Company's two-year goal was to diversify and increase commercial market share 27.8%. Company was unwilling to lose government contractor status by becoming so large that it would compete with multibillion-dollar government contractor clients. Challenged with overcoming limited budget and lack of personnel.
Collaborated with senior executives and board of trustees to establish growth strategy. Developed and implemented communications and HR strategy. Aligned project management teams and coordinated daily operations with division managers. Collaborated with President, Vice President, and division management to improve marketing campaigns.
Enhanced eight-month performance 11.2%. Increased government sales 6% and commercial sales 7.9%.

Cooperative Monitoring Center Sandia (CMC Sandia) required 10% annual increase of regional security confidence building programs at Cooperative Monitoring Center in Amman, Jordan (CMC Amman), and 40 % diversification of funding within five years. Jordanian personnel were unfamiliar with business analysis and strategy. Funding sources were limited, and no long-term strategy was in place.
Trained business analysis and strategy to Jordanian colleagues. Provided resources to analyze business operations, revenues, and expenses. Conferred with Sandia Program Manager and CMC Amman Director to implement long-term strategy. Leveraged global strategic relationships to increase security programs and provide funding.
Increased international security programs 25% exceeding expectations 150% within first year. Launched five-year strategy. Positioned CMC Amman to diversify funding 40% by fifth year. Reinforced long-term strategic relationships with Jordanian and regional governments and organizations dedicated to maintain regional stability.

Recruited by Center to improve business strategy and enable Director and Executive Director to more efficiently manage international research projects, strengthen global brand recognition, diversify funding sources, and grow operations. Business strategy was outdated, and project management system was minimal. Center relied on 100% funding from University of Georgia.
Analyzed operations. Performed SWOT analysis and competitive intelligence. Consulted with Executive Director and Director to implement business strategy. Rewrote mission statement. Implemented centralized project management system and coordinated research team meetings.
Researched foundations focused on weapons of mass destruction (WMD) non-proliferation, and international peace/security. Collaborated with Executive Director and American, Indian, and Russian colleagues to create marketing presentation for further U.S. funding. Enhanced domestic and international reputation as premier think-tank on WMD export controls and trafficking.
Positioned Center to diversify funding sources and secure more than 30% of funding from new sources. Created grant proposal template. Enhanced center's visibility globally among government and business institutions such as the U.S. Department of Energy, Ministry of Industry and Energy of the Russian Federation, NATO, and Federation of Indian Chambers of Commerce and Industry.

Underachieving employee created morale problem with potential to damage company's reputation with repeat client contributing to 5.6% of net income. Company feared possible lawsuit from employee. Project management team was understaffed.
Counseled employee on career development, U.S. business ethics, teamwork, and client relations. Created action plan for employee with measurable goals. Requested employee's resignation when obligations were not fulfilled and employee violated ethical standards following first warning. Realigned project management team.
Improved team morale. Retained and improved client relations. Increased team's performance 5% within second week of employee separation. Secured agreement from employee resulting in no legal action or filing of unemployment benefits.

Took command of Open Source Intelligence (OSINT) division and was charged with realigning division and increasing production for U.S. Army and Navy joint mission assignments as newly commissioned officer. Available technologies and resources were limited. Morale was low. Challenged with leading personnel who were senior to me prior to my promotion to commissioned officer ranks.
Instituted operational strategy with senior commissioned officers. Worked closely with senior enlisted leader (i.e., Chief Petty Officer) to communicate objectives, align operations with strategy, and increase individual and team performance. Analyzed and revised operations. Provided technical training to officers and enlisted personnel. Negotiated with units to provide resources on a consistent basis. Liaised with U.S. Army client to receive mission assignments on time.
Doubled annual production of OSINT reports and increased retention 20%. Improved morale and unit cohesiveness. Contributed significantly to unit's earning Joint Meritorious Unit Award.

Office of Admissions' Campus Ambassadors program was critical to recruit prospective Global M.B.A. and Master of International Management students and to market regional undergraduate programs. Student volunteer base was large (i.e., 70+ students) and represented more than 55 countries. However, the main challenge and opportunity was being culturally adept, flexible, and decisive motivating volunteers to maintain their commitments to the program on a long-term, consistent basis as they had to manage their extracurricular activities with the demands of a rigorous academic environment.
Recruited volunteers. Hired two leaders to assist in training multinational volunteers, increasing campus tours, and interviewing prospective students. Oversaw project management coordination and aligned Campus Ambassadors program with Admissions Department strategy. Attended offsite M.B.A. conference and collaborated with regional undergraduate programs.
Boosted volunteer base 11.9%. Secured 100% candidate tour and interview track record. Awarded with Campus Ambassadors' Medal of Honor.

Increased employment of 67% in 12 months was necessary to diversify market share within private sector and become eligible for more lucrative government contracts while not competing with larger government contractor clients. Challenged with limited budget, employee retention rates, low morale, and lack of communication between senior executives, employees, and clients. Diversified benefits for global and domestic staff were inadequate and expensive.
Negotiated with current and competing vendors to improve benefit packages. Implemented communications strategy with senior executives, employees, and clients. Consulted senior executives and clients to improve personnel issues. Rewrote policies and instituted hands-on approach with employees and clients.
Exceeded employment objectives ahead of schedule. Reduced vendor costs 3.7%. Improved health and dental benefits. Increased new employment 40% within six months and retained seven key employees. Improved customer relationship management, leading to 5.5% increase in business with repeat client worth 27.8% of company's government contracts.

Company's operational security in Baghdad, Iraq, was vulnerable, and field operations exceeded monthly budget. U.S. personnel were under-trained. Project management cost controls were insufficient due to Iraqi Operation Manager's lack of transparency. Intelligence collection was improper and poorly implemented in areas of operation.
Analyzed field operations and business processes. Mentored U.S. project manager to manage cost controls of Iraqi manager without exposing operation to Iraqi national employees or endangering lives of personnel. Interviewed Iraqi national and Western employees. Streamlined open source intelligence and personal security detail operations. Eliminated redundant and excessive expenditures.
Reduced personnel risk. Generated monthly costs savings of 9.7%.

Headquarters attempted to negotiate joint venture with U.S.-based IT firm and Kuwaiti government to establish information operations center projected to generate annual revenue of $15 million. Senior management team worked on project for three months prior to my arrival. Previous team resisted taking ownership of coordinating U.S. government's International Traffic in Arms Regulations (ITAR) requirements. Two week deadline was given to coordinate efforts prior to deployment to Iraq for Directorate of Operations.
Studied regulations and interviewed employees, joint venture personnel, and import/export attorneys previously involved in negotiations. Coordinated meeting of import/export control consultants from personal network in Washington, D.C. Instituted cost/benefits analysis. Persuaded senior management that financial and personal risk exceeded benefits.
Saved firm six months of contract negotiations with U.S. Department of State, Kuwaiti government, and joint venture partners. Saved at least $55,000 in legal fees and an estimated $150,000 during initial stage of negotiations. Influenced senior executives to focus on firm's core competencies.

Charged with acting as liaison with U.S. Army client to increase production of Open Source Intelligence (OSINT) reports on geopolitical conditions and target industry infrastructure in specific countries. Challenged with limited resources and previous lack of coordination with client.
Leveraged personal relationships at client site. Established relationships and fostered collaboration with key client and senior officers vital to collecting intelligence in multiple languages and creating analyses and reports. Coordinated with competing units to provide resources.
Exceeded mission requirements and production goals 200%.

Non-proliferation and confidence-building programs to minimize increased global security threats posed by Weapons of Mass Destruction (WMD), border security issues, and lack of natural resources in the Middle East and North Africa required consistent, long-term regional contract negotiations.
Counterparts in Jordan and Egypt were unfamiliar with U.S. government requirements, business practices, and supply chain management. U.S. colleagues were unfamiliar with business practices in Jordan and Egypt. Lead Project Manager unwittingly tried to circumvent Sandia's procurement requirements and counterintelligence measures to expedite program.
Instituted U.S. business practice training program and US Department of Energy procurement process. Conducted teleconferences with overseas counterparts. Met with domestic based international colleagues and conducted regional negotiations with senior government officials and private sector executives. Consulted Jordanian and Sandia leadership on operational and growth strategies. Collaborated with Sandia's legal and security teams to train Sandia's Project Manager.
Eliminated $5.3 million in final contract negotiations. Improved business operations and strengthened existing security programs at Cooperative Monitoring Center - Amman, Jordan. Coordinated team efforts with Egyptian counterparts, Sandia engineers, and international procurement department to establish Integrated Management Program for Radioactive Sealed Sources at Egyptian Atomic Energy Authority. Project manager was cooperative during future negotiations.

Institutional Marketing Group (IMG) formed new team to increase Jackson National brand name and sales of financial services products within bank and credit unions in New York territory, which had fallen behind sales projections. Previous team lacked market focus. Challenged with overcoming competitive brand loyalty and lack of brand recognition.
Collaborated with Regional Vice President and Regional Sales Manager to develop and implement B2B marketing strategy unique to New York's operation. Concentrated on improving customer relationship management and competitive intelligence analysis. Leveraged strategic relationships at company's headquarters to provide superior B2B and B2C customer service and production incentives to expand products' competitiveness and service.
Augmented monthly sales more than 497% within four months, enabling New York territory to rise from bottom fifth among Institutional Marketing Group's territories to rank as one of top three territories over 20+ consecutive months.