Where my military experience and education intersect most clearly is in the area of leadership. In 10 years in the Navy, I have led crews through high-pressure inspections, complicated maintenance evolutions, and stressful deployments. I have led teams through multi-million-dollar aircraft repair as the senior tech as well as prepared commands for deployments where there was no margin for failure. Experiences like that teach lessons a classroom cannot. How to function when it matters most, how to effectively communicate within a chain of command, and how to maximize the potential of people that are from vastly different backgrounds than yourself are just a few examples. My Lean Six Sigma Black Belt certification pulls all of that operational experience together with the methodical approach that Cyber GRC and project management demands.

My Navy training jacket outlines over 10 years worth of technical certifications, qualifications, and professional development acquired in an operational capacity. Collateral Duty Quality Assurance Representative, Work Center Supervisor, Command Program Manager, skill sets I earned doing the job, not in a classroom. It also features an AIRSPEED Yellow Belt, which was my first formal exposure to Lean Six Sigma. The diversity of roles I was able to fill at the same time such as non-destructive inspection, hydraulic systems, hazmat, and quality assurance are a testament to the cross-functional agility needed for GRC and project management positions.

Lean Six Sigma Black Belt Certification

Earned January 2026. This cert is probably the artifact that most closely connects my military experience to my Cyber GRC aspirations. DMAIC is a problem solving process used to identify root cause, quantify impact, and implement controls to mitigate repeat. A compliance gap assessment is your Define and Measure. A risk remediation plan is your Improve and Control.Project management is what glues all of those phases together throughout an organization. I’ve always loved that type of work when it comes to auditing. Find the disconnect. Follow it to the source. Fix it. Leave it better than you found it.

Evaluation As New Leader & Team Player

Attached performance evaluation was received at the time of my transfer to FRC Oceana, Virginia Beach. It is a compilation of less than a year serving at a command that was out of my normal platform. During the time allotted as Airframes & Tool Room LPO I commanded 38 Sailors to accomplish 458 maintenance actions accounting for 1,229 man hours and 547 mishap free flight hours which included two phase inspections (major), two main rotor head changes, two Full Rigs, and one overhaul. As a program manager, I successfully completed four audits on the HAZMAT, Tool Control, METCAL and IMRL programs while managing $2.7 million worth of assets with zero percent degradation and 100 percent mission capability. I had the privilege of mentoring three CDIs qualified, four Hydraulic Contamination technicians, two Plane Captains, three advancements, two BJOQ and one JSOY. I obtained a 3.57 summary group average and the recommendation for advancement from my commanding officer. Below is the eval summary: INSPIRES GREATNESS FROM PEERS AND SUBORDINATES. This evaluation is proof of what I do, who I am, and the expectations I set for myself in any situation I am placed in.