I began my leadership journey in service to the nation as an Army Aviation Operations leader. Over nearly a decade, I operated in high-tempo global environments, overseeing mission planning, operational readiness, and mobilization for aviation units supporting national defense. In my final military assignment, I led future aviation operations for more than 80 units under the Operational Support Airlift Agency, coordinating domestic and international missions in partnership with U.S. embassies and foreign governments. This experience forged the leadership foundation that has defined my career—disciplined execution, decisive leadership, and the ability to guide teams through complex, high-stakes operational environments.

Following my military service, I transitioned into federal consulting, where I applied that operational leadership foundation to enterprise transformation, portfolio delivery, and organizational modernization across civilian and defense agencies. At SRA International, I advised Government Accountability Office leadership on modernizing the Knowledge Services division, transforming how congressional reports were produced and distributed. This initiative generated over $400,000 in annual savings while improving data accuracy from 45 percent to 98 percent. These early experiences reinforced my ability to deliver measurable organizational  improvements while building trusted relationships with executive stakeholders.

At L-3 Communications, supporting the Federal Deposit Insurance Corporation during the financial crisis, I played a leadership role in operational continuity efforts tied to the closure of 192 failed financial institutions. I later supported the Nuclear Regulatory Commission, where I designed and implemented an enterprise PMO model grounded in ITIL principles, aligning technology delivery with agency strategy and strengthening continuity of operations capabilities.

My executive leadership responsibilities expanded significantly at Booz Allen Hamilton, where I supported enterprise transformation and modernization initiatives across the Department of Defense and civilian agencies. I developed a five-year strategic plan for the Yellow Ribbon Reintegration Program, aligning program delivery with congressional and departmental priorities. I also advised the Office of the DoD Chief Information Officer on enterprise IT portfolio optimization, improving governance, performance visibility, and operational efficiency.

Throughout my tenure at Booz Allen, I played a key role in shaping modernization roadmaps, supporting capture strategy, and strengthening client relationships across defense and civilian portfolios. I led initiatives at the Internal Revenue Service that improved knowledge management efficiency by 58 percent, supported major Navy and Air Force modernization programs, and contributed to enterprise-level transformation initiatives at the Department of State. My work included helping establish the Department’s Information Technology Executive Council, strengthening governance across cybersecurity, data, and modernization initiatives.

At iWorks Corporation, supporting the Transportation Security Administration, I led a national Lean Six Sigma transformation initiative that improved passenger throughput and threat detection rates by 70 percent. I also represented TSA leadership at the Federal Law Enforcement Training Center, influencing national training standards and operational improvement initiatives.

Returning to Booz Allen Hamilton, I expanded my leadership to include portfolio diversification, capture strategy support, and executive engagement across defense and civilian markets. I contributed to the establishment of the Department of State’s Information Technology Executive Council, strengthening governance and alignment across cybersecurity, data, and digital modernization initiatives. I also partnered with Navy and Air Force leadership to advance enterprise modernization programs, including the Navy’s N1 “55-to-1” system consolidation, the Navy PCS Mobile App, and the Battlefield Airmen Training Efficiency initiative. These efforts strengthened operational performance, supported mission readiness, and reinforced Booz Allen’s strategic growth and delivery capabilities across critical federal portfolios.

Most recently, as Portfolio Program Manager at Joint Strategic Technologies, I provided executive leadership over a $29 million multi-agency portfolio spanning the Department of State, FAA, and Department of Defense. I supported Department of State programs within a broader acquisition ecosystem exceeding $9 billion, advising executive leadership on operational strategy, portfolio performance, and delivery governance. I established a global PMO supporting international operations, implemented governance frameworks that delivered multimillion-dollar cost savings, and helped expand organizational growth through strategic partnerships and operational alignment.

Across more than three decades of military service and federal consulting, I have supported 14 federal agencies and led initiatives that strengthened operational performance, modernized enterprise systems, and improved organizational effectiveness. My leadership approach is grounded in operational discipline, strategic clarity, and a commitment to building high-performing teams capable of executing in complex, mission-driven environments.

Today, I focus on executive leadership opportunities where I can help organizations stabilize federal portfolios, strengthen delivery performance, and support strategic growth. I am particularly drawn to organizations navigating transformation, scaling operations, or seeking experienced leadership to align execution with long-term strategic objectives.

At its core, my career has been about strengthening institutions, enabling teams, and delivering outcomes that endure beyond any single program or contract.