In 2010, Finger Lakes Council merged with Otetiana Council to form Seneca Waterways Council. The first two years nothing really changed for me. I was promoted to Sr. District Executive and was assigned the responsibility of mentoring a new District Executive. I continued to improve my District and Camp Babcock-Hovey. 

       In 2012, I was promoted to Field Director, I gave leadership to a team of six District Executives and one support staff. Plus was now the Camp Director for Massawepie Scout Camps, a much larger operation than Babcock-Hovey. As a Field Director I worked on team development and motivation, goal setting for individual and team achievement. I excelled at offering mentoring and guidance to my team as we developed a quality volunteer and executive relationships. As the Camp Director of Massawepie I improved the working relationship with the Scoutmasters and camp staff. Began to repair the relationship between the camp and the Order of the Arrow. 

       Most of my responsibilities were all traditional districts. But the City of Rochester has a large ScoutReach program and as a Field Director was often tasked to help fill in as needed. I also took on the challenge of a 1.5 million dollar Popcorn sale, working on the logistics of warehouse and unit delivery to increasing unit participation. The challenge of running the Popcorn sale while also supervising camping operations was a real trial by fire of time management. 

         During my time as Field Director I learned several things. One, how to manage a team of people that may have different plans and different ideas on how to accomplish their work. Two, how to help people learn what they can and can't do, so everyone can be successful. Three, working the plan from the top in way that those at the bottom feel impowered to make it their own. In general I learned how lead people who are all on the same page in the Army. As a Field Director I learned how to get people on the same page and be successful.