[Projects]

A Peek @ Past Work

424 MTD Fleet Up-Armor Project

2005 - 2006

Background: Assigned to the 143d Transportation Command as an in-lieu-of-forces deployment during Operation Iraqi Freedom out of Camp Arifjan, Kuwait, I commanded the 424th Medium Truck Detachment consisting of 154 Airmen from 34 different assigned locations - the first of it's kind. Under my leaderhsip our unit completed 275 combat sustainment convoy missions throughout Kuwait and Iraq, delivering over 250,000 tons of mission essential cargo to the Warfighter. My convoy teams led over 9,000 military and contract vehicles accumulating over 1.5 million miles throughout the theater of operations in a combat distribution network where direct and indirect fire and Improvised Explosive Devices (IED) attacks were the norm - all of this while driving the operational teams to deliver an 89% vehicle-utilization rate during the height of critical delivery periods, exceeding the brigade-level goal by almost 10%!

During this time I led the maintenance team to maintain a 96% mission capable rate for our 177-vehicle fleet.  Our team was able to sustain a consistently high operational rate due in large part to directing our trade-skilled unit members to perform in the functions they know and were taught - depot level maintenance work was authorized at our level in the Air Force and our Airmen knew how to do it - and, I enabled them to do it by providing strategic leadership conversations with the US Army garnering approval to allow our team to do what they know how to do. This initiative significantly reduced extended vehicle downtime to await unnecessary contract repairs, often times reducing the repair lead time by over 60 days.  

The Opportunity: When we arrived to our deployed location and took accountability from the US Army for the fleet in place, the vehicles were just like the one pictured above; very outdated and "thin-skinned" vehicles offered no protection against enemy fire. Before our team arrived, Soldiers had hammered and bolted strips of scrap metal to the vehicles to try to add a layer of protection. The Joint Staff had given us this mission with this fleet of vehicles to figure out how to take new up-armored vehicles to the Iraqi Military.

From this high-visibility issue came a project to correct the blunder. 

The Goal: Keep everyone safe and deliver critical assets on time to the Warfighter.

The Result: Our unit was told we would have to create a plan to rotate vehicles through the depot-level contractor to outfit the entire fleet with "add-on armor" kits. This initiative would significantly improve personnel safety and security while on convoys.  The vehicle-rotation plan was not the amazing feat here - it was that when our unit was allowed to do the add-on armor work ourselves because of US Air Force credentials we had, our mechanics identified 9 manufacturing deficiencies in the kits and designed and implemented corrective measures on the spot.  The designs by my team became the standard for new contractor modifications and subsequent retrofitting of 85 tractors used in theater line haul.  

The 424 MTD did not lose a single life during our 6 months doing this mission.

Federal Leasing REVAMP Project

2016 - 2017

Background: As the Advisor to the Leasing Director in GSAs Region 10 Public Building Service I was asked to improve strategic alignment, drive performance, and cut leasing times due to staff attrition and resourcing constraints. The Region 10 Leasing Division “Revamp” project was established as an FY17 business priority.  To do this, I conducted a large-scale process improvement project to streamline what was a 3-year leasing process for one type of lease. 

The Opportunity: The FY16 R10 leasing process, to include functions, responsible ownership, staffing and workload, was inefficient. The process was always operational, but never measured before this project.

The Goal: To create a model that informs leadership about workload and staffing needs against the leasing process, while identifying inefficiencies and streamlining the overall process. This project directly impacted the FY17 Project Delivery Measure and Project Execution Measure and Employee Satisfaction / Retention Measures.

The Result: The new and improved process reduced identified waste by 25% initially, but later realized even more improvement through the nationally-led maturity model offshoot project. I led the project team and the rest of the leasing department, consisting of 35 employees, through an all-day event where different reorganizational scenarios were conducted to test out the "flow" to a reduced process model post-improvement. The organization was restructured around one of the three developed and tested project team scenarios and created a sense of cultural trust between the division leaders and the staff going forward by having this project team provide input to and forge the path forward.


Detailed Process Map with 150+ Steps!

Created a new visual for decision makers and the team to decide what steps are overburdoned or under-resourced in the process.

I drafted briefing charts for the Leasing Director to communicate with GSAs National Office on this project. This project was later used to inform and create a leasing maturity model across the nation!

I built an Action Plan to drive the team toward our project goals in a methodical way that also outlined the direct relationship to root cause(s) and steps within our measured process.

This was the start of our overall improvement project picture - I used this to tell the story for HQ.

I drove this team to determine that 40% of their leasing process was Non-Value Added work! We also calculated what this meant in Fulltime Equivalent (FTE) hours for the workforce.

Enterprise Value Stream Analysis Initiative

2014 - 2016

Background: The Air Force unit in which I was newly assigned was initiating a strategic planning session to align our new organizational priorities with the incoming commander's priorities. I was asked to facilitate and lead the strategic planning effort, as well as drive discussions and changes to all of the 19 organizations across a 2,200 person unit.

The Opportunity: The US Air Force had just published new strategic guidance and direction prior to my arrival. My new boss and commander wanted to build an exciting new strategic plan and directed a different approach to organizational problem-solving that he had seen work in the past. 

I conducted this work.

The Goal: Schedule, plan, facilitate, lead and track all 19 organizational planning sessions, aliging unit strategy with Air Force strategy, as well as building out performance improvement action plans for each office.

The Result: 19 Successful EVSAs were conducted with 19 associated actionable project plans with 86 separate improvement projects kicked-off!


Copy of 86 APS EVSA Out Brief Final.pptx

This is one example of a unit level EVSA deliverable as an outbrief to the commander.

Process Optimization & Automation Division Intake Project

2022 - 2023

Background: Th

The Opportunity: The 

The Goal: Sched

The Result: 19 Su


The Roster Bot Automation Project

2023 - 2024

Background: The Office of Governmentwide Policy (GSA) Executive Councils Team supports several high-level governmentwide executive councils. This team manually verified and refreshed all member lists by updating rosters, calendar invitations, and various ListServ email lists by council for 24 councils at the time.

The Opportunity: This very manual process was ripe for improvement through automation. The program manager and the cross-government council members were frustrated with the process to update contacts and information.

The Goal: The customer goal was to reduce wait times for council members with updates, streamline the program management needs in the office, and reduce human errors in manual tasks.

The Result: I worked directly with the Executive Councils Team Leadership as our GSA customer to facilitate the concept development of what would come to be known as the "Roster Bot". The Roster Bot was the first of its' kind at GSA, built out as a web application that allowed for the managers of this very complex and labor intensive process to manage the program on a site with absolute ease! This new process built into the web app enabled this small team in GSA to build .5 Fulltime Equivalent hours back into the team for higher level tasks that required their skills. 

In the end, the Roster Bot met all of its' initial goals set by the customer and was so successful that the bot was later requested to be duplicated across the agency more than 10 times!