests, achieving seamless execution while advancing Theater Security Cooperation goals.
Project Management
Championed construction of digital solutions lab, enhancing government developed software capabilities for Intelligence Community agencies and Defense Services, resulting in 300% reduction in the development and transition to operations timeline for sensemaking and automation tools.
Oversaw successful delivery of seven high-value space-based initiatives valued at over $900M from the Naval-IC Agency Summit, enhancing Intelligence, Warning, and Targeting support for military operations in response to a near-peer competitor.
Orchestrated and delivered presentations for three Anti-Submarine Warfare Flag Oversight Boards to 24 Flag Officers and Senior Executives resulting in a path forward for an ASW Command and Control Network, an Integrated Undersea Surveillance investment strategy, and a remote sensing roadmap.
Coordinated activities for 16 Joint Staff J6 boards and working groups, assuming the role of acting chairperson for the Net Centric Working Group, driving policy and development improvements.
Authored comprehensive standardization for two innovative systems, generating over 40 pages of checklist revisions and securing a new contract to finance and distribute checklists fleet-wide.
Identified and resolved a critical gap in checklist development by introducing a fleet-wide official checklist system, secured a contract to finance and distribute checklists--ensuring standardization and comprehensive oversight.
Stakeholder Communications
Spearheaded comprehensive workforce climate survey initiative, leading to seven workforce listening sessions that identified 17 independent actions which were implemented, resulting in a statistically meaningful 4% improvement in the organization's satisfaction score as well as improvements to 5 of the 10 indices as measured the following year.
Orchestrated pre-negotiations between the Navy and IC Agency to address software hosting and processing deficiencies, securing a strategic 7-year agreement for one of Navy's largest information technology programs.
Facilitated critical negotiations among key stakeholders, including Under SECNAV, OPNAV N2N6, NAVWAR PMW-120, two IC Agencies, achieving consensus on a unified architecture and roadmap for the Naval Integrated Fires Element program amidst programmatic uncertainties.
Developed collaboration pathways with Navy PEO IWS to integrate IC Agency's Tools into weapon systems, optimizing underutilized edge processing capabilities on Navy large deck vessels to enhance over-the-horizon operational efficiency.
Identified the critical need for Army expertise to enhance situational awareness and long-range fires capabilities, successfully negotiating personnel placement to optimize the OTH-T GOHST program's effectiveness.
Coordinated high-level engagement with Air Combat Command A2 Technology Director to secure yearly funding to enhancing IC Tools support for USAF OTH-T SPEAR capabilities.
Within first six months of assuming duties as Planning Chief, managed and improved Combatant Command and combat support agency's staff dynamics by identifying and addressing relationship barriers through targeted site visits and risk assessments.
Pioneered a process improvement initiative that accelerated the review cycle of quarterly CNO reports for 67 flag officers and senior executives, achieving a greater than 50% reduction in review time while maintaining high standards of accuracy and credibility.
Campaign Design & Development
Formulated and executed a strategy within the FYDP framework to field a cost-effective innovative ASW weapon utilizing existing technology to effectively counter competitor advancements, bridging a significant warfighting capability gap and enhancing naval defensive capabilities.
Orchestrated a collaborative effort across 25 stakeholders, including Fleets, Type Commanders, PEOs, and agencies, to craft an Anti-Submarine Warfare Investment Strategy that effectively prioritized $25B in Total Obligation Authority and was recognized by CFFC and CPF as an exemplary model for investment strategies.
Enhanced safe operations for a fleet of over 100 aircraft and 1500 aircrew by designing and implementing standardized arrival and departure procedures and drafting two safety reports, leading to the approval, funding, and installation of a fleet-wide collision avoidance system.
Conceived and directed the execution of an innovative intelligence, surveillance, and reconnaissance allocation process resulting in an 8% increase in maritime indications and warnings capacity in response to tasking from Navy 5th Fleet Commander.
Resources Optimization
Led efforts to address physical space limitations by collaborating with directors across 10 program and matrix offices to optimize physical space at headquarters, achieving consensus to transition remote-capable functions to secure external locations whereby enhancing operational efficiency.
Chaired the CNO ASW Investment Strategy Integrated Product Team comprised of 53 members across 31 independent organizations, producing a comprehensive strategy to counter worldwide competitors which was endorsed by the 24 flag officers constituting the ASW Flag Oversight Board and implemented in the CNO's program submission.
Secured funding for $15M communications connection for 4 deployed squadrons through live demonstration to fleet commander in which remote connectivity was established to his desktop computer, a model repeated across other fleets.
Curriculum Development & Training
Directed a collaborative Oversight Integrated Product Team inclusive of STRATCOM, DTRA, USANCA, and EUCOM Component Commands in the execution of a pioneering nuclear employment exercise in Stuttgart, Germany to identify key skillset discrepancies and implement strategic solutions for improved operational planning.
Directed the training and standardization efforts within the Safety and Standardization Department, achieving a 99% compliance rating among 137 squadron aircrew personnel during a rigorous external inspection.
Developed and implemented a tactical through operational level training strategy for Anti-Submarine Warfare instructors under training, resulting in a framework that became command's foundational roadmap for training readiness.
Coordinated fleet-wide capability enhancements to facilitate the training of over 160 aircrewmen, standardizing procedures and ensuring cohesive integration across the fleet.
Strategic Planning
Eliminated software launch delays by developing organization-wide annual goals with measures of effectiveness and implementing mid-year reviews with corrective action plans for underperforming offices.
Analyzed and presented fully informed Emerging Threat Assessment to Navy's CNO, VCNO, NAVEUR, CFFC, C6F, C7F, and D-CNOs which included 22 action items pre-coordinated across 12 organizations within OPNAV, Fleet Commands, Program Offices and SYSCOMs resulting in unanimous consensus, acquisition alignment, and Presidential policy change.
Rectified organization's workforce shortage from 86% to 100% (+40 FTE) while improving workforce qualifications by 341%, reducing time to qualify by 36%, reducing equipment down days for scheduled maintenance from 22 to 7 days per unit, and increasing fully operational equipment from 4 to 7 of 8 assigned.
Presented Joint Staff command and control initiatives to Armed Forces Communications and Electronics Association executives, earning government and industry accolades for delivering the most effective strategy for the delivery of C2 capabilities to the warfighter in over a decade.
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