I joined PSA as an aircraft dispatcher in February 2026 and moved into the Dispatch Coordinator role in September. Before aviation, I spent seven years on a Federal Type 1 Incident Management Team and several more in tech and public service consulting.
Each of those jobs has asked for the same things: long shifts, careful attention to detail, and decisions that have to be right.
The roles I'm drawn to sit where the day-of operation and the plan behind it meet — and where someone is responsible for the people doing the work.
Open to relocation
The most rewarding part of coordinating the desk has been helping newer dispatchers find their footing. As a union steward, I try to be someone both the workgroup and management can rely on to be straight with them.
When crew, maintenance, stations, and the schedule all need something different, someone has to decide and answer for it. I'm willing to be that person, and to explain the reasoning afterward.
Seven years inside a formal daily planning cycle — set objectives, weigh options, forecast resources, commit, brief, execute, repeat. An airline operations plan follows the same rhythm.
Part 91 / 121 joint operational control on a live desk, and the coordinator responsible for keeping the operation moving when the day doesn't go to plan.
During IROPs I coordinate dispatch, crew scheduling, maintenance control, and stations through delays, swaps, cancellations, and recovery — so the people working the problem have a clear plan and the passengers get where they're going.
New and unpredictable situations call for the same judgment every time: conservative when safety demands it, prompt when the operation needs an answer.
Command & General Staff on California Interagency IMT 1, serving communities through some of the nation's most complex wildfires and emergencies — with a seat at the table where course of action was decided.
Part of the strategy and planning meetings that set objectives and chose between options, bringing the aircraft, crew, and equipment forecasts each option depended on.
Helped train and lead the Finance Section from remote incident command posts, often for weeks at a stretch, with the accuracy that public money and long shifts demand.
Brought in by local governments and rural organizations to modernize their systems and build practical solutions to problems they had been living with.
I'd welcome a conversation.