COL Jeffrey A. Marquez
U.S. Army (Ret.)
Germany, The Pentagon, USARPAC, Iraq, The White House
1985-2015
U.S. Army (Ret.)
Germany, The Pentagon, USARPAC, Iraq, The White House
1985-2015
Jeffrey Marquez, a product of a rich and diverse family background, was born in 1963 in Denver, Colorado. His maternal grandfather was ethnically Hispanic, and his grandmother, an orphan from Ireland, immigrated to Colorado during the Irish Potato Famine and was adopted by a Hispano family. His fraternal grandparents hailed from the San Miguel area of New Mexico. His parents, Dan and Stella, were both born in the U.S. and were bilingual. Jeff's early years were steeped in Spanish, the only language spoken by his babysitter until he was four.
Growing up in a predominantly Hispanic neighborhood, Jeff recalled having a wonderful childhood. His father was strict, and as long as he toed the line, his father gave him a lot of latitude. His dad taught Jeff many lessons about trust, honesty, and integrity. He learned kindness, compassion, and caring from his mother. In addition to friends, there was a lot of the Marquez family in Swansea, his neighborhood. He was very close to his cousin Rico. "If you saw one of us, you saw us both. He was a protector and kept me from doing some stupid things." During the holidays, the family would have progressive dinners, move from one relative's house to the next, and eat different courses.
Jeff's family included an older sister and a younger brother. His mother was a homemaker, and his father, a draftsman for an oil company, also managed several rental properties. Despite his busy schedule, Jeff's father instilled in him a strong work ethic. His father's commitment to his job, often working on his rental properties after his day job and on weekends, left a lasting impression on Jeff, shaping his own values and attitudes towards work.
Jeff's life took a turn in the 7th grade when his family moved to the suburbs. He continued playing football, baseball, and basketball in this new environment. He also ventured into the world of boxing. At the age of 14, Jeff attended a summer program, Manpower Unlimited, offered by the U.S. Air Force Academy near Colorado Springs. This experience, in a new setting and with new challenges, would significantly influence his future career choices.
While things were moving along for Jeff, Rico headed in a different direction. Because of the distance between neighborhoods and the hectic pace of everyday life, Jeff and Rico rarely saw each other. Rico made some unfortunate choices, and he shot and wounded another teen in the neighborhood during an argument, which earned him jail time.
Jeff worked after school in the stock room at Sears Roebuck. He attended Northglenn High School, where he found his way into Mr. Geraghty's economics class. Jeff made quite an impression on Mr. Geraghty. One day, Jeff came home and found his mother reading a letter from Mr. Geraghty. The letter spoke glowingly of Jeff and his character, but the line that Jeff remembers to this day read, “I commend you for your efforts in raising Jeff. He is a fine young man.” Jeff remarked, "It was all because of them (his parents)."
After graduating high school in June 1981, he headed for Fort Lewis College in Durango, Colorado. After his freshman year, he decided to join the National Guard. Jeff's decision was influenced by his experience at the Air Force Academy, having seen his uncle in uniform while serving in the field artillery in Vietnam, playing Army as a kid, and the tuition benefit. He completed his basic training at Fort Dix, New Jersey, and was to complete Advanced Individual Training (AIT) the following summer. Instead, Jeff transferred to Metropolitan State College in Denver and enrolled in ROTC. He also worked at Dave Cook's sporting goods store. During the summer before his senior year, Jeff attended ROTC Advanced Camp, a six-week program to evaluate his leadership ability. Jeff finished in the top 10% of his platoon, meaning he would likely be the battalion commander back on campus. However, a classmate, Mary Shaw, finished number one in her platoon. She rightly became the battalion commander, and Jeff became the executive officer (XO). "She was awesome, and we had a great senior year."
In June 1985, Jeff graduated with a Behavioral Sciences major and a Public Administration minor. He was commissioned a 2nd Lieutenant in the Field Artillery, and his first duty assignment was at Fort Hood, now Fort Cavazos, in Texas. He was assigned to the 3rd Battalion, 3rd Field Artillery as a Company Fire Support Officer. His job was to coordinate indirect fire for an infantry company. Jeff checked into his battery and saw that his fire support sergeant would be Sergeant Morales. The strength of their Sergeant can strongly influence a lieutenant's success. "It's all about the Sergeants, and I couldn't have asked for a better Sergeant to be my first Sergeant."
Jeff's military career was a series of “lessons learned.” These lessons included proper and effective communication, understanding human nature, attention to the smallest of details, email etiquette, empathy, and, most importantly, leadership. Often, he learned these principles from his superiors, whom he characterized as "unknowing mentors." These unknowing mentors taught him basic leadership principles by how they acted and treated others. It could be as simple as a senior officer pushing himself away from his desk on a busy day and giving his full attention to a subordinate.
His next assignment was as platoon leader of Bravo Battery. Here, Soldiers tested his leadership. On one occasion, the battery was engaged in a dry fire exercise. This training involves no live ordinance, but the gun sections are expected to follow all the steps of a live fire drill. It became apparent that, despite the reports being radioed in, one gun crew was not following all the steps. Jeff could see that the gun barrel was not moving as the target coordinates changed. Jeff ordered, "To the rear of the piece, face the piece, fall in." That order is an indication that something has gone wrong. Jeff asked Staff Sergeant Stafford, the section chief, to speak privately. He asked Sergeant Stafford what was going on, and the Sergeant began an illogical and nonsensical explanation of what had happened. Unhappy with the response, Jeff cut his explanation short by giving the order, "Come to attention." "I've only done that three times in my career. I had to do it so he would stop and listen."
Jeff carefully watched Sergeant Stafford during the next six months and was pleasantly surprised to see the Sergeant had "really changed his tune after that." Jeff asked the Sergeant to see him in his office one Friday after formation. When Sergeant Stafford entered the office, he saw a counseling form on Jeff's desk. Sergeant Stafford said, "Oh no, what did I do now?" Much to his surprise, Jeff had chosen to counsel him on how well he had performed over the past six months rather than focus on his initial poor decision. Sergeant Stafford said, "I didn't expect this." Jeff said, "Keep it up. You're doing good work." Jeff chose to catch Staff Sergeant Stafford doing something good, memorialize it, and place it in his personnel file. Positive leadership.
Jeff attended the Officers Advance Course, and in 1990, his next assignment was in Germany, where he was the Assistant Operations Officer. Jeff learned much about leadership from his battalion commander, Lieutenant Colonel Wilson, a quiet but effective leader. "He held people accountable and gave them space to let them do their jobs." Jeff was slated to assume command of Bravo Battery, followed by a pending deployment to Desert Shield/Desert Storm. The hostilities concluded quickly, and an Army drawdown followed. The Army inactivated his battalion. He had yet to command, the necessary next step on his career path. After a few calls by his boss, Jeff was assigned to the 1st Battalion, 27th Field Artillery (MLRS). He assumed command of Bravo Battery, 1-27 F.A., in December 1991.
The departing commander had a very dictatorial style of leadership. He told Jeff during their transition discussions, "They're like a country, and I'm the dictator." He kept the curtains on his office closed and tightly controlled the flow of information and feedback. Now a captain, Jeff slowly changed how the unit operated. He opened his curtains and was more inclusive in the flow of information. One memorable incident stuck out in Jeff's mind. His predecessor started the process to chapter a Soldier with a record of reprimands. The Soldier approached Jeff and said, "Sir, I know I will be seeing you, but I just wanted you to know I just want to finish my tour." Jeff read his file and received input from the Soldier's platoon sergeant, Sergeant First Class Pope. "Sir, he did wrong, but more importantly, he has a drinking problem." Jeff was now faced with a decision to dishonorably discharge the Soldier or get him help. Conferring with and trusting his Sergeants, Jeff made the decision to give the Soldier a second chance. Jeff advised the Soldier that he would be busted down a rank, restricted, and placed on extra duty. He would also have to get help for his drinking problem, and he would continue to serve.
Shortly thereafter, the battery was on a field training exercise. There was a problem closing off the roads so they could execute a live fire drill. The young Soldier took the initiative to resolve the problem, and "he saved the day." Jeff recalled, "Here is a guy we were going to throw out of the Army, and he just saved our ass, all because of Sergeant First Class Pope." It's all about the Sergeants.
Jeff left his command tour in 1993 for an assignment with the ROTC at Wake Forest University and Winston Salem State University, an HBCU. He taught freshman and senior students the fundamentals of leadership. Knowing the importance of the relationship between the 2nd lieutenant and the platoon sergeant, Jeff decided to expose his students to that dynamic through role-playing exercises. "It's the most important meeting they will ever have." It was an opportunity for Jeff to make better leaders. "It was eye-opening for them."
In 1996, Jeff was assigned to Fort Leavenworth in Kansas. Jeff was told he was on track for Command and General Staff College (CGSC). The CGSC is where majors and lieutenant colonels spend a year studying leadership and brigade, division, and corp level operations. He thought he would spend a year working on the staff and then attend CGSC. He was not selected and instead received orders to the 4th Infantry Division at Fort Hood (Cavazos) in Texas. Jeff had reached a crossroads in his career, and he began to ponder his next step. At the 4th Infantry, he was the Chief, Force Modernization. The 4th Infantry was the Digital Division, where the Army tested the latest technologies. After a successful year as the Chief Force Mod, Jeff became the Executive Officer of the 3rd Battalion, 16th Field Artillery. As the XO, he viewed one of his most critical informal duties as being the platoon leader for all the lieutenants. Jeff was selected for CGSC and returned to Fort Leavenworth.
In July 2001, he received orders to the Pentagon to be a staff officer in the Army Operations Center, handling operational personnel matters and evacuating noncombatants worldwide. He was also appointed the lead for the Army G-1's continuity program.
On September 11th, 2001, Jeff scheduled a meeting to introduce himself to the continuity team members. He and his colleagues were watching the events at the World Trade Centers unfold when Jeff received a phone call telling him to call his sister. When Jeff reached his sister, she told him, "Get out of there! There is a bomb at the Pentagon." Jeff says, "We didn't know the Pentagon had been hit until 15 minutes or so after the plane hit the building." When they saw water pouring in and could smell the smoke, they knew there was a problem. People started to make their way into Jeff's area, disheveled, and clothes spotted with soot. "They knew that was their job. They came to their battle stations: a computer and a telephone." Jeff was a member of a team that maintained Army accountability, and they spent the next several weeks accounting for all Army personnel worldwide.
Jeff anticipated a deployment to Iraq or Afghanistan, but the Army needed him elsewhere. In 2003 Jeff was selected to be Chief, Force Management for USARPAC, Fort Shafter in Oahu, Hawaii. The USARPAC covers a large geographic area, including Hawaii, Alaska, Japan, and South Korea. Jeff was given significant latitude and spent much time traveling within the region, the mainland, and the Pentagon to transform USARPAC into a dynamic four-star level command.
This tour ended with Jeff preparing a plan called "Pacific Transformation," a briefing his senior leaders presented to the Vice Chief of Staff, Army. After the VCSA approved the plan, Jeff recalls the USARPAC Chief of Staff looking at him and saying, "Okay, Jeff, you can go now." He was selected to attend the Army War College (' 07-'08) in Carlisle, PA, the Senior Service College that educates and develops leaders for service at the strategic level while advancing knowledge in the global application of landpower.
Jeff was promoted to colonel and returned to the Pentagon as a chief in the Army's Force Management Directorate. He was responsible for the accurate accounting and documentation of the Army, including the Active force, Army Reserve, and the Army National Guard military and civilian members—over 1.7 million positions. He and his team also developed and coordinated Army-wide reorganization and standardization initiatives to increase the capacity of operational units and meet global demand for Army capabilities.
In January 2011, Jeff deployed to Iraq. He was the Chief, Force Management, United States Forces, Iraq (USF-I). His job was the delicate balancing of bringing in new capabilities while planning the redeployment of all U.S. forces from Iraq. He had a joint staff made up of all services and civilians. Their job was to recommend how and when forces should be redeployed to the Commanding General, USF-I. They were developing a plan and timeline for the orderly drawdown of all U.S. troops from Iraq when President Obama announced that all U.S. troops would be home by the holidays. Jeff and his colleagues successfully endeavored to meet the President's timetable.
While deployed, Jeff connected with one of his former staff members from his tour at the Pentagon who was now working on the National Security Council at the White House. He suggested Jeff come to work for him. Jeff's first role was the Director of Continuity Policy. "Our job was to make sure the country is prepared for a bad day." There were many lessons learned in Jeff's career. The lesson from this experience applies to any career, not just the Army. "You never know when one day you will be working for someone who used to work for you." He later was dual-hatted as the Director of Continuity Policy and Senior Director, Response (acting). In 2015, after three and a half years, Jeff left the White House and retired from the U.S. Army after 30 years of service.
Jeff continued to serve as Chief of Staff and Director of Requirements at offices within the Department of Homeland Security. Jeff concluded that he could be more helpful to others consulting on leadership and left to form his own business, Marquez Leadership, Culture & Strategy, LLC. He is also writing a children's book on basic leadership principles.
Jeff, we thank you for a career of service to your country and for training and leading men and women to become better decision-makers and leaders.
Growing up in a predominantly Hispanic neighborhood, Jeff recalled having a wonderful childhood. His father was strict, and as long as he toed the line, his father gave him a lot of latitude. His dad taught Jeff many lessons about trust, honesty, and integrity. He learned kindness, compassion, and caring from his mother. In addition to friends, there was a lot of the Marquez family in Swansea, his neighborhood. He was very close to his cousin Rico. "If you saw one of us, you saw us both. He was a protector and kept me from doing some stupid things." During the holidays, the family would have progressive dinners, move from one relative's house to the next, and eat different courses.
Jeff's family included an older sister and a younger brother. His mother was a homemaker, and his father, a draftsman for an oil company, also managed several rental properties. Despite his busy schedule, Jeff's father instilled in him a strong work ethic. His father's commitment to his job, often working on his rental properties after his day job and on weekends, left a lasting impression on Jeff, shaping his own values and attitudes towards work.
Jeff's life took a turn in the 7th grade when his family moved to the suburbs. He continued playing football, baseball, and basketball in this new environment. He also ventured into the world of boxing. At the age of 14, Jeff attended a summer program, Manpower Unlimited, offered by the U.S. Air Force Academy near Colorado Springs. This experience, in a new setting and with new challenges, would significantly influence his future career choices.
While things were moving along for Jeff, Rico headed in a different direction. Because of the distance between neighborhoods and the hectic pace of everyday life, Jeff and Rico rarely saw each other. Rico made some unfortunate choices, and he shot and wounded another teen in the neighborhood during an argument, which earned him jail time.
Jeff worked after school in the stock room at Sears Roebuck. He attended Northglenn High School, where he found his way into Mr. Geraghty's economics class. Jeff made quite an impression on Mr. Geraghty. One day, Jeff came home and found his mother reading a letter from Mr. Geraghty. The letter spoke glowingly of Jeff and his character, but the line that Jeff remembers to this day read, “I commend you for your efforts in raising Jeff. He is a fine young man.” Jeff remarked, "It was all because of them (his parents)."
After graduating high school in June 1981, he headed for Fort Lewis College in Durango, Colorado. After his freshman year, he decided to join the National Guard. Jeff's decision was influenced by his experience at the Air Force Academy, having seen his uncle in uniform while serving in the field artillery in Vietnam, playing Army as a kid, and the tuition benefit. He completed his basic training at Fort Dix, New Jersey, and was to complete Advanced Individual Training (AIT) the following summer. Instead, Jeff transferred to Metropolitan State College in Denver and enrolled in ROTC. He also worked at Dave Cook's sporting goods store. During the summer before his senior year, Jeff attended ROTC Advanced Camp, a six-week program to evaluate his leadership ability. Jeff finished in the top 10% of his platoon, meaning he would likely be the battalion commander back on campus. However, a classmate, Mary Shaw, finished number one in her platoon. She rightly became the battalion commander, and Jeff became the executive officer (XO). "She was awesome, and we had a great senior year."
In June 1985, Jeff graduated with a Behavioral Sciences major and a Public Administration minor. He was commissioned a 2nd Lieutenant in the Field Artillery, and his first duty assignment was at Fort Hood, now Fort Cavazos, in Texas. He was assigned to the 3rd Battalion, 3rd Field Artillery as a Company Fire Support Officer. His job was to coordinate indirect fire for an infantry company. Jeff checked into his battery and saw that his fire support sergeant would be Sergeant Morales. The strength of their Sergeant can strongly influence a lieutenant's success. "It's all about the Sergeants, and I couldn't have asked for a better Sergeant to be my first Sergeant."
Jeff's military career was a series of “lessons learned.” These lessons included proper and effective communication, understanding human nature, attention to the smallest of details, email etiquette, empathy, and, most importantly, leadership. Often, he learned these principles from his superiors, whom he characterized as "unknowing mentors." These unknowing mentors taught him basic leadership principles by how they acted and treated others. It could be as simple as a senior officer pushing himself away from his desk on a busy day and giving his full attention to a subordinate.
His next assignment was as platoon leader of Bravo Battery. Here, Soldiers tested his leadership. On one occasion, the battery was engaged in a dry fire exercise. This training involves no live ordinance, but the gun sections are expected to follow all the steps of a live fire drill. It became apparent that, despite the reports being radioed in, one gun crew was not following all the steps. Jeff could see that the gun barrel was not moving as the target coordinates changed. Jeff ordered, "To the rear of the piece, face the piece, fall in." That order is an indication that something has gone wrong. Jeff asked Staff Sergeant Stafford, the section chief, to speak privately. He asked Sergeant Stafford what was going on, and the Sergeant began an illogical and nonsensical explanation of what had happened. Unhappy with the response, Jeff cut his explanation short by giving the order, "Come to attention." "I've only done that three times in my career. I had to do it so he would stop and listen."
Jeff carefully watched Sergeant Stafford during the next six months and was pleasantly surprised to see the Sergeant had "really changed his tune after that." Jeff asked the Sergeant to see him in his office one Friday after formation. When Sergeant Stafford entered the office, he saw a counseling form on Jeff's desk. Sergeant Stafford said, "Oh no, what did I do now?" Much to his surprise, Jeff had chosen to counsel him on how well he had performed over the past six months rather than focus on his initial poor decision. Sergeant Stafford said, "I didn't expect this." Jeff said, "Keep it up. You're doing good work." Jeff chose to catch Staff Sergeant Stafford doing something good, memorialize it, and place it in his personnel file. Positive leadership.
Jeff attended the Officers Advance Course, and in 1990, his next assignment was in Germany, where he was the Assistant Operations Officer. Jeff learned much about leadership from his battalion commander, Lieutenant Colonel Wilson, a quiet but effective leader. "He held people accountable and gave them space to let them do their jobs." Jeff was slated to assume command of Bravo Battery, followed by a pending deployment to Desert Shield/Desert Storm. The hostilities concluded quickly, and an Army drawdown followed. The Army inactivated his battalion. He had yet to command, the necessary next step on his career path. After a few calls by his boss, Jeff was assigned to the 1st Battalion, 27th Field Artillery (MLRS). He assumed command of Bravo Battery, 1-27 F.A., in December 1991.
The departing commander had a very dictatorial style of leadership. He told Jeff during their transition discussions, "They're like a country, and I'm the dictator." He kept the curtains on his office closed and tightly controlled the flow of information and feedback. Now a captain, Jeff slowly changed how the unit operated. He opened his curtains and was more inclusive in the flow of information. One memorable incident stuck out in Jeff's mind. His predecessor started the process to chapter a Soldier with a record of reprimands. The Soldier approached Jeff and said, "Sir, I know I will be seeing you, but I just wanted you to know I just want to finish my tour." Jeff read his file and received input from the Soldier's platoon sergeant, Sergeant First Class Pope. "Sir, he did wrong, but more importantly, he has a drinking problem." Jeff was now faced with a decision to dishonorably discharge the Soldier or get him help. Conferring with and trusting his Sergeants, Jeff made the decision to give the Soldier a second chance. Jeff advised the Soldier that he would be busted down a rank, restricted, and placed on extra duty. He would also have to get help for his drinking problem, and he would continue to serve.
Shortly thereafter, the battery was on a field training exercise. There was a problem closing off the roads so they could execute a live fire drill. The young Soldier took the initiative to resolve the problem, and "he saved the day." Jeff recalled, "Here is a guy we were going to throw out of the Army, and he just saved our ass, all because of Sergeant First Class Pope." It's all about the Sergeants.
Jeff left his command tour in 1993 for an assignment with the ROTC at Wake Forest University and Winston Salem State University, an HBCU. He taught freshman and senior students the fundamentals of leadership. Knowing the importance of the relationship between the 2nd lieutenant and the platoon sergeant, Jeff decided to expose his students to that dynamic through role-playing exercises. "It's the most important meeting they will ever have." It was an opportunity for Jeff to make better leaders. "It was eye-opening for them."
In 1996, Jeff was assigned to Fort Leavenworth in Kansas. Jeff was told he was on track for Command and General Staff College (CGSC). The CGSC is where majors and lieutenant colonels spend a year studying leadership and brigade, division, and corp level operations. He thought he would spend a year working on the staff and then attend CGSC. He was not selected and instead received orders to the 4th Infantry Division at Fort Hood (Cavazos) in Texas. Jeff had reached a crossroads in his career, and he began to ponder his next step. At the 4th Infantry, he was the Chief, Force Modernization. The 4th Infantry was the Digital Division, where the Army tested the latest technologies. After a successful year as the Chief Force Mod, Jeff became the Executive Officer of the 3rd Battalion, 16th Field Artillery. As the XO, he viewed one of his most critical informal duties as being the platoon leader for all the lieutenants. Jeff was selected for CGSC and returned to Fort Leavenworth.
In July 2001, he received orders to the Pentagon to be a staff officer in the Army Operations Center, handling operational personnel matters and evacuating noncombatants worldwide. He was also appointed the lead for the Army G-1's continuity program.
On September 11th, 2001, Jeff scheduled a meeting to introduce himself to the continuity team members. He and his colleagues were watching the events at the World Trade Centers unfold when Jeff received a phone call telling him to call his sister. When Jeff reached his sister, she told him, "Get out of there! There is a bomb at the Pentagon." Jeff says, "We didn't know the Pentagon had been hit until 15 minutes or so after the plane hit the building." When they saw water pouring in and could smell the smoke, they knew there was a problem. People started to make their way into Jeff's area, disheveled, and clothes spotted with soot. "They knew that was their job. They came to their battle stations: a computer and a telephone." Jeff was a member of a team that maintained Army accountability, and they spent the next several weeks accounting for all Army personnel worldwide.
Jeff anticipated a deployment to Iraq or Afghanistan, but the Army needed him elsewhere. In 2003 Jeff was selected to be Chief, Force Management for USARPAC, Fort Shafter in Oahu, Hawaii. The USARPAC covers a large geographic area, including Hawaii, Alaska, Japan, and South Korea. Jeff was given significant latitude and spent much time traveling within the region, the mainland, and the Pentagon to transform USARPAC into a dynamic four-star level command.
This tour ended with Jeff preparing a plan called "Pacific Transformation," a briefing his senior leaders presented to the Vice Chief of Staff, Army. After the VCSA approved the plan, Jeff recalls the USARPAC Chief of Staff looking at him and saying, "Okay, Jeff, you can go now." He was selected to attend the Army War College (' 07-'08) in Carlisle, PA, the Senior Service College that educates and develops leaders for service at the strategic level while advancing knowledge in the global application of landpower.
Jeff was promoted to colonel and returned to the Pentagon as a chief in the Army's Force Management Directorate. He was responsible for the accurate accounting and documentation of the Army, including the Active force, Army Reserve, and the Army National Guard military and civilian members—over 1.7 million positions. He and his team also developed and coordinated Army-wide reorganization and standardization initiatives to increase the capacity of operational units and meet global demand for Army capabilities.
In January 2011, Jeff deployed to Iraq. He was the Chief, Force Management, United States Forces, Iraq (USF-I). His job was the delicate balancing of bringing in new capabilities while planning the redeployment of all U.S. forces from Iraq. He had a joint staff made up of all services and civilians. Their job was to recommend how and when forces should be redeployed to the Commanding General, USF-I. They were developing a plan and timeline for the orderly drawdown of all U.S. troops from Iraq when President Obama announced that all U.S. troops would be home by the holidays. Jeff and his colleagues successfully endeavored to meet the President's timetable.
While deployed, Jeff connected with one of his former staff members from his tour at the Pentagon who was now working on the National Security Council at the White House. He suggested Jeff come to work for him. Jeff's first role was the Director of Continuity Policy. "Our job was to make sure the country is prepared for a bad day." There were many lessons learned in Jeff's career. The lesson from this experience applies to any career, not just the Army. "You never know when one day you will be working for someone who used to work for you." He later was dual-hatted as the Director of Continuity Policy and Senior Director, Response (acting). In 2015, after three and a half years, Jeff left the White House and retired from the U.S. Army after 30 years of service.
Jeff continued to serve as Chief of Staff and Director of Requirements at offices within the Department of Homeland Security. Jeff concluded that he could be more helpful to others consulting on leadership and left to form his own business, Marquez Leadership, Culture & Strategy, LLC. He is also writing a children's book on basic leadership principles.
Jeff, we thank you for a career of service to your country and for training and leading men and women to become better decision-makers and leaders.