I have held end-to-end posture across a footprint I could not see from where I stood, four times

• Four-site VA hospital contract portfolio at federal facility security standards, built from a standing start as the first hire, 2014–2016
• Up to fifty officers deployed nightly across 10–15 properties, 2010–2020
• 600 acres, 1,000+ rooms, 22 departments, a $8.5M operating budget plus capital submissions and 34 officers today — every shift, every day, including the ones I am not there for
• A property I had never walked, stabilized on a corporate task force in under three weeks — I mapped it, named every door, built a grand master key program and wrote ~20 SOPs, and was offered the permanent Director role
• Full detail on Sheet 14

I have led employed teams, managed contract forces, and been the contract force

• 34 officers on staff across three shifts today — supervisors, officers, an EMT, an investigator, admin
• Contract guard force across four VA hospital sites, held to a federal standard — I was the first hire and built the program
• Ten years as the vendor being inspected — I know which metrics a guard vendor can quietly game
• Full detail on Sheet 09

I have been the accountable name on audits where failing had a commercial consequence

• Three concurrent audit regimes at the JW Marriott — brand standard, ownership and Marriott corporate, each with its own control set. 100% compliance on the most recent brand standard audit
• Federal facility security standards across four VA hospital sites, where passing was the commercial condition of the contract
• Thirteen proposals presented to leadership, eleven approved and funded, each with ROI and risk analysis — security arguments built to survive scrutiny from people who do not work in security
• Full detail on Sheet 11

27 SOPs, ~95 documented processes, ~40 RACI tasks — and a three-week read of a site I had never seen

• Rewrote the SOP estate at the JW Marriott from institutional memory into 27 standing procedures covering ~95 documented processes
• Built a RACI matrix across ~40 tasks so no responsibility lives in the gap between two people who each assumed the other had it
• Wrote the occupancy-based deployment model as a standard, not a judgment call — six posts at or below 60% occupancy, ten at 100%, six manned 24/7/365 as a floor the model may not breach
• Full detail on Sheet 11

This is the strongest argument I have, and it is the one that does not appear on other résumés

• Owner of a construction company scaled from solo operator to $2M+ annual revenue, residential and commercial
• ICC Plans Examiner — I review construction documents for code compliance as a discipline, not as a favor
• I currently own the entire security profile of a live 18-month, nine-figure renovation: vendor and contractor credentialing at a rate of hundreds daily, site safety and compliance reviews, coordination of planned utility shutoffs each evaluated against safety and security risk, and a standing weekly working cadence with site operations and the renovation vendors — inside a resort still operating at occupancy
• Full detail on Sheet 13

Four VA hospital sites, built from the ground up. I was the first hire.

My first regional portfolio was healthcare for veterans — a contract guard force across four Department of Veterans Affairs hospital sites in Texas, held to federal facility security standards rather than to a client’s preference.

I did not inherit this program. I was the first hire on the contract and I built it. I wrote the post orders, hired and onboarded every officer who came after me, stood up the quality assurance program, and owned the client relationship across all four sites simultaneously.

For accuracy: I left before the contract came up for renewal, so I make no claim about how it was ultimately renewed.

• Built a four-site federal contract program from a standing start as employee number one
• Wrote and enforced post orders per site against a common contract standard
• Ran QA inspections and corrected officer performance across locations
• Learned the discipline that a federal standard is a floor, not a target

Up to fifty officers deployed nightly across ten to fifteen properties

For a decade, concurrent with my police service, I ran an armed patrol operation providing deterrence and response to San Antonio–area properties. Every officer was a commissioned SAPD peace officer working an off-duty detail, engaged as an independent contractor. I personally handled contract negotiation, scheduling, post assignment, and payroll submission.

This matters for one specific reason: I have sat on both sides of a guard services contract. I know what a vendor does when a client stops inspecting.

One security department across a 600-acre complex that behaves like several sites

The resort is not a building. It is 600 acres carrying a 1,000+ room hotel, a convention center, a water park, two golf courses, and retail — each with its own access profile, its own population, and its own failure modes. Twenty-two departments operate on that footprint. I own one of them, and my department’s posture covers all of it.

I carry an $8.5M operating budget across that footprint — plus capital expenditure submissions and a discretionary spending account for larger purchases — and staff it against demand that swings with occupancy rather than against a flat headcount.

Dropped into an unfamiliar property on a corporate task force. Under three weeks to fix it.

Marriott selected me for a national interim executive task force and sent me to a property I had never walked, with a team I had never met, to stabilize a security operation across a resort that included an employee housing complex. I had under three weeks.

This is the closest analogue in my record to what a regional lead actually does: arrive at a site you did not build, read it fast, find what is actually broken, and fix it before you leave.

• The property had no maps. I hand-drew the property, then digitized it, so that access points and posts could be named and referenced at all
• Created a door naming convention — my own system — so every opening had a unique, logical identifier that an officer, a technician and an audit could all use
• Built a grand master key program from scratch, with the hierarchy documented
• Ran a property-wide re-key and a full lock and access-control audit, correcting Visionline/VingCard configuration errors I found during it
• Wrote approximately 20 SOPs and supporting processes for a property that had none
• Rebuilt the Lost & Found from the ground up
• Snowmass offered me the permanent Director role at the end of the assignment.

Thirty-four people, six posts that never go dark, and a staffing model tied to demand

My department is thirty-four people across day, afternoon, and night shifts — supervisors, officers, an EMT, an investigator, and administrative support. Six positions are staffed 24/7/365 as the floor. That floor is not a budget number, it is a risk decision, and it does not move.

Above the floor, deployment scales with occupancy: six posts at 60% occupancy or below, ten at 100%. Third-party vendors carry group security demand so that Marriott employees stay on the hotel operation. I am budgeted for 24.5 FTE against an operational demand of 31.1. Managing that delta honestly — in writing, with the risk stated — is a large part of the job.

I was the first hire. I built the force I then managed.

A contract force is harder than an employed one. You are holding a bar for people whose paycheck you do not sign, inside a client’s building, against a scope somebody negotiated before you arrived.

At the VA contract I did not inherit that problem — I created the program that solved it. As employee number one across four hospital sites, I wrote the post orders, hired and onboarded the officers, and stood up the QA program, all to federal facility security standards.

Ten years on the other side of the clipboard

I was the vendor. Up to fifty commissioned peace officers deployed nightly across ten to fifteen properties, drawn from a callable bench of about two hundred, all engaged as independent contractors on off-duty details. I negotiated the contracts, built the schedules, assigned the posts, and submitted the payroll myself.

So when I write a guard vendor scorecard, I am writing it as someone who knows which metrics a vendor can quietly game and which ones they cannot.

Thirteen years, six months. TCOLE ID 376951. Master Peace Officer.

I graduated top of my academy class, later served as academy president, and returned as an instructor. In between I worked patrol, Street Crimes, the Gang Unit, TAG, narcotics and intelligence, and served as a Task Force Officer on a federal HIDTA task force. I was also elected by my peers as a Police Association Representative.

Documentation that had to survive a U.S. Attorney and a federal grand jury

This is the part of my record that matters most for a company whose incidents will be investigated by people with subpoena power.

I handled evidence and maintained chain of custody to federal standards, and I prepared federal prosecution guides that were reviewed and approved by the United States Attorney’s Office and presented to a federal grand jury. That is the highest external bar my documentation has ever been held to, and it was cleared.

An incident report that cannot survive scrutiny is not a report, it is a liability. I learned that where the consequences were somebody’s liberty.

The training behind the response

• FBI Academy, Quantico — multiple courses, including hazardous materials, clandestine laboratories, and tactical entries
• Advanced Surveillance Operations
• FEMA / incident command and incident management training
• Former licensed EMT — I have been the medical response, not just the person who called it
• TCOLE Master Peace Officer, with Intermediate, Advanced and Master certificates issued February 2021
• Platforms: Mark43 RMS, Axon digital evidence management — see Sheet 14 for the full list

Owning response instead of performing it

My job now is to make sure the response happens correctly when I am not the one running to it. That means incident response as a written process with defined roles, a Command Center that dispatches it, crisis response planning, and emergency management across a 600-acre footprint and twenty-two departments.

• I built a tiered Emergency Response Team notification plan — escalation defined by severity, so the right people are woken up and the wrong people are not
• I create, design, host and personally present active shooter tabletop exercises for our executive leadership and the Emergency Response Team. Not a vendor’s deck — mine, run by me
• I built and delivered an armed-officer business case with ROI and risk analysis to leadership — one of thirteen proposals I have presented, eleven of which were funded

Selected to be the person sent when a site is in trouble

Marriott put me on a national task force of interim executives and deployed me to Viewline Snowmass. The selection is the point: when a property’s security operation needed stabilizing, I was who they sent. The property offered me the permanent Director role at the end of it.

Twenty-seven SOPs, ninety-five processes, forty RACI tasks

When I arrived, the operation ran on institutional memory. It now runs on documents. I rewrote and expanded the SOP set to 27 standing procedures covering roughly 95 documented processes, and built a RACI matrix across about 40 tasks so that no responsibility lives in the gap between two people who each assumed the other had it.

The occupancy-based deployment model is itself a written standard rather than a supervisor’s judgment call — six posts at or below 60% occupancy, scaling to ten at 100%, with six manned 24/7/365 as a floor the model is not permitted to breach.

Roughly twenty SOPs for a property that had zero — in under three weeks

Snowmass is my evidence for both halves of the requirement at once. The property had no security SOPs and no property maps. I wrote approximately 20 SOPs and supporting processes, hand-drew and then digitized the property so locations could be referenced at all, created a door naming convention, and built a grand master key program.

That is standardization built from a blank page under time pressure — which is closer to a greenfield site activation than anything else on my résumé.

Standardizing across sites, to somebody else’s standard

Federal facility security standards across four hospital sites is where I learned that standardization is not sameness. Each site got post orders written to its own layout, population and risk — against one contract standard that did not bend. The QA program is what kept those two things from drifting apart. I built all of it as the first hire on the contract.

The estate I administer today

I own the administration, expansion, maintenance and audit of this estate. I want to be precise about one thing: I did not design or specify the access control system in place here. It was inherited. What I own is everything that happens to it after the install — which, over a system’s life, is most of what determines whether it actually works.

I built the room

I consolidated CCTV monitoring, alarm annunciation, fire suppression controls and dispatch into a single unified Command Center and put it into service on 6 March 2026. The consolidation took three staffed positions down to two — a 33% reduction — while increasing what a single operator can actually see.

This is the piece of my record closest to what you would ask me to stand up at a site: taking scattered monitoring and turning it into one place where somebody is accountable for noticing.

The hands-on system work — from a blank page

This is where my direct configuration experience actually lives, and it was not just administration. The property had no maps and no key hierarchy.

• Hand-drew the property and digitized it, so openings could be located and referenced at all
• Created a door naming convention — my own system — giving every opening a unique identifier usable by an officer, a technician and an auditor alike
• Built a grand master key program from scratch, with the hierarchy documented
• Ran a property-wide re-key and a full lock and access-control audit
• Identified and corrected Visionline/VingCard configuration errors myself, at the console
• Footprint was far smaller than 1,500 points — but the work was mine, not delegated

Solo operator to $2M+ annual revenue, residential and commercial

I built a construction business from nothing to over $2M in annual revenue across residential and commercial work, including a contracting arrangement with American Woodmark under RE Services LLC. I have negotiated with subs, held trades to a schedule, read and corrected drawing sets, and been personally liable for what got built.

For transparency about my commitments: I am closing this business once my current build finishes. I am not carrying it into this role.

I can read the drawing set before it is a building

A plans examiner certification means I review construction documents for code compliance as a discipline, not as a favor. In a security context that is the difference between specifying a door and knowing whether the conduit to reach it exists in the drawing you are about to approve.

A nine-figure renovation, running inside an operating resort

The property is mid-way through an eighteen-month renovation in the several-hundred-million-dollar range, and I own the entire security profile of it while the resort continues to operate at occupancy.

• Vendor and contractor control and credentialing — hundreds of vendors credentialed daily
• Site safety and compliance reviews across active construction areas
• Coordination of planned utility shutoffs, each evaluated against safety and security risk before it happens
• Maintaining guest-facing posture at a property that is simultaneously a construction site
• A standing weekly cadence with site operations and the renovation vendors — not a status email, a recurring working session where security is in the room while decisions are still reversible