Senior Operations Leader | Embracing Unwavering Execution & Extreme Ownership Principles

I help organizations cut through complexity and turn operations into systems they can count on. With 20 years of experience, I have led cross-functional teams, managed a $200M contract portfolio, and delivered measurable results:

- $22M in savings through vendor management and strategic sourcing
- 25% profit margin gains through process improvement and operational efficiency
- 200+ corporate and endurance events produced over 15 years
- Large-scale budgets and project management across multiple functions

Core strengths: operations leadership, vendor management, contract management, strategic sourcing, process improvement, project management, budgeting, and event direction. I combine data-driven execution with a servant-leadership style shaped by Extreme Ownership and Echelon Front principles.

Outside of work, I am a runner, ultrarunner, GoRucker, and adventurer. The resilience and grit built on the trail inform every decision I make.

If you are looking for an operations partner who can optimize processes, manage vendors, and deliver events with measurable results, let’s connect.

“Jimmy’s integrity, bias toward action, and laser focus allowed our organization to scale…from the red into the black < 1 year, scaling >10X.” – Anoop Grover, COO

Jimmy Gabany

A quarter of the way through the race, I knew I was done pushing.

Not because of effort, but because of injury. Running on a torn quad forces honesty fast. You can negotiate with pain for a while, but eventually reality wins.

That moment reminded me how often leaders ignore early signals. We feel something is off. Pace slips. Decisions take longer. Communication gets strained. Instead of adjusting, we push harder and hope discipline alone fixes it.

Sometimes the right call is not to grind more. It is to change the plan. Slow down. Reassess. Preserve what matters so you can keep moving long term.

That choice is uncomfortable. It feels like backing off. In reality, it is ownership.

Listening to the signal early usually saves more than it costs.

#leadership

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ursa-major-events-usa

Senior Operations Leader | Operations Systems Builder | Global Vendor Strategy & Management | Event Direction | Extreme Ownership

Ownership is simple. Living it is not.

Taking responsibility sounds straightforward until it costs you something. Reputation. Comfort. Convenience. That is where most people hesitate.

Ownership means absorbing problems even when you did not create them. It means stepping in when something is drifting instead of waiting for permission. It also means giving credit away when things go right.

I have learned that teams notice this quickly. They can tell when ownership is real versus performative. One builds trust. The other creates distance.

Leaders who practice ownership consistently earn more latitude when things go wrong. Not because they are perfect, but because people know they will not deflect or disappear under pressure.

Ownership is not a slogan. It is a pattern of behavior, repeated when it would be easier not to.

#leadership

Want a team that moves fast, adapts on the fly, and owns their results? 

That’s the power of decentralized command. Instead of micromanaging every move, leaders empower their team members to make decisions within their scope. The result? Greater agility, initiative, and resilience, whether in the military or business world. 

But here’s the secret sauce: Extreme Ownership. When everyone takes full responsibility for outcomes, trust and communication flourish. With solid training and clarity, teams perform at their best, faster and more effectively. 

Ready to unlock a new level of team performance? Empower, trust, own, and watch your team thrive.

#leadership
Echelon Front

Echelon Front

Sometimes I wonder if the real work in operations is just learning to live with a certain amount of chaos. You can build the best systems, negotiate the tightest contracts, line up every vendor with military precision... and then, out of nowhere, something small unravels the whole plan. 

It used to frustrate me. I’d take it personally, like every hiccup was a reflection of my own lack of control. But the longer I do this, the more I realize: control is a myth. What matters is how fast you adapt when the myth cracks.

I’ve seen teams freeze up, waiting for someone to tell them what to do. I’ve also seen teams that just move, imperfectly, sometimes clumsily, but they move. Those are the teams that win. Not because they’re flawless, but because they don’t get stuck chasing perfection.

There’s a weird comfort in that. Knowing you can’t plan for everything, but you can build a culture that responds instead of reacts. That’s the real edge.

Honestly, I still catch myself wanting to fix every detail. Old habits. But I’m learning to let go, just a little, and trust the system, and the people, more than my own urge to control.

Maybe that’s what leadership really is. Not holding tighter, but letting go at the right moments.

Funny how the hardest part is usually just getting out of your own way.

Discipline is not intensity.

Endurance training taught me that early. Anyone can push hard for a short stretch. Discipline is staying consistent when effort needs to be measured, not maxed out.

The same mistake shows up in leadership. People confuse urgency with effectiveness. They sprint every problem, burn energy fast, and then wonder why momentum fades.

Discipline looks quieter. It is choosing the right pace. Making small corrections before things break. Staying steady when pressure rises instead of reacting emotionally.

That kind of discipline builds trust over time. Teams know what to expect. Decisions improve because they are made with intent, not impulse.

Intensity fades. Discipline compounds.

#leadership #operations

I’ve always been drawn to endurance sports. There’s something about pushing past the point where your body wants to quit that feels honest. You can’t fake it. You can’t delegate it. You just have to keep moving.

Funny thing is, the lessons from the course bleed into everything else. Operations, leadership, and even vendor negotiations. It’s all about finding that extra gear when things get tough.

There are days when the inbox is overflowing, vendors are late, and the plan is unraveling. Those are the moments I hear that little voice: just one more mile. Just one more call. Just one more problem solved.

It’s not glamorous. Most of the time, nobody sees the grind. But that’s where the real progress happens, not in the big wins, but in the quiet moments when you decide to keep going.

I don’t always get it right. Sometimes I run out of steam. But I’ve learned that consistency beats intensity, every time.

Maybe that’s the real secret. Just keep moving, even when nobody’s watching.

Sometimes I catch myself overcomplicating things. 

I’ll spend hours mapping out a process, trying to anticipate every possible snag. It feels productive, but honestly, it’s just a way to avoid the messiness of real execution. 

The best systems I’ve built weren’t the most detailed. They were the ones people actually used. The ones that made sense in the middle of chaos, not just on a whiteboard. 

There’s a kind of humility in admitting that simple usually wins. Not because it’s easier, but because it survives contact with reality. 

I still have to remind myself: don’t design for the exception. Design for the 80 percent, and trust your team to handle the rest. 

It’s uncomfortable, letting go of that last bit of control. But every time I do, the team steps up in ways I didn’t expect. 

Maybe that’s the real lesson. Complexity feels safe, but it’s usually just a shield. Simplicity is riskier, but it’s where the real progress happens.

Leadership gets lonely in ways I didn’t expect. 

You’re supposed to have the answers, or at least act like you do. But there are days when I’m just as lost as anyone else. The difference is, I can’t always say it out loud. 

I’ve learned that extreme ownership doesn’t mean carrying everything alone. It means owning the outcome, but also knowing when to ask for help. That’s harder than it sounds. 

There’s a weird pride in being the one who fixes things. But if you’re not careful, it turns into isolation. The team stops bringing you problems because they think you’re too busy, or too confident, or just not interested. 

I’ve had to work at breaking that cycle. To show that I’m human, that I don’t have it all figured out, and that I want their input. 

It’s not always comfortable. But every time I let my guard down, the team gets stronger. 

Maybe that’s the real job. Not just leading from the front, but making it safe for others to step up too.

#leadership

Events expose leadership fast.

When you run events, there is no hiding behind plans or slide decks. The moment doors open, reality takes over. Timelines compress, variables stack up, and decisions need to happen in real time.

I have learned that events reward calm execution more than clever ideas. The best prep shows up in how you respond when something changes five minutes before go time. Audio drops. A speaker runs long. A vendor misses a detail. None of that is theoretical.

Those moments force a choice. You can react emotionally, or you can slow your thinking down and solve the next problem in front of you. The team feels that difference immediately. Energy either tightens or steadies based on how the leader shows up.

Events have trained me to separate what matters from what does not. They sharpen prioritization and reinforce ownership because excuses do not move the room forward. Action does.

Every event is a live rep in leadership. You do the work early, stay composed under pressure, and adjust without drama. That discipline carries far beyond the event floor.

#leadership #operations

Think leadership is just a title? Think again.

Great leadership is never a one-and-done skill. It's a profession that demands constant learning and growth.

Most people slow down as they climb the ladder, but the research is clear. If you don't keep sharpening your skills, your effectiveness drops over time.

The best leaders don't stop at experience. They focus on problem-solving, driving results, collaborating, inspiring, and strategic thinking. These are muscles that need regular training.

If you want to thrive in today's fast-changing workplace, growth is not optional. It's what separates managers from leaders who guide teams through real challenges and opportunities.

Leadership is a choice you make every day. The organizations that invest in it will shape the future.

Are you investing in your growth?

Some leaders change how you see the work.

When I was in the Army in Germany from 1997 to 1999, I played soccer for FC Schweinfurt 05. The photo is of me with the team's coach, the only one I have. Through him, and through the men on that squad, I learned to love soccer, not just play it.

He was the kind of coach every player hopes to have. Demanding. Direct. Uncompromising about effort. He spoke only German to me, even though he knew English perfectly. There was no shortcut, no comfort language, no easing up because I was new or different. If I wanted to be on the field, I had to earn it.

He pushed me harder than I had ever been pushed in sports. And I respected him for it. More than that, I trusted him. His standards were clear. His feedback was honest. His expectations never moved.

That experience stayed with me. The best leaders do not make the work easier. They make you better. They challenge you, hold the line, and care enough to demand more than you think you have.

Be that type of leader.

#leadership

I think we make leadership harder than it needs to be.

There are endless frameworks, books, acronyms, and models. They all sound good in theory. But when I’m standing in the middle of a show floor, or looking at a project that is already drifting, none of that is what people are asking for.

What they want is direction. They want to know what matters right now. Not ten priorities. Not a perfectly worded strategy. Just the thing that matters most in this moment.

I have sat through long meetings trying to get everyone aligned, only to realize I was the problem. I was offering too many options. Too many paths. Too much room to interpret.

It is uncomfortable to admit you are the source of the confusion. It is also freeing. Because once you see it, you can change how you show up.

Make the call. Narrow the focus. Say what matters and mean it. Let the team solve the rest.

You will not always get it right. That is part of the deal. I would still rather give a firm direction and adjust later than stay safe and leave everyone guessing.

People can handle pressure. What they struggle with is uncertainty.

And honestly, so do I.

#leadership #operations

What problem are you actually avoiding?

I see leaders stay busy while sidestepping the one decision that would change everything. Meetings get scheduled. Updates get shared. Work keeps moving, but the real issue stays untouched.

Avoidance often looks productive on the surface. You can justify it with progress, effort, and activity. Underneath, it is usually hesitation. Not because people do not know what needs to be addressed, but because addressing it carries weight.

Hard conversations, ownership calls, resetting expectations, or admitting something is not working. Those moments create discomfort. They also create movement.

Teams feel it when leaders delay the hard call. Momentum slows. Energy leaks. People start managing around the issue instead of solving it.

The fastest way forward is rarely the most comfortable one. It is the one you keep postponing because it forces a decision instead of more discussion.

So what is the thing you keep working around instead of dealing with head on?

#leadership #operations

Most execution problems I see are not caused by a lack of talent or motivation. They come from unclear ownership. People are busy and working hard, yet still missing the mark because no one is fully accountable for the outcome.

When ownership is fuzzy, decisions slow down. People hedge. Teams wait for approval instead of acting. Energy gets spent managing around uncertainty instead of solving the actual problem.

Clear ownership simplifies everything. One person owns the outcome. Others support, challenge, and execute. Feedback improves because responsibility is obvious. Progress speeds up because no one has to guess who should move next.

This does not mean leaders do more work. It means they do the right work. They define ownership early, reinforce it often, and remove obstacles rather than add layers.

If you want faster execution, stop asking people to work harder. Start making ownership unmistakable.

#leadership

I used to think vendor management was about leverage. Negotiate hard, get the best deal, keep everyone honest. 

But after enough time negotiating contracts, I’ve realized it’s more about partnership than pressure. The best outcomes come from vendors who feel like part of the team, not outsiders to be squeezed. 

It’s a weird shift, honestly. You spend years learning to protect your margins, then you realize the real value is in building trust. 

I’ve had vendors bail me out of disasters I didn’t see coming. I’ve also had deals fall apart because I pushed too hard, too fast. 

There’s a balance. You have to know when to hold the line and when to pick up the phone and just talk like people. 

The contracts matter, but the conversations matter more. 

Funny how the things you thought were soft skills end up being the difference between chaos and calm on event day. 

If you’re still treating your vendors like adversaries, you’re missing the point. They’re the ones who’ll save you when the plan falls apart. And it always does, eventually.

Busy is a comfortable excuse.

I see smart people stay busy while the real problem sits untouched. Calendars are full. Updates are shared. Work keeps moving. And yet the issue that actually matters never gets addressed.

They keep pushing off the one task they do not want to do. I know this because I have caught myself doing the same thing.

Being busy feels responsible. It gives you cover. You can point to effort, activity, and progress on paper. What it avoids is the harder move, making a decision that closes one door so another can open.

Execution improves when leaders reduce options. Fewer paths. Fewer priorities. Fewer meetings that exist because no decision was made beforehand. People do better work when they know what is no longer in scope.

Staying busy is easy. Deciding is not. Progress usually starts the moment activity stops being the goal.

Want to know why most people crack under pressure? Here's the truth nobody wants to admit: Mental toughness isn't something you're born with. It's built, one decision at a time.

Here are the 10 secrets that make you mentally unbreakable.

1. Don't run from being alone.
Solitude isn't a punishment, it's an advantage.
When you're alone, you get to:
- Untangle your thoughts
- Get control of your emotions
- Actually hear yourself think
If you can't handle silence, the world's noise will crush you.

2. Stop dragging your past everywhere you go.
Obsessing over what you can't change? That's dead weight.
The only thing that matters is what you do today.
Let the past be a lesson, not a life sentence.

3. Life doesn't owe you a single thing.
The moment you expect the world to hand you anything, you start losing.
Earn every win, every day.
Comfort is nice, but it's a trap.

4. Ignore the crowd.
Approval is a moving target, and chasing it only makes you forget who you are.
Being yourself takes guts. Most people never even try.

5. No more pity parties.
Yeah, life gets tough.
Feeling sorry for yourself fixes nothing, but action fixes almost everything.
Get up, go again. That's how scars turn into stories.

6. Focus only on what you can control.
Worry is wasted energy.
Ask yourself:
- Does this matter?
- Can I change it?
If not, drop it and move forward.

7. Choose respect over resentment.
Someone else's win does NOT mean you lost.
There's plenty to go around:
- Wealth
- Health
- Opportunity
Root for others. The world's scoreboard isn't zero-sum.

8. Step up to responsibility.
You want progress? Then go first.
Lead projects. Take ownership.
Don't wait for someone to hand you the keys. Grab them.

9. Refuse to quit.
Most people bail when it gets real.
But if you keep showing up, keep trying new angles, you'll outlast everyone else.
Persistence is a muscle, and most people never train it.

10. Don't fear hard things.
Tough tasks build tougher people.
Stop telling yourself it's impossible.
Instead, say "This is easy work." Your brain will start to believe it. So will everyone else.

Nobody's born unbreakable. You get there by choosing the harder path, every day.

Which one of these do you struggle with most? Or better yet, which one have you mastered? Drop your story in the comments,I want to hear what's made you tough.

GeekOut Las Vegas is a wrap.

We combined an immersive VIP experience at the Sphere with focused education and productive networking at Area15. The outcome was more than a great event. It was meaningful learning, strong relationships, and conversations that continued well after the final session.

Ursa Major Events designs and operates high-impact experiences for organizations that value execution, alignment, and connection.

Let us design an experience for you

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GeekEx

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“Here I am. Send me.”

Isaiah 6:8 carries weight because it reflects a choice made without conditions. Isaiah does not ask for clarity, authority, or guarantees. He steps forward and accepts responsibility.

Extreme Ownership teaches that everyone is a leader. Leadership is not a title or position. It is the decision to take responsibility for what is in front of you. Isaiah’s response mirrors that idea. He does not wait to be appointed or convinced. He owns the moment.

Saying “send me” is not about confidence in the outcome. It is about willingness to carry the work, learn on the move, and stay committed when things get uncomfortable. That posture builds trust. People know you are not looking for someone else to step in when pressure shows up.

This is what leadership looks like in real life. You see a gap. You step forward. You take ownership before the path is fully defined.

Everyone has moments like this. The question is not whether you are a leader. The question is whether you are willing to act like one when it matters.

#leadership

Teams can move fast and still fall behind. Not because they are lazy or unfocused, but because everything gets treated as urgent. And when everything is urgent, nothing really is.

Moving quickly only works when the work is prioritized. When priorities multiply, speed spreads effort across too many objectives, slowing the mission. From the outside, it looks like momentum. On the inside, it feels like drag.

I have been guilty of this myself... more often than I would like to admit. Pushing pace across multiple projects instead of reducing scope and making hard calls. It feels decisive in the moment. It usually (almost always) creates more work later.

Progress does not come from doing more at once. It comes from finishing the right thing, then moving on. Prioritize and execute.

Where have you seen speed help execution, and where has it quietly made things worse?

#leadership

MILVETS Systems Technology, Inc.

Computer Operator V

45th Infantry Brigade Combat Team

The Intelligence Master Sergeant leads, manages, and trains brigade intelligence staff.  Provides oversight and experience inclusive of all aspects of the Intelligence Warfighting Functions. Provides organizational expertise and operational guidance in the areas of All Source, CI, SIGINT, HUMINT, GEOINT, intelligence  support. Synchronizes intelligence efforts with operational requirements to achieve unit of effort to meet the commander’s intent.  Reviews, evaluates, prepares, and executes intelligence asset deployment, employment, and redeployment.  Success in this MOS requires demonstrated expertise in a variety of progressive assignments including leadership, key billet and staff positions at the strategic, operational, and tactical levels.   The Intelligence Sergeant Major enables mission command by serving as the principle enlisted advisor at the service, joint, inter-agency, inter-governmental, and multi-national levels on intelligence operations in support of unified land operations. Provides oversight and experience inclusive of all aspects of the Intelligence Warfighting Function. Manages intelligence readiness, the intelligence cycle and empowers the intelligence enterprise through operational guidance and technical expertise in the areas of All Source, CI, SIGINT, HUMINT, GEOINT, intelligence systems maintenance and intelligence support to cyber at all echelons. Synchronizes intelligence efforts with operational requirements to achieve unity of effort and meet the commander’s intent. Reviews, evaluates, prepares, and executes intelligence asset deployment, employment and redeployment. Compares intelligence MTOE and TDA authorizations and recommends revisions. Supervises and oversees the implementation of Intelligence Architecture, to include the conduct of Military Intelligence systems maintenance and test operations.

Intelligence Master Sergeant

Elite Protection Services

My role as a Security Officer for EPS is to deter crime by my mere presence via regular patrols and prompt communication of security breaches. My main job is to provide top-quality security at the facility where I work and to maintain a high-level of security for employees and guests. In fact, customer service is a large component of what I do. I look for opportunities to have positive interactions with the community, clients, and other law enforcement personnel while serving as the first responder to various situations. I Patrol premises to ensure they are secure. It is a requirement to maintain needed communication with home base or to file reports. Naturally, working in weather environments that may sometimes be extremely hot or extremely cold, snowy or icy is the norm. As a matter of routine, I follow established security protocols while using initiative and good judgment. I maintain a strong desire to assist and serve the community. Professional presence and appearance is a daily occurrence.
Excellent interpersonal skills along with excellent oral and written communication makes my work all the better.

Posses Valid CLEET License

Security Officer

Lance holding Group, LLC

Owner and manager of Lance Holding Group. Oversee the Rental and Maintenance of Residential rental properties.

Residential Property Manager

Army National Guard, 545 Brigade Engineer Battalion, 45th IBCT

As the Intelligence Senior Sergeant/Chief Intelligence Sergeant I serve as the principal enlisted assistant to commanders and heads of staff elements, and as staff NCO for major commands, in multi-echelon, joint and combined intelligence organizations. I Supervise intelligence surveillance, collection, analysis, processing, and distribution activities at all echelons. I Supervise activities pertaining to organization and training of tactical and technical operations. I Coordinate operating requirements of subordinate units with major supported units. Reviews, evaluates, prepares and executes intelligence assets, deployment, employment, and redeployment plans and orders. Supervise intelligence operations in Corps and echelon above corps (EAC) analysis and control elements (ACE). Reviews intelligence doctrinal publications and prepares recommended changes. Compares modification Tables of Organization and Equipment (MTOE) and Tables of Distribution and Allowances (TDA) authorization documents with Intelligence missions and functions and recommends revisions.

Senior Intelligence Sergeant

361st Civil Affairs Brigade, U.S. Army Reserve

45th Infantry Brigade Combat Team, Oklahoma Army National Guard

As Chief Intelligence Sergeant for 45th  Brigade Combat Team; serve as the principal enlisted assistant to the Brigade Intelligence Officer and as staff NCO for the Brigade Intelligence Section. I perform supervision of intelligence surveillance, collection, analysis, processing, and distribution activities. Supervision of activities pertaining to organization and training of tactical and technical operations. Coordinate operating requirements of subordinate units with major supported units. Review, evaluate, prepare and execute intelligence assets, deployment, employment, and redeployment plans and orders. Compares modification Tables of Organization and Equipment (MTOE) and Tables of Distribution and Allowances (TDA) authorization documents with Intelligence missions and functions and recommends revisions. Management of the brigade's personnel security, physical security, counterintelligence, and imagery analysis missions.  

Completed the Battle Staff Non-commissioned Officers Course. It  is a branch-immaterial functional course for non-commissioned officers selected for staff assignments, providing them with the tools necessary to learn specific staff duties and become familiar with the duties of other staff sections. BSNCOC provides technical and tactical curriculum relevant to the missions, duties, and responsibilities assigned to battle staff members in battalion and brigade-level units. Graduates of the BSNCOC receive the additional skill identifier (ASI) 2S.

Red Team Members Course (6 wks, ASI 7J): The course emphasizes critical thinking skills, fostering cultural empathy, self awareness and reflection, group-think mitigation strategies, and Red Team methodologies. The course is designed to help students anticipate change, reduce uncertainty, and improve operational decision making.

Chief Intelligence Sergeant

HMT LLC

Deliver and pickup supplies to various locations, predominantly in Tulsa,OK area. Perform Pre-trip and Post-trip inspections of assigned 1 Ton truck and 30' Gooseneck trailer.  Maintain fuel card. Properly secure loads using straps and chains.  Other duties as required or assigned.

Driver

45th Infantry Brigade Combat Team OKARNG

Senior Intelligence Sergeant for 45th  Brigade Combat Team; serve as the principal enlisted assistant to commanders and heads of staff elements, and as staff NCO for the Brigade Intelligence Section. I perform supervision of intelligence surveillance, collection, analysis, processing, and distribution activities. Supervision of activities pertaining to organization and training of tactical and technical operations. Coordinate operating requirements of subordinate units with major supported units. Review, evaluate, prepare and execute intelligence assets, deployment, employment, and redeployment plans and orders. Compares modification Tables of Organization and Equipment (MTOE) and Tables of Distribution and Allowances (TDA) authorization documents with Intelligence missions and functions and recommends revisions. Management of the brigade's personnel security, physical security, counterintelligence, and imagery analysis missions;  manages and supervises maintenance of the section's two tactical vehicles and associated equipment; responsible for the morale, welfare and professional development of 3 NCOs and 8 Soldiers. 

Attended 6-week Intelligence Analyst (35F) MOSQ with superior results.

 Senior  Intelligence Sergeant

Southern Star Central Gas Pipeline

It was my pleasure  report to the South Region Manager of Operations. Was responsible for the daily operations and maintenance of over 200 miles of natural gas pipeline, three compressor facilities, 25 settings and a storage field for Blackwell District. As a Team Lead I was responsible for overall leadership, implementation of strategies, management oversight, performance of 10 employees, and achievement of goals and strategies for Blackwell District.
Performed oversight for operations employees, which include operators, welders, heavy equipment specialists, and operations administrators. The majority of  my time was spent leading and interacting with and providing daily work direction to these employees; ensuring adherence to safety practices and corporate policies, procedures, and contractual requirements; ensuring alignment with corporate direction, vision, mission, principles, strategies and goals; working with direct reports to improve processes and efficiencies; overseeing operations, maintenance, inspection, testing criteria and construction jobs; identifying and recommending educational needs; ensuring all compliance requirements are met; and, improving procedures and work methods to better ensure operational safety, reliability, and efficiency.

Leader, Operations

Reliable professional skilled in applying analytic and evaluative methods and techniques to resolve complex issues. A good balance of civilian and military skills and experience to apply towards job completion. Excellent communication and personnel analysis married with experience for efficiency.  Years of successful management and leadership experience with a reputation for meeting the most challenging organizational goals and objectives. A pragmatic and focused individual who thrives on challenge and adversity. A diverse background and educational experiences has served me and my employers well.

-can do just about anything. 
-learn quickly .
-If it can be properly trained or taught, I can learn it.

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Jimmy Gabany

Jeremy Layman

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