Nicholas J. Pierce

As an Assistant Port Director, I oversee multiple Ports of Entry (POE) within the greater San Diego region to include: the San Ysidro POE, West Pedestrian Facility, Cross Border Xpress, and the Port of San Diego (PoSD) Airport / Seaport. Combined, these POEs witness 34,463,196 travelers, 35,651 cargo containers, 33,846 pounds of narcotics seized, and over 3,500 arrests per year. Leading a team of over 1,000 employees, I manage their professional growth and direct their efforts across a spectrum of inspection, intelligence analysis, examination, and law enforcement activities focused on counter-terrorism and the movement of individuals, vehicles, and goods. Previous to this permanent appointment, I served as Acting (A) Assistant Port Director at SYS from March 2024 - July 2024.

• Launched a Toughpad Pilot Program in the vehicle secondary lot to improve inspection and clearance efficiency. The program assigned two officers to manage vehicle clearances via mobile devices, allowing others to focus solely on inspections, which streamlined vehicle processing and reduced exit delays. This success highlighted the value of mobile technology in improving speed and accuracy, with plans to refine and expand the program further.
• To address operational challenges during peak summer traffic, I collaborated with the National Treasury Employees Union (NTEU) to temporarily shift in our standard overtime practice which was necessary to handle the increased workload during the busy summer period. After summer, I successfully reverted to the original practice to boost officer morale.
• Responded to manager feedback for more responsibility and mentorship by creating a Pedestrian Chief Pilot Program. This initiative empowered Chiefs to take on direct oversight and mentor first-line supervisors within a structured environment, supporting their professional growth. The program enhanced operational efficiency by aligning leadership development with the demands of managing high pedestrian volumes, creating a successful model for future initiatives.
• Serve as a mentor within CBP's formal mentorship program, guiding colleagues in their leadership development, providing constructive feedback, foster open communication, and create a supportive environment to help mentees strengthen their leadership skills.
• Oversee an operating budget of $15,041,266 across the full range of passenger programs, balancing the facilitation of legitimate travelers and directing border security programs.

As a Watch Commander, I have held positions of responsibility in various capacities. At the SYS POE, I oversaw the largest land border in the United States, which includes SYS, Pedestrian West, and the CBX, with an annual influx of 15,877,214 vehicles and 9,425,525 pedestrians. Leading a team of 350 employees, I managed their professional growth and directed their efforts across a spectrum of inspection, intelligence analysis, examination, and law enforcement activities focused on counter-terrorism and the movement of individuals, vehicles, and goods. Additionally, I served as Watch Commander for the Planning section within the Southwest Border Coordination Center (SBCC) and Region IX Emergency Operations Center (EOC) construct, where I coordinated comprehensive document tracking, contingency planning, data analysis, and nurtured robust partnerships with over 90 stakeholders on a weekly basis. In my current role within the San Diego Field Office's (SDFO) Border Security Division (BSD), I oversee 16 managers across various units, including the Criminal Enforcement Unit (CEU), Special Response Team (SRT), International Liaison Unit (ILU), Joint Terrorism Task Force (JTTF), Counterintelligence Task Force (CITF), Emergency Management, Security Liaison, Health & Safety, and Medical teams (ESH-M).

• At the SYS POE, I restructured JTTF and Tactical Terrorism Response Team (TTRT) information flows to enable a more fluid flow of information from Frontline to the Federal Bureau of Investigation (FBI) and National Targeting Center (NTC).
• Evaluated contingency plans for quickly evolving situations and tactfully drove them forward to execution. For example, I coordinated and planned for mass migrations in September 2021 by collating Mobile Field Force (MFF) personnel and SDFO's enforcement teams to establish a robust enforcement posture to ensure border integrity and security.
• Developed an SDFO Mobile Tracker Standard Operating Procedure (SOP) for the procurement and utilization of GPS trackers to eliminate the need to rely on resources from other agencies, and established the Field Investigative Support Team (FIST) within CEU which conducts follow-up investigations on cases with the Assistant United States Attorney (AUSA), coordinates the return of missing Material Witnesses, and conducts proactive investigations with a nexus to SDFO POEs.
• Oversee the development and implementation of comprehensive plans, procedures, operations, and tasks across multiple divisions to ensure that each POE has its necessary resources. This includes organizing training programs such as Vehicle Pursuit Passenger (VPP), Advanced Enforcement Officer Training Program (AEOTP), and Seized Property Security Detail (SPSD). For instance, I collaborated with SRT and MRD to conduct thirteen (13) VPP training sessions to achieve full staffing for Frontline for FY 2024. Additionally, I maintain regular communication with the Government of Mexico (GoM) and collaborated with CBP's Office of International Affairs (INA) to embed an ILU supervisor within the Tijuana International Airport (TIJ) as a CBP trainer to assist GoM officials.
• Author SDFO's time-sensitive documents for HQ, such as the Title 42 Contingency Plan, Reconstitution Plan, and a localized plan for Operation Apollo, completing them within the small turnaround time provided. Additionally, I review SDFO and each POEs’ written programs which include the Hazard Communication Program, Confined Space Program, Bloodborne Pathogens Exposure Control Program, Heat Illness Prevention Program, Continuity of Operations Plan (COOP), Occupational Emergency Plans (OEP), and Facility Security Plans (FSP).
• Designated as the official responsible to provide written responses to congressional inquiries regarding organizational plans that address staffing levels, resources, processing capacity, transportation capacity, and holding capacity.
• Translated DHS, CBP, and SBCC goals into localized action plans by creating daily briefing reports and innovative documents for senior leadership. These included a Situation Report, SCO Command Brief, LFC Briefing Document, Land Expulsions to Mexico, Country Removal Guidelines, and CBPOne Processing Targets. Additionally, I developed a non-sheltered release document and notification tree list that became uniform Southwest Border-wide due to the predicted impact of street releases, facilitating instantaneous communication from CBP to stakeholders and enabling a single, unified response in affected areas. This approach proved successful when over 17,721 non-sheltered releases occurred during the activation of the EOC.
• With experience gained in the San Diego Operations Center (SDOC), I educated frontline leadership on proper reporting procedures, ensuring a consistent and accurate flow of information through the chain of command.
• Delegated tasks to subordinate managers based on their expertise and capability, mentoring them on liaising with General Services Administration (GSA) and KCorp Technology Services (KTS) to complete nine (9) Safety Inspection Report deficiencies, and regarding critical policies applicable to individuals in CBP custody, including National Standards on Transport, Escort, Detention, and Search (TEDS), Prison Rape Elimination Act (PREA), and the Flores Settlement.
• Educated the workforce on various resiliency programs, including Peer Support, the Chaplaincy program, Employee Assistance Program (EAP), and the Office of Workers' Compensation Programs (OWCP). I successfully promoted a supportive and inclusive work environment where employees felt empowered to seek help and support when needed.
• Play a key role in assessing interview applicants for promotion, and provide constructive feedback to unsuccessful candidates.
• Well-versed in the Equal Employment Opportunity (EEO) process and have served as the management official in EEO mediation cases and have actively participated in diversity events and mentored on the importance of diversity as I recognize the significance of fostering a diverse and inclusive workforce.
• Possess knowledge of the collective bargaining agreement (CBA) and a comprehensive understanding of its requirements and procedures to uphold a balanced and compliant labor-management relationship, regularly coordinating with SDFO's Mission Readiness Division and Labor & Employee Relations (LER) for matters related to employee discipline.
• Oversee twenty-two (22) Task Force Officers (TFO) responsible for ten (10) distinct lines of effort aimed at bolstering national security, intercepting narcotics, furthering investigations, and fostering partnerships with external agencies, all leading to the realization of each Port Director's priorities.
• Mentored subordinates in managing complex and sensitive political policies, briefings, and discussions, navigating the differing ideologies of California and Arizona with care and concern, while also developing their skills to effectively prepare for and lead meetings with stakeholders, emphasizing the importance of preparation, planning, and critical thinking to foster new habits of thought and reflection.
• Introduced a methodical approach to fulfill administrative obligations by establishing clear milestones, deliverables, and objectives. For instance, I took the Leadership Engagement and Development (LEAD) program, which aims to enhance employee engagement and development, and crafted a plan which resulted in 100% of my employees engaging with their first-line supervisor.
• Created and executed Operation Iron Gate, which oversaw the collection, organization, and dissemination of analyzed data from Pre-Primary Document Verification (PDVT) lane crossings during a surge in vehicle evasions. By utilizing predictive analysis, evasion incidents decreased by 25% following the monthly dissemination of a report highlighting optimal resource allocation. I, in turn, also created an Admissibility Enforcement Unit (AEU) SOP providing clear guidance to CBP Officers in processing noncitizens seeking asylum, from initial encounter to turnover to AEU personnel.
• Served as the Point of Contact (POC) to bridge partnerships regarding complex issues. For example, I brought together Phoenix Sky Harbor International Airport (PHX) authorities and a Yuma NGO to reduce the number of noncitizens that were not travel ready. My engagement reduced the number from 50% to only 3% within two (2) months. I also collaborated with Arizona and Nevada to facilitate NGO-to-NGO movements from Yuma, AZ, to Las Vegas, NV. This effort led to the establishment of a new NGO, Lighthouse Charities, which began receiving migrants to alleviate other saturated areas. Furthermore, logistical issues emerged at PHX in February 2023 due to the Super Bowl, exacerbating resource strain when combined with the influx of migrants received from Yuma. Through my collaboration, a mutual agreement was reached in which the Yuma NGO gradually transported migrants to PHX and the new NGO in Las Vegas, NV, resulting in no operational impact for either entity.
• Served as the local POC to engage with private companies, securing a single-line reservation system, from Amtrak, which provided NGOs with a dedicated telephone number to facilitate reservations for noncitizens, held discussions with Greyhound to expand bus routes in Yuma to Las Vegas and Los Angeles, facilitated a partnership between United Airlines (UA) and the Yuma NGO, to streamline the reservation process and confirm UA flights in advance, connected Arizona Senator Mark Kelly's staff and Take Two, an organization assisting NGOs in managing travel reservations, and lastly, brought together Federal Emergency Management Agency's (FEMA) reimbursable Emergency Food and Shelter Program (EFSP) staff and prospective NGO groups who were interested in providing a system of care to noncitizens.
• Oversaw the coordination of 1,360 bus and 245 flight decompression movements, the deployment of 5,593 support personnel, the acquisition of 5,441 resources, the deployment of 40 coach buses and 29 caged vans, the training of 45 CBP EMTs to provide telemedicine support, and the submission of Unfunded Requests (UFR) for 253 radios for the Tucson Field Office (TFO) costing $2.5 million, for two (2) soft-sided facilities for CBPOne processing costing $1,067,605, and for TFO to obtain 30 Commercial Driver's Licenses (CDL), costing $83,850.
• Successfully mediated and resolved a $20.4 million dispute between Yuma Regional Medical Center, CBP, and Immigration & Customs Enforcement (ICE), coordinating with the Office of the Chief Medical Officer (OCMO), local field offices and sectors, and ICE's local Special Agent in Charge (SAC).
• Allocated resources between SYS, Pedestrian West, and CBX based on requirements and needs, empowering subordinate managers to manage these resources in the most effective and economical way, maintaining an operating budget of $4,500,000 on my shift.
• In determining overtime usage, I ensured the resources requested accurately reflected both the short and long-term plans and objectives of SYS, SDFO, and CBP.
• Led a working group to implement a Port Hardening SOP that was created to prevent security gaps, absconders, and port runners due to a rise in vehicle evasions.
• Review and approve procurement requests from each of my units, which has an operating budget of $1,000,000, prioritizing requests based on available resources and facility levels. Moreover, I advocate for budget increases and successfully secured $205,399.03 for opioid response supplies in July 2023.
• Collaborated with external agencies such as Homeland Security Investigations (HSI), Drug Enforcement Administration (DEA), FBI, Naval Criminal Investigative Service (NCIS), and the Department of Motor Vehicles (DMV) to perform layered enforcements at the POE, including Operations Red Horizon, Magneto, Ship Wrecker, and License Breaker.
• Collaborated with California and Arizona to address concerns, aligning with the Department of Homeland Security's (DHS) whole-of-government strategy. As the POC, I remained informed on policies affecting the United States, DHS, and CBP, adeptly addressing questions and concerns by strategically shaping policy information. Examples include navigating the aftermath of a federal judge striking down Title 42 in November 2022, managing the implementation of a parole policy affecting Nationals of Cuba, Haiti, and Nicaragua in January 2023, and when DHS's Safe Mobility Offices were released in June 2023.
• Regularly engaged with over 90 stakeholders from 49 distinct groups, including state, county, city, and tribal officials, NGOs, law enforcement, emergency managers, advocacy groups, and congressional representatives, providing updates on relevant policies, operations, current and projected encounters, and their anticipated impacts. This consistent communication enabled each stakeholder to establish a baseline of needs and requirements based on current and projected encounter rates.
• Represented CBP at a symposium in Anaheim, CA, where I spoke to 50 emergency managers to highlight DHS's and CBP's planning efforts surrounding the lifting of Title 42.
• Planned, coordinated, and executed four (4) five-hour Tabletop Exercises focusing on post-Title 42 planning efforts and scenarios, involving over 120 executive leaders from CBP, California, Arizona, and Nevada.