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Work Background
Building Maintenance Optimization Consultants, Inc. (BMOC)Vice President, Operations and Technology
Dec. 2023Dallas, Texas, United StatesOperations director responsible for developing the company’s business model for scalability and rapid growth. Provide consulting services to clients in developing strategic plans for the management of organizational assets. Oversee organization’s daily operations across all departments with teams distributed nationwide serving clients across the United States and Canada. Develop organization’s technology to improve operational efficiencies and add new products and services. • Directed company operations during a period of growth from about 10 projects to about 30 projects a year, achieving operational revenue targets of over $200,000 monthly.
• Successfully managed client relationships and oversight of daily operations across all departments including field operations, office support, and special consulting with teams located nationwide permitting rapid growth of the company through solidifying existing clients and establishing new clients.
• Established operational practices permitting scalability and rapid growth, tripling the size of the company in a year while decreasing time to deliver final products from over 18 weeks to 5 weeks and increasing capacity from 1 or 2 projects to 4 or more in a given period.
• Successfully achieved growth through steady increase of revenue to sufficiently match increase in personnel required to generate revenues while bringing operational costs under control and reducing waste.
• Developed software to increase organizational efficiencies and satisfy unique client requirements while improving quality of products delivered to clients and ability for the organization to provide new products and services to our clients.
Building Maintenance Optimization Consultants, Inc. (BMOC)Facilities Asset & Operations Consultant
Aug. 2021 - Nov. 2023United StatesOperations director responsible for developing the company’s business model for scalability and rapid growth. Provide consulting services to clients in developing strategic plans for the management of organizational assets. Oversee organization’s daily operations across all departments with teams distributed nationwide serving clients across the United States and Canada. Develop organization’s technology to improve operational efficiencies and add new products and services. • Directed company operations during a period of growth from about 10 projects to about 30 projects a year, achieving operational revenue targets of over $200,000 monthly.
• Successfully managed client relationships and oversight of daily operations across all departments including field operations, office support, and special consulting with teams located nationwide permitting rapid growth of the company through solidifying existing clients and establishing new clients.
• Established operational practices permitting scalability and rapid growth, tripling the size of the company in a year while decreasing time to deliver final products from over 18 weeks to 5 weeks and increasing capacity from 1 or 2 projects to 4 or more in a given period.
• Successfully achieved growth through steady increase of revenue to sufficiently match increase in personnel required to generate revenues while bringing operational costs under control and reducing waste.
• Developed software to increase organizational efficiencies and satisfy unique client requirements while improving quality of products delivered to clients and ability for the organization to provide new products and services to our clients.
Magna FMOwner and Contractor
Jan. 2021 - Aug. 2021Cedar Hill, Texas, United StatesResponsible for the overall direction, leadership, and management of the organization. Duties include - Setting the Mission, Vision, and Objectives of the organization.
- Hiring the right people in the right positions for the right reasons in order to build a strong management team and successful workforce.
- Developing business by building strong customer relationships and executing sound marketing strategy.
- Attracting and maintaining positive working relationships with investors to achieve Capital goals of the company and ensure shareholder objectives are being achieved.
Magnacorp Inc.President
Dec. 2020 - Aug. 2021Cedar Hill, Texas, United StatesPresident and CEO of this startup Corporation. Responsible for the overall direction, leadership, and management of the organization. Duties include - Setting the Mission, Vision, and Objectives of the organization.
- Hiring the right people in the right positions for the right reasons in order to build a strong management team and successful workforce.
- Developing business by building strong customer relationships and executing sound marketing strategy.
- Attracting and maintaining positive working relationships with investors to achieve Capital goals of the company and ensure shareholder objectives are being achieved.
Better Future Facilities, Inc.Interim Director of Operations, Director of Training and Business Development
May. 2020 - Nov. 2020Las Cruces, New Mexico, United StatesThe Director of Training and Business Development is responsible for the management of designing, developing, and delivering new training programs while developing new business opportunities and units within the organization. Duties and Responsibilities - Develop and deliver content to the departmental heads and management for the training curriculums at all levels of business.
- Conducts the tracking and reporting of the progress for all on-going training programs.
- Drives innovative training program development through the facilitation of online resources, training toolkits, and mentorship programs.
- Works closely with various departmental heads in developing training activities unique to their individual departments needs.
- Coaches leadership and management principles within the business, leading training sessions and ensuring proper execution of training programs.
- Establishes metrics that measure the performance and success of ongoing training programs.
- Collaborates with executive team, operations, and sales team members to identify, define, and develop new revenue streams and business opportunities.
- Develops policy, process, and procedures for establishing new business units in coordination with management and customers as business opportunities are identified.
- Communicates with clients through the sales team in order to develop continuous improvement of existing business systems and to discover new opportunities.
- Develop training for managers and team members to solidify new business units and formally establish new business units as part of the organization.
- Manage Programs as set by the executive team for creating new revenue streams and add to the product and service offering of the organization.
- Partner with third party vendors to develop solutions and manage the organization's internal processes for feedback, customer satisfaction, and continuous improvement.
G6 Hospitality LLCSenior Facilities Manager
Sep. 2019 - Mar. 2020Carrollton, txAs the Senior Facilities Manager I am responsible for taking the national real estate asset management strategy developed by the Director of Facilities Management and the Executive Committee, and executing it in the field as the leader of the National Facilities Management team. As capital expenditure decisions are made, I coordinate the execution of those decisions with my team of Regional Facilities Managers across the entire corporate owned portfolio to maintain and improve the Facilities. In addition, my team is responsible for providing a national vendor network to support the property management team with maintaining their properties, responding to emergency situations, and providing services to meet their various maintenance needs. Responsibilities include: 1. Management of Capital Projects across over 250 properties nation wide.
2. Coordinating Corporate resources and support to meet the needs of Property Management teams across the portfolio.
2. National Vendor procurement and maintenance service agreement contract development and management.
3. Developing regional strategies in coordination with operational leadership to help them achieve their regional objectives across their diverse markets.
4. Providing information and intelligence from the field to aid executives with making capital decisions.
5. Management of emergency response to disaster situations.
6. Developing processes and procedures for streamlining Property Maintenance.
7. Providing training for the Regional Facilities Managers as new policies are developed and to improve their effectiveness in the field.
8. Translate vendor contracts into company policy and procedure.
G6 Hospitality LLCDivisional Facilities Manager
Apr. 2019 - Sep. 2019Carrollton, TexasAs the Divisional Facilities Manager I am responsible for taking the national real estate asset management strategy developed by the Director of Property Maintenance and the Executive Committee, and executing it in the field as the leader of the National Facilities Management team. As capital expenditure decisions are made, I coordinate the execution of those decisions with my team of Regional Facilities Managers across the entire corporate owned portfolio to maintain and improve the Facilities. In addition, my team is responsible for providing a national vendor network to support the property management team with maintaining their properties, responding to emergency situations, and providing services to meet their various maintenance needs. Responsibilities include: 1. Management of Capital Projects across over 350 properties nation wide.
2. Coordinating Corporate resources and support to meet the needs of Property Management teams across the portfolio.
2. National Vendor procurement and maintenance service agreement contract development and management.
3. Developing regional strategies in coordination with operational leadership to help them achieve their regional objectives across their diverse markets.
4. Providing information and intelligence from the field to aid executives with making capital decisions.
5. Management of emergency response to disaster situations.
6. Developing processes and procedures for streamlining Property Maintenance.
7. Providing training for the Regional Facilities Managers as new policies are developed and to improve their effectiveness in the field.
8. Translate vendor contracts into company policy and procedure. Accomplishments include, but are not limited to:
- Managed the successful completion of over 4,000 work orders, over 500 Capital projects, across the full portfolio of 300+ properties with a team of 6 Regional Facilities Managers over a period of 5 months totaling over $10 million dollars in both R&M and Capital work.
G6 Hospitality LLCDivisional Facilities Manager - US East
Mar. 2018 - Apr. 2019Carrollton, TexasAs the Divisional Facilities Manager for the US East, I was responsible for the management of property maintenance at over 150 locations across the eastern half of the country. My team of two Regional Facilities Managers provided project management, vendor acquisition, and training of property personnel across all our properties. Responsibilities included, but were not limited to: 1. Developing strategies for Capital Expenditures across 150+ properties to increase revenue and prevent loss.
2. Professional management and leadership of my team of 2 regional managers and 3 area maintenance personnel in meeting the daily needs of operations.
3. Implementing strategies for the sound deployment of resources across the division to maximize returns on capital repairs and improvements.
4. Developing relationships with national vendors to improve provision of services across the division utilizing the Service Channel platform for response to emergency needs. Accomplishments included: - Improved responsiveness of vendors in managing emergency services, resulting in reduction of time rooms were out of inventory due to maintenance issues compared to prior years.
- effectively implemented a back up inventory program that resulted in a reduction in average rooms out of inventory across the division.
- Successfully managed the completion of Remediation projects at 30 properties across 5 different states impacting over 600 guest rooms in 3 months totaling over $10 million coming in roughly $1 million under the projected budgets and earlier than expected while minimizing the displacement of revenue.
- Led the successful deployment of a new Facilities Maintenance Management System (Service Channel) across over 150 properties.
- Developed protocols for effective response to environmental concerns at properties that successfully reduced time rooms were out of service and provided controls to prevent waste.
Tioga Contractors, LLC dba Tioga Plumbing, Electric & GlassAssitant Project Manager and Estimator, Glass Division
Sep. 2017 - Mar. 2018136 south norwood dr, hurst , tx 76053As the Assistant Project Manager and Estimator for the Glass Division at Tioga Contractors, LLC, my duties and responsibilities include: -Assisting the Project Manager with developing estimates for bidding New Construction projects.
-Coordinating with the General Contrators in order to assist the Project Manager with scheduling work, ordering of materials, handling change orders, and resolving issues.
-Placing material orders with vendors, collecting quotes, and gathering material information to assist the Project Manager with getting the teams in the field what they need to successfully perform their work.
-Maintaining communication with stakeholders to assist the Project Manager with meeting their needs.
-Keeping Project documents in order.
-Tracking job performance information and keeping the Project Manager up to date on project status.
-Monitoring of the progress of multiple Projects to assistant Project Manager in controlling the proper and effective execution of all work.
-Coordinating with other departments within the company to assist the Project Manager with reporting information to them as necessary.
-Assisting the Project Manager with other duties as necessary.
Tioga Contractors, LLC dba Tioga Plumbing, Electric & GlassPlumber Apprentice, Service/New Construction
Jan. 2017 - Sep. 2017hurst, txAfter completing my first year at Tioga Contractors, LLC as a Dispatcher, I was moved into the field as a service technician assistant. My license is as a Plumber's Apprentice. My duties and responsibilities included the following: -Assist Plumbing Service Technicians in the conduct of their work.
-Maintaining Service Vehicles, keeping them cleaned and well organized, stocked, and in good condition.
-Assist in troubleshooting customer problems and developing solutions.
-Work with customers to understand their plumbing problem and explain the solution that was to be implemented.
-Assist Plumbing Service Technician with maintaining his schedule and keeping track of projects.
-Coordinate with the Company Office through the Customer Service Management software, Service Titan, in completing calls, tracking invoices and estimates, and scheduling follow up appointments with customers. After working on the service side for a time, I requested to move over to working in the New Construction side of Plumbing. While working in new construction, my duties and responsibilities include the following: -Assist Plumbers with the conduct of their work on site during new construction projects.
-Maintain all gear and equipment, keeping trucks cleaned and organized, and collecting necessary parts and materials for construction projects.
-Coordinate with other trades to ensure all plumbing is being installed according to the prints and that all work does not interfere with other trades.
-Complete assigned tasks in a timely manner ensuring all plumbing is installed according to appropriate code and to the blueprints provided by the customer.
-Notify Plumber of any issues and develop solutions, ensuring change orders are submitted when necessary.
Tioga Contractors, LLC dba Tioga Plumbing, Electric & GlassDispatcher
Jan. 2016 - Jan. 2017Hurst, TXI am currently employed at a Plumbing and Electric contracting company called Tioga Contractors, LLC based out of Hurst Texas. My role at Tioga started as a Dispatcher for the Service Technicians. I also provided my skills as a Business Analyst and Project Manager by helping the company I work for in many areas: -Developing the company’s Policies and Procedures for operations, training, and Project Management.
-Working with the company's website developer to maintain the website
-Developing standard operating procedures for utilizing the company’s Customer Service Management web based software and their Dispatching software utilized for managing performance of service technicians in the field.
-Conducting analysis of Business Processes and Procedures in order to determine inputs, processes, and outputs for the creation of clear cut Systems and Policies for future growth.
-Development of a Customer Membership plan and policy to support business operations, promote customer loyalty, and expand the capabilities of the company.
-Development of a Training Program for employees both within their profession as well as for the use of the Customer Management Software and Service Management software that the company uses. My primary duty as Dispatcher included the following: -Answering customer calls, working directly with customers in identifying problems, scheduling, and maintaining communication with the customer.
-Assigning Service Technicians to job opportunities and coordinating their daily operations in the field.
-Acting as the Customer Service Representative for customers through out long term service projects.
-Creating and sending estimates and invoices.
-Managing customer information in the Customer Management and Service web based software.
-Assisting Service Technicians with maintaining their schedules and working with customers.
-Managing long term Project scheduling and tracking completed work.
WAC3ARMORYOwner/Managing member
Nov. 2014 - Jan. 2016Mansfield, TX-Responsible for the overall Management of the company
-Chief Gunsmith, responsible for repairs, customizations, modifications, and creation of firearms
-Responsible for managing sales and for maintaining the inventory of the store
-Responsible for maintaining communications with customers and vendors.
-Responsible for maintaining relationships with the 15+ vendors that we work with.
-Responsible for managing the accounting and finance of the company
-Responsible for managing the company website and social media
A Place to ShootRange Safety Officer
Mar. 2014 - Aug. 2014Saugus, CAAs the Range Safety Officer at A Place to Shoot, I was responsible for maintaining the safety of all personnel (customers) on the pistol and rifle ranges. Additional responsibilities included maintenance of the range each day, and assisting customers who were having problems with their firearms. During this time, I was working directly with upwards of 150 customers a day coming out to enjoy shooting on our 400 yard rifle range and our 50 yard pistol range. I was assigned to monitor the pistol range on my own and to assist the other RSO on the rifle range on busy days. During this time I gained a great deal of experience in the following professional skills. Customer Relations and Conflict Management.
Risk Management and Safety Management.
Communication skills and Public Speaking.
Training of civilian customers in Marksmanship and Weapons Handling. After working with this company for several months, my family and I decided it was time to move elsewhere as the job market in California was simply not there for me to seek better opportunities. We decided to move to Texas in August of 2014.
United States Marine CorpsPlatform Instructor, Infantry Training Battalion, Instructor Group, Offense Section
Apr. 2011 - Mar. 2013Camp Pendleton, CAI was selected to be a Platform Instructor with the Headquarters and Instructor group of the Infantry Training Battalion. This assignment was for instructors who demonstrated excellent skills in teaching and expertise in their field of training. As a platform Instructor, I was assigned to the Offensive Fundamentals section, and taught over 100 hours on the platform in front of groups of up to 300 students at a time. I also managed the conduct of live fire and movement ranges as a part of this duty. During this time, professional skill I learned included: Training and Professional Development Management
Administrative Management of students, maintaining training records, evaluating performance, and development of testing.
Curriculum development.
Designing, Developing, and Teaching Periods of Instruction.
Designing, Developing, and Implementing Testing and Evaluation processes.
Public speaking, Platform Instruction, and Communication
Working with an Instructor Cadre in developing Training plans and organizing daily schedules of teaching. After completing my time as a Platform instructor, I was later assigned duties in the Student Administration Company, processing Marines who were badly injured during training who were being discharged due to those injuries. During this time I discovered very serious injuries that were not previously noticeable due to the nature of the injuries. I underwent two major surgeries and was transferred to the Wounded Warrior Battalion April of 2012, and was there until my Honorable Discharge Feb. of 2013.
Ares ArmorProduct and Project Manager
Jul. 2010 - Dec. 2011Oceanside, CAWhile I was a Combat Instructor, in between training cycles I was able to get a lot of time off. During this time, I joined up with a man I served with to help him start up his own company called Ares Armor. I assisted in the building up of the company from scratch in the store front that he had leased out in Oceanside, CA. We began developing our own field gear, making packs, vests & other accessories using various Nylon products commonly found in Military "Tactical" gear. We designed several products, working with customers to build custom packs & vests. During this time, I filled a role as a "Product Manager" when we met with a member of the Explosive Ordinance Disposal Units (EOD) on Camp Pendleton. I went out to talk with the unit to collect customer requirements in the design of a new pack made just for them. Through out this process, I gained experience in the following: Working with customers (end users) in collecting user requirements, specifications, & preferences in the design of the product.
Designing a product, with a focus on function and utility.
Developing an initial prototype & testing it.
Delivery & presentation of the prototype to the customer.
Developing a list of necessary changes and improvements.
Redesigning of the product, & the creation of a final working prototype.
Working w/ the customer to ensure the product meets their needs & getting their approval.
Assisting in the first production of the product and managing the distribution of the new products to the customer.
Maintaining contact w/ the customer, bringing customer feedback.
Determining product costs & deciding on a final product price.
Developing marketing for the product. In the following year, I returned to work at Ares Armor utilizing my Web Development skills to try to upgrade the company website. During this time, my responsibilities on Active Duty began to take a faster pace, and I left the company to focus on my Active Duty responsibilities.
United States Marine CorpsMarine Corps Training Team, Marksmanship Team Leader
Mar. 2010 - Apr. 2010Country of GeorgiaWhile I was a Combat Instructor, I was selected to deploy to the country of Georgia as a part of a Marine Corps Training Team in order to train the Georgian Military to conduct operations with the US in Afghanistan. This was an additional dose of experience in Project Management, with the project being to design, implement, and evaluate a training program to train Georgian Soldiers as Marksmanship Instructors as well as training a Battalion Georgian Soldiers in Marksmanship with the M4 Carbine weapons platform. I had to accomplish the following: Design from scratch a Training Program to certify Georgian Soldiers as Combat Marksmanship Instructors.
Design a 4 week training Program to train a Battalion of Georgian Soldiers in Combat Marksmanship while Assisting the Georgian Instructors in leading the training.
Design the Class Presentations, Student Handouts, Testing methods, & Live Fire Ranges with a Qualification Course of Fire for both Close Quarters and Long Range Marksmanship.
Establish the Training Schedule, determine the necessary resources, supplies, and range design to implement the course effectively.
Ensure the course that has been developed is repeatable, scalable to different unit sizes, and capable of being adjusted as needed through translation into the Georgian language. The professional skills I gained additional experience in included: Project Identification, Design, and Development.
Project Planning.
Resource planning & management.
Scheduling using Reverse Scheduling methods.
Risk Analysis & risk mitigation strategy development.
Task assignment & delegation of responsibilities.
Stakeholder analysis & management.
Project monitoring & controlling.
Establishing Project Scope & Scope management.
Project Documentation & Work Breakdown Structure creation. See more at http://wacthe3.com/marine-corps-training-team-leader-united-states-marine-corps-mar-2010-to-apr-2010/
United States Marine CorpsCombat Instructor, School of Infantry (WEST), Infantry Training Battalion, Charlie Company
Jul. 2009 - Apr. 2011Camp Pendleton, CAI attended the Marine Corps Combat Instructor Course July 2009 & graduated September of 2009. I was attached to Charlie Company, Infantry Training Battalion, School of Infantry (WEST). As Combat Instructor, I was responsible for the training and development of about 90 to 300 Marines at a time in the Military Occupational Specialty (MOS) class of 03 Infantry, and between 90 and 150 or so at a time as (more specifically) 0311 Infantry Rifleman. Each cycle I served as a part of the Instructor Cadre and Staff of about 15 to 20 personnel. Each cycle lasted about 10 weeks. During my time at the School of Infantry, I trained about 6 cycles in the field, with an additional 6 or 7 as a platform instructor. As a Field Instructor, I was responsible for the Platoon place under the charge of 2 or 3 other instructors including myself. Our responsibilities included: Administrative management of the Marine's Training records.
Leadership and Mentorship of the Marines through out training.
Providing regular and daily periods of instruction.
Maintaining constant accountability of all personnel, responsible for their movement to & from the barracks, classrooms, and training areas.
Maintaining accountability of well over $10 million worth of military equipment, weapons, and gear at any given time.
Ensuring that all personnel properly maintained their gear, weapons, and equipment.
Conducting Risk Management.
Coordination of Supplies & Logistics for all training operations.
Developing & Maintaining safety standards. Every Cycle was essentially a ten week long Project assignment, requiring the daily coordination of the team in the movement and operations of up to 320 personnel in the conduct of daily operations. All together, I trained close to 1,000 Marines during my time as a Field Instructor with the company. After completing my last training cycle, I was selected to be a Platform Instructor with the Headquarters and Instructor group of the Infantry Training Battalion.
United States Marine CorpsSquad Leader, 2nd Battalion, 4th Marines, Fox Company, 1st Platoon
Jan. 2009 - Jul. 2009Camp Pendleton, CAAfter returning from the Combat Replacement deployment, I returned to Fox Company, 2nd Battalion, 4th Marines. During this time period I continued my duties as the 1st Squad Leader of 1st Platoon, Fox Company, 2/4. This lengthy period consisted of a variety of training exercises spread out over several months. During this time period I concentrated my efforts on training my squad to prepare for combat in Afghanistan. What I gained during this time period was several months experience in the following: Project Planning and development
Training Development and implementation.
Leadership and Mentorship.
Administrative Management of the 12 personnel under my charge.
Development of subordinate managers and leaders.
Organizational structuring and task assignment.
Unit coordination and interdepartmental operations.
Operations management.
Project monitoring and controlling.
Risk Management and the mitigation of realized risks through contingency strategies.
Development and implementation of Standard Operating Procedures.
Maintaining accountability of military Weapons, Equipment, and Gear totaling over $1 million, or more when assigned vehicles, closer to over $10 million or more at any given time.
Inventory management. I eventually decided to leave the fleet, as it appeared that 2/4 would not be deploying to combat. After over 6 years of deploying, I decided to take my "B-Billet," which is what every Non-Commissioned Officer is required to do in their career in order to be considered for promotion. I chose to be a Combat Instructor, as I had managed to gain a reputation as an excellent teacher, and I greatly enjoyed it, especially when it came to teaching Infantry Tactics, Techniques, and Procedures. I left July of 2009 to attend Combat Instructor School at the School of Infantry (WEST) over in Camp San Onofre, on Camp Pendleton, CA.
United States Marine CorpsInfantry Squad Advisor and ANP Trainer, 2nd Battalion, 7th Marines, Golf Company, 3rd Platoon
Sep. 2008 - Dec. 2008Baqwa, AfghanistanI was assigned to be a "Squad Advisor" for 3rd Platoon, Golf Company, 2nd Battalion, 7th Marines in Baqwa, Afghanistan. We conducted a wide variety of humanitarian operations mostly, assisting the locals with building wells for their farms. A unit of Afghan National Police was sent out to the FOB for the Marines to train. I volunteered to take on this task, and brought with me two other Marines to assist in their training. In coordination with a Civilian Contractor assigned to the Afghan National Police (ANP) unit, we developed a robust training schedule for the small unit of ANP. I was able to successfully train over 30 of these Afghan officers in weapons handling, marksmanship, infantry tactics, techniques, and procedures oriented toward policing operations, and more. After about 3 weeks of training this unit, these men were ready for conducting operations. I lead several patrols with the Police chief, operating mostly independent from the Marine Corps platoon. I had to coordinate all of the supplies and logistics for our operations. This was a tremendous assignment that I was given near complete freedom to conduct on my own, and I managed the project successfully, resulting in the ANP unit having the ability to operate freely and on their own. Professional skills: Project Planning and Development.
Curriculum development
Training Development & Management
Organizational structuring.
Risk Management & implementation of mitigation strategies.
Coordination of Multinational dept. in the conduct of operations.
Working w/ interpreters.
Master Scheduling.
Supplies and Logistics management with foreign entities.
Facility Layout & Management.
Coordination between Multinational units in the conduct of partnered operations.
Developing reporting & monitoring methodologies
Developing Standard Operating Procedures & Policies for a Foreign Police Force.
Admin Management of Personnel.
Inventory Management
Information & Intelligence gathering.
Conflict Management.
United States Marine CorpsSquad Leader, 31st MEU (SOC), Fox Company, 3rd Platoon
Jan. 2008 - Aug. 2008Camp Pendleton, CAIn January of 2008, Fox Company, 2nd Battalion, 4th Marines deployed to Okinawa, Japan to attach to the 31st Marine Expeditionary Unit. We conducted a "Float" operation across the Pacific, going to the Philippines, Indonesia, and Thailand. Fox Company was tasked to go ashore and train their respective militaries in Infantry Tactics, Techniques, and Procedures. In each country, I was assigned the responsibility of developing training programs that our platoon (3rd platoon) would conduct with the foreign military unit assigned to our platoon. This was my next official test in Project Management, spending many hours developing the plan, gathering resources, assigning tasks, creating schedules, executing the training, and closing out the project. I did this with the Philippine Marines, Thai Marines, and Indonesian army. The Professional skills I learned through out all of this included: Project planning and development.
Resource planning and management.
Risk Management and implementation of risk mitigation plans.
Scheduling and assignment of tasks.
Stakeholder analysis and management.
Scope management.
Monitoring and Controlling of Project Execution.
Project Close out.
Maintaining accountability of military Weapons, Equipment, and Gear totaling over $1 million, or more when assigned vehicles, closer to over $10 million or more at any given time.
Inventory management. After completing this series of deployments, we returned to Okinawa, Japan. While there, I was awarded a Navy and Marine Corps Achievement Medal (NAM) for my successful performance in the completion of these projects, primarily the training projects conducted with Thai Marine units as a part of Operation Cobra Gold. You can view that award in the "Awards" section of this website.
United States Marine CorpsSquad Leader, 2nd Battalion, 4th Marines, Fox Company, 2nd Platoon
Apr. 2007 - Dec. 2007Camp Pendleton, CAI was assigned to be an Infantry Rifle Squad Leader in 2nd Platoon. We were assigned to the 31st Marine Expeditionary Unit, and Fox Company was assigned as the Boat Company. So this would be my second go around as a member of such a unit. I was able to use my experience to train and prepare my squad for these operations. During this time, I was promoted to Sergeant (E-5) in August of 2007. I was fortunate enough to be sent to the Infantry Squad Leader's Course (ISLC) at the Advanced Infantry Training Battalion right down the road in San Onofre. While in this course, I learned the following professional skills. Operations Planning and writing of orders (think Project Charters).
Unit organization and Task assignment.
Time management, Scheduling, and coordination.
Supplies and Logistics Management for small unit operations.
Maintaining accountability of military Weapons, Equipment, and Gear totaling over $1 million, or more when assigned vehicles, closer to over $10 million or more at any given time.
Inventory management.
Developing Mission statements and forming Objectives.
Leading troops in the field, Mentoring them in garrison, and Management of Administration of the 12 Marines under my charge.
Training development and execution.
Coordination of outside agencies during operations.
Working with Air assets and coordinating indirect fire support.
Development of junior leadership.
Forming Standard Operating Procedures and Policy making. In addition to these various Professional Skills, my personal skills and abilities were enhanced dramatically. During this time, the following skills were tested and improved: Leadership and mentorship
Time Management skills
Organizational skills
Communication and Conflict Management skills.
Public Speaking, orders giving, and delegation of tasks.
Tact and Initiative when working with senior leadership.
Development of Professional relationships
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