Requested to co-lead an effort with senior military leaders from Canada, the United Kingdom, Australia, New Zealand, and the United States to reinvent the Five Eyes intelligence partnership. Although all five nations share much in common, they all have varying forms of government, laws, and national interests complicated by international politics and policy.

Over a span of six months, participated in and drove a series of meetings that changed the five nations’ relationship to one that operationalized actions and resulted in a results- and outcomes-based focus. Together, the nations worked toward frequent collaboration and the production of dozens of intelligence assessments and documents used by senior national leaders to make decisions affecting national security and policy.

The intelligence was used by the Secretary of Defense, President of the United States, and the Five Eyes’ national leaders to make decisions with respect to the ongoing war between Ukraine and Russia. This work saved an untold number of Ukrainian lives and furthered the national interests of the U.S. and its closest partners.

At the onset of the COVID-19 pandemic, asked to lead a small team in creating predictive analytics to enable the Commander leading the Department of Defense response to make informed resourcing decisions. The goal was to provide predictions 14 to 21 days ahead of the virus to know where and when lifesaving military capabilities could be deployed to support local and state medical providers. However, there was previously minimal expertise in this area, and this was a completely new virus.

Organized a cross-functional team with the support of government, academia, and medicine key leaders to develop Artificial Intelligence (AI) and Machine Learning (ML) techniques to accurately predict the spread of the disease and identify where there would be a growing demand for healthcare workers, emergency room beds, and ventilators.

Within merely three weeks, developed working analytic models that were used to preventatively place nearly 2,000 Department of Defense personnel in both New York and Connecticut.

The United States Air Force was faced with the loss of seven Unmanned Aerial Vehicles (UAVs) and needed to quickly determine if there was a related root cause that would cause additional loss of assets valued in the billions of dollars. The UAV enterprise is an extraordinarily complex system that involves dozens of government and industry stakeholders. Identifying the root cause of each loss was critical to protecting assets and ensuring their continued availability for ongoing combat operations.

Within only 45 days, built a team, gathered and analyzed all appropriate data, and assessed each of the seven cases. Then provided operational and policy change recommendations to the enterprise that enabled the team to assess future incidents more rapidly, ensuring combat operations would continue and preventing further losses to this critical national capability.

The changes that were implemented are still in place today and have saved several lives and millions of dollars in resources.

In the summer of 2009, the North Atlantic Treaty Organization forces faced a growing threat from the Taliban across Afghanistan, and the mission was at elevated risk of failure. The new Commander in Afghanistan, General McChrystal, organized a 12-member team to provide strategic recommendations.

Selected by General Petraeus to represent himself and the U.S. Central Command on this team in Kabul. During the summer months of 2009, the team traveled from Kabul to all areas of Afghanistan to gather evidence and facts to use in advising the Commanders. In the fall, delivered the report to the General McChrystal for action.

The strategic reports and recommendations formed the basis for what eventually became the President-directed surge in Afghanistan. Furthermore, the work dramatically improved the situation on the ground and the way of life for the Afghan people.

In March of 2011, an earthquake led to the meltdown of three of six nuclear reactors at the Fukushima Daiichi Nuclear Power Plant in Japan. As Chief Operations Officer, directed the Air Force Technical Applications Center (AFTAC) response to the nuclear accident. At the time, the AFTAC leadership team was deployed offsite in Texas and not ideally positioned for an immediate response.

Led a team of nuclear scientists and engineers to develop and execute a response plan that involved deploying aircraft and staff from Nebraska to Alaska as part of the United States’ Operation Tomodachi. Verging on 1,000 AFTAC personnel flew nine nuclear debris collection missions over the disaster area, processed 342 seismic events, and analyzed 660 samples from the affected Pacific peninsula.

These efforts contributed directly to saving the lives of thousands by helping to characterize the incident for on-scene first responders and decision-makers. The team was lauded by Air Force, National, and Japanese leaders for its ability to swiftly adapt capabilities normally used for nuclear treaty monitoring to nuclear disaster response.

While serving as the Commander of the National Air and Space Intelligence Center, a COO position with approximately 4,000 employees, was suddenly faced with a crisis resulting from the Congressionally mandated government shutdown of 2013. Half of the workforce was furloughed during the shutdown and the other half was not, creating a challenging workplace environment that affected morale, caused employee trust issues, and had the potential to impact the organization’s ability to accomplish its mission.

Partnered with senior leadership teams to develop a clear and transparent communications approach. Engaged in more than 30 small group town hall meetings in a one-week span to ensure staff knew the leadership team understood their concerns and would fight for fair, equitable treatment for all employees. This strategic communications approach kept the workforce’s faith and trust during the shutdown, ultimately allowing the organization to execute its mission and stay on track to produce hundreds of key reports critical to national security.

As a result, successfully spearheaded an intelligence community investment for a new military construction for the Air Force’s only foreign military exploitation facility – a $1 billion contract that involved the production of over 6,400 in-depth intelligence products, nearly 150 Congressional engagements, and 52 executive-level analytical products for the President of the United States.