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Skills, Abilities and Attributes
Skills and Abilities
- Six years of Army leadership experience across company, battalion and brigade echelons (See the "Leadership Roles" section below for more details)
- Three years of professional civilian experience (See the "Leadership Roles" section below for more details)
- Proficient with Microsoft Work, Excel, PowerPoint, Teams and Visio
- Excellent verbal and written communication skills; technical writing
- Proficient in academic course development and presentation as an instructor
- Proficient in electromagnetic wave propagation computation including: Link Budget Analysis, Free Space Path Loss, Inverse Square Law, Jamming Calculations (both the Minimum Jammer Power Output Calculation and the Maximum Jammer Distance Calculation), and Voltage Standing Wave Ratio
- Proficient with many software defined radios
- Proficient at conducting vulnerability assessments based on electromagnetic signatures
- Strategic organizational management and developmnet skills for operational utilization
- Excellent management soft skills including conflict resolution, communication, empathy, and incentive management
- Website design
Attributes
- Active CompTIA Network+ Cybersecurity certification
- Active CompTIA Security+ Cybersecurity certification
- Active TS/SCI security clearance with polygraph and caveats
- Published Co-Author of the FORSCOM Electromagnetic Warfare Training Strategy
Leadership Roles and Development
Squad Leader
It has always been my professional philosophy that a Leader's most significant metric for competency is the success of those he/she leads. In 2013, I was selected as 1st Squad Leader of the Maintenance Platoon of the 890th Forward Support Company. 1st Squad consisted of seven members (not counting myself), and I served as its leader for almost three years.
Prior to this official appointment, I had temporary filled other leadership roles but this was the first time in my career that I was entrusted with the amazing responsibility of leadership. I have always believed that a leader must lead by example, without exception, and never ask anything of their subordinates that they themselves would not be capable and/or willing to do themselves if the roles were reversed. Also, leaders are personally responsible for the success or failure of all tasks assigned to his/her entity. From this great responsibility derives their authority over those that are willing and able to assist them in accomplishing those assigned tasks. Therefore, as is right, I always ensured that no one in my squad worked harder than I. As a result, during my time as Squad Leader, 1st Squad consistently excelled in accomplishing its assignments. This success meant that 1st Squad was assigned more challenging and significant tasks within the Company. This caused some friction within the squad, but we always completed our missions above expectation. This was most prevalent than in 2015, when each of the seven members of my Squad earned awards and recognition for outstanding performance. These awards consisted of Coins of Excellence, Army Achievement Medals, an Army Commendation Medal and one Soldier also earned his promotion. This was one of the proudest years of my career.
Additionally, not only did the members of my squad consistently succeed in accomplishing their tasks, but I maintained good order and discipline at all time; never having to write a single negative counseling. This lack of forced reprimand, more than the successes, validating the effectiveness of my leadership style and cemented its foundation as a key facet of my character.
Account Manager
In addition to my part-time leadership role as Squad Leader for the MSARNG, in 2015, I also served in my first official civilian leadership role as an Account Manager for Coca-Cola Refreshments (CCR). See the "Experience" page for more details on my role and responsibilities as an Account Manager. Here I would like to briefly highlight the impact that this position had on my development as a leader.
As with my concurrent military leadership role, I ensured that those placed under me were inspired by my actions, dedication, and professionalism. It is fair to say that one of the key contributors to my consistent success as an Account Manager was my role as a leader. I believe that I would have been successful as an Account Manger even if it was not a leadership position, as proven by my previous and continued successes, but not to the same degree. The yoke of leadership always drives me to drag the bar of success to new heights, because I expect the very best from those I lead; therefore, I can offer nothing less. As a result during my time as an Account Manager, the accomplishments of my team and I quickly gained corporate attention and three of my accounts were chosen as models during the Clark Beverage Group executive team's visits and appraisal surveys prior to the 2016 acquisition.
Brigade Electromagnetic Warfare Non-Commissioned Officer
In November of 2016, I received Active Duty for Operational Support (ADOS) orders in preparation for my new unit's deployment to the Middle East in support of Operation Spartan Shield. See the "Experience" page for more details. My selection as the Electromagnetic Warfare (EW) Non-Commissioned Officer In Charge (NCOIC) for the Higher Headquarters Company of the 155th Armored Brigade Combat Team (ABCT) required a significant paradigm shift in my perception of leadership. In this role I was not directly responsible for the everyday management a small team; instead, I worked as a member of the Brigade Commander's staff and was personally responsible for assisting CEWO in the management of the brigade's overall capability to conduct Cyber Electromagnetic Activities (CEMA). This massive shift required me to I developed metacognition techniques that would quickly allowed me to adjust my internal motivation for exceptional success from inspiring my immediate subordinates to establishing positive perpetual organizational change.
This opportunity was the inception of my current leadership style, which is a hybrid of the two. I will not claim to have enjoyed immediate success in implementing this complex new hybrid leadership style. But during the years of 2016 through 2019, I worked diligently to develop and improve its efficacy. The success of my efforts were made manifest by my rapid selection for more challenging leadership roles and/or positions. This increase in professional responsibility has culminated thus far, with my current role as the 155th ABCT's Cyberspace Electromagnetic Warfare Officer (CEWO), which will be discussed below.
Brigade Cyberspace Electromagnetic Warfare Officer
In November of 2020, I was a company-grade appointed Warrant Officer 1. Regardless of this fact, my consistent professional competency and leadership skills proved to be beyond reproach. So, when my the Brigade Cyberspace Electromagnetic Warfare Officer (CEWO) position became available I was immediately selected for this field-grade, staff officer position. Three months later in February 2021, I commissioned to Chief Warrant Officer 2 (CW2). I remain in this rank and position today.
As the 155th ABCT CEWO, and the senior most member of the Army's Space Cadre within the MSARNG, I am responsible primarily for the following:
- advising the Brigade Commander and his staff on all matters relating to cyberspace and EW within the 155th ABCT,
- planning and overseeing all cyber electromagnetic activities (CEMA) within the brigade (including preparation for, and the execution of, all cyberspace and EW operations during the brigade's 21-08 National Training Center rotation),
- managing the selection, recruitment, retention and employment of all CEMA personnel within the brigade,
- overseeing the management of current, and acquisition of new, brigade EW equipment,
- planning, developing, and overseeing all brigade CEMA training events,
- coordinating with the Army Space and Missile Defense Command in order to establish training events designed to prepare the brigade to operate in a contested, degraded, and/or denied Space environment,
- coordinating with my local Spectrum Manager and external national agencies to acquire the necessary approvals needed to conduct EW training, and
- conducting any additional duties required of my position.
These significant leadership responsibilities, coupled with the fact that there are more than 1,500 miles between me and the rest of my unit, provides a demanding opportunity to expand my leadership capabilities. Not only must I inspire those that personally supervise while establishing and implementing positive, perpetual advancements within my organization, but I must also trust those that I supervise to accomplish the tasks that I have given them without being able to personally supervise their conduct. Trust has proven to be a dangerous but quint-essential virtue. And operating in a position that forces me to trust others with my career has been unsettling at times. With that being said, as I continue to ascend in echelon and managerial position, my understanding of the simple necessity of trust. But I have also learned the damaging implications of trust if not coupled with clear performance guidance, specific end-states, and comprehensive operational parameters. Additionally, the criticality of competent subordinate leadership is becoming more obvious by the day. My current position has no shortage in challenges, but that only means that it also has great potential for growth and professional development.
Sequitur me! Ego ducet viam.