Fayetteville, North Carolina, United States
After 23 years in Uniform—Conventional Forces, Special Operations, and multiple combat tours—I stepped out of boots and into the civilian world with one simple observation: most organizations move slower and break easier than any unit I ever led. I’ve spent my career in roles where failure wasn’t theoretical. Executive protection in contested environments. Operations Sergeant Major for a three-star headquarters. Battalion Command Sergeant Major, 82nd Airborne Division. These weren’t titles; they were daily exercises in aligning people, resources, and intent under extreme pressure. What stuck with me: • Clarity beats volume every time • Trust is the only currency that matters when the clock is merciless • Good process is invisible until it’s missing—then it’s catastrophic I’m at my best building or fixing things that others consider too complex, too fast-moving, or too broken: operating models, cultures, talent pipelines, high-risk programs. I don’t need the spotlight; I need the mission and the people who execute it. Currently advising select organizations and actively exploring the next long-term role—Director/VP Operations, Chief of Staff, or strategic advisory—where disciplined execution and human performance are the difference between surviving and dominating. If that sounds like a gap you have, let’s talk. Coffee or secure call—your choice.
Operations Sergeant Major