• Lead the org’s top priority transformational programs to mature planning, order management, and delivery for a multi-billion-dollar complex equipment and services business, integrating processes and automation across internal and external partners to improve/scale data quality and efficiency.

• Solve business and technical supply chain challenges through cross-functional team leadership and implementation of process changes/improvements.

• Assume leadership role for in-flight initiatives across the enterprise, identifying key issues and obstacles, and leading teams to clear roadblocks and recover and/or deliver earlier than projected.

• Partner with HR and Talent Acquisition to build and sustain internal community, diversity, culture, recruitment, and development programs.

• Managed internal and external stakeholders to develop cohesive teams; partnered with developers and government agencies to deliver complex projects in support of global growth, on time and on budget.

• Implemented a $100M 1.3 MSF omnichannel distribution facility in Baltimore, MD, while supervising another project manager and delivering a portfolio of eight supply chain projects.

• Managed successful design, build, and operational implementation of a fast track $80M 1.1 MSF distribution facility near Nashville, TN, a mission-critical asset required to enable distribution infrastructure & sales growth.

• Implemented a system-driven pre-pack program for apparel & footwear, increasing speed to customer and reducing distribution cost through coordination with supply and sourcing partners.

• Implemented a distributed order management (DOM) tool to enable regional late point distribution of wholesale, retail, and ecommerce apparel, accessories, and footwear.

• Led a cross-functional team of clinical and administrative staff for a $3.6M hospital-wide process improvement project focused on the perioperative supply chain; demonstrated skill in large scale project management and business process reengineering.

• Improved hospital vendor management program to increase accountability and patient safety; restored supplier relationship management program.

• Implemented automated medical supply ordering system and comprehensive training program for 45 operational units, reducing order wait time from three weeks to three days.

• Established contingency supply packages for 11 unique medical response capabilities, and managed logistics emergency plans for hospital, state, and federal programs.

• Supervised a 15-member staff and coordinated training areas and basic life support for over 40 visiting organizations conducting deployment readiness training on the military installation.

• Garrison Commander's team lead for the installation’s higher than normal multi-mission requirements, coordinating resources for 28,000 personnel through training, mobilization, and deployment activities.

• Established the Emergency Management Branch within the Directorate during the Joint Base transition.

• Commanded a 140-member company providing supply, services, and distribution support for a 5,000-member task force.

• Managed $50M of capital equipment and other property in support of a dynamic logistics mission in training and deployed environments.

• During a 15-month combat tour ("Surge") in Iraq, established and managed a system to synchronize air and ground supply chain support to the task force from external echelons and internally; provided real-time visibility for 23 supported operational locations, spanning a 250 square-mile area.

• Led platoons ranging from 30 to 130 members that provided supply and services support in training and deployed environments.

• Supervised supply support activities utilizing $25M of property, to include airdrop support capabilities for a 14,000-member task force.

• Synchronized troop movements for over 60 units during the first rotation of combat tours in Iraq.