During my first year at the Special Operations Command (SOCOM), I led the development and execution of a decision support model to prioritize Special Operation Forces (SOF) Campaign Activities. This involved all the Theater Special Operations Commands (TSOCs) responsible for exercising control over theater-assigned Special Operations Units. TSOCs compete for constrained SOF unit resources to deploy in their theater where the demand always exceeds the supply. The SOCOM Commander needed an auditable model to prioritize over 1200 Campaign Activities. This involved balancing a portfolio of SOF activities working around the world while ensuring that our commitment to deploy forces is consistent with the budget. The GSOS process involves a series of collaborative activities among several stakeholders over a 15-month period split into three phases. The first phase is to develop a common understanding of the regional plans within each theater of operations. The second phase prioritizes the activities each TSOC proposes. The third phase prioritizes the resources needed to support these activities. To support the GSOS process, I developed the analytical framework to prioritize the Campaign Activities. The framework leveraged state-of-the-art decision analysis practices while incorporating National Strategic Guidance, input from the Theater Special Operations Commands, and USSOCOM priorities. The framework allowed the Commanding General to clearly articulate to the Secretary of Defense USSOCOM force employment priorities against the multitude of National Security threats. The model is now part of the enduring prioritization process enabled by SOCOM’s recent DevOps initiatives to deploy Enterprise accessible applications to collect data and report model results.