Serves as the Installation Property Book Officer for Area Support Group Kuwait (ASG-KU); Supervise and manage property accountability support to one Security Force (SECFOR) Battalion, one Engineer Battalion, one Base Support Battalion, and eight functional detachments ' organizational property all valued in excess of $110M. Managed 35 primary hand receipts and three fiduciary hand receipts for property located at four camps. Identifies, coordinates, and resolves instillation wide equipment readiness, accountability, and management issues with appropriate agencies and end item managers. Provides technical assistance to the BDE Commander and staff directorates. Leads, trains, supervises and provides guidance for three NCOs and two Soldiers. Training With Industry program, White House Fellowship, CSA Strategic Studies …show more content…
An articulate and creative thinker that increased the overall effectiveness of this command. His realistic and relevant approach to action planning creates an atmosphere that promotes collaboration conducive to excellence. CW3 West applies professional competence and skills through the use of effective communication, spearheading a mentorship program for logisticians that increased their problem solving, communication, and leadership skills. CW3 West is rated as 2 of the 4 officers that I rate. Richard is the consummate professional who continues to mentor, develop and prepare our next generation of warrant officers. CW3 West 's complex critical thinking, problem solving and analytical skills make him an invaluable asset to this unit and the Army. CW3 West ranks in the top 20% among the Chief Warrant Officers I senior rate and is my number one as the absolute best property accountability technician in the ASG-KU AOR. Well-rounded and action oriented. His technical expertise, keen judgment and performance surpasses his peers. He has superior potential and ready for strategic level opportunities. Promote ahead of peers to CW4 and send to resident
Chief Madison is an exceptionally hard-working professional, who personifies the core values of our Navy. He expertly carries out the leadership of a Chief Petty Officer and is a constant source of encouragement and inspiration to those around him, continually improving the performance level of the command and Fleet in all areas. His exemplary deckplate leadership, technical expertise, professionalism, loyalty, moral character, strong sense of heritage, commitment to equality and diversity make him a perfect candidate for the 2016 MCPO Anna Der-Vartanian Award recipient. Some of his specific accomplishments include: Transformational Mentor and Teacher: Established an impressive mentorship program from the ground-up at a four star command for 155
During his time at HMM-268, LCpl Gallaghan was promoted to Corporal and became qualified as an Avionics Collateral Duty Inspector (CDI).
Realizing the need, Major General Petraeus soon began to employ the division to work local nationals to restart water and electricity and working to reopen schools (Lundberg, 2008). Lacking any guidance from his leadership, Petraeus took many prudent risks in order to further see these plans through by utilizing his own assets. For example, according to Lundberg, he utilized assets such as Army engineers to begin clearing rubble and debris from cities, villages, and roadways. Conclusion Providing a strong leadership approach and willingness to take risk, Major General Petraeus was put on a mission to develop and implement strategy to establish stability in Mosul, Iraq.
1LT Namkung performed his duties and responsibilities in an exemplary manner during this deployment. He is rated as the top lieutenant for the ASG-KU OCS cell. He vast contractual knowledge base was equivalent to a company grade Acquisition Army Officer. He quickly became the SME on Contingency Acquisition Support Model(cASM) the electronic routing system of record mandated by USARCENT in 2015. He was vital to the OCSC, mitigating contractual stoppages or lapse in life support or services throughout ASG-KU
In the past two years (while on administrative suspension), Sgt. Brown has excelled. All report that she has taken her administrative duties seriously, and is performing rather well under closer supervision. Accordingly, Public Safety planned to place PO Brown at the Academy or make her Chief 's pick.
With reading ATP 6-01.1 it has helped me to understand the meaning of Knowledge Management and Knowledge Management tools that we use every day without realizing that we are. As a society we are spoiled to the amount of digital information that is so readily available to for us to use. The use of computers, tablets, smart phones are tools that we use every day in the military and in the civilian arena.
I am proud to recommend SSG Jacob Worley for consideration as a United States Army Warrant Officer Candidate. SSG Worley possesses the qualities required of a future Army Warrant Officer, specifically those needed to excel in the latest addition to the Warrant Officer Military Career Specialties (MOS), the Cyber Operations Technician, 170A. He has served as my Arabic Language Analyst and NCOIC of Analysis and Production for the 102 Combat Mission Team (CMT) for nearly two years. During this time his technical proficiency, attention to detail and adaptability has been equal and at times, has surpassed the skills of individuals assigned to more technical cyber roles within the team.
The Effective Military Leader Warrant Officer Romero, Philip T. SPC: Captain Dearth, 1st Platoon The book “Black Hearts One Platoons Descent into Madness in Iraq’s Triangle of Death” by Jim Frederick is a true story about multiple leadership failures and six United States Soldiers from 1st Platoon, Bravo Company, 1st Battalion, 502nd Infantry Regiment, 101st Airborne Division who were convicted for their involvement in horrible crimes while deployed to Iraq. The horrific acts including rape as well as murder committed by the soldiers of 1st platoon were a direct result of poor military leadership. Bad leadership will corrupt any military unit.
The working group reviewed, changed and validated the activity Unit Identification Code (UIC) list for each location to ensure ordnance support for units serviced at the load point, updated load plan ordnance quantities to meet current requirements for major and secondary load points, updated allowances, refined Forward Deployed Naval Forces (FDNF) and AEGIS Ashore requirements and discussed Cruser-Destroyer (CRUDES) ordnance asset management
Corporal Dunlap demonstrates great teamwork. He is always happy to assist his fellow officer with incidents by helping them complete necessary documentation, interview witnesses, collecting evidence, or assisting them to write warrants. Whatever is needed, Corporal Dunlap is willing to assist. Corporal Dunlap also provides great assistance to his supervisors by serving as the shift supervisor during their absence. He articulates to officers the department directives and expectations in the absence of their regular supervisor.
The topic of this writing assignment is the Brigade Aviation Element. In today’s day and age, waging a war has never been more complex for commanders. In an ever-evolving battlefield advanced weapons, assets, technology, and information have become both a blessing and a curse to commanders. In a high-paced unforgiving environment, commanders are required to make accurate effective decisions at a moment’s notice. One of the greatest challenges for ground force commanders has been effectively utilizing Army aviation assets in coordination with the ground effort.
CPL Montgomery XXth academically in a class of 96 students. He demonstrated a good understanding of the concepts, principles, and fundamentals of the Army writing style. CPL Montgomery displayed effective oral communication skills throughout the course. He showed strong potential to lead, build trust, and to develop others in any garrison and tactical situation, earning an average of 93.76% on all leadership assessments. CPL Montgomery selflessly assisted his peers on challenging topics, constantly elaborated his ideas and personal experience to the class which created a tremendous positive impact on the overall learning process of the group.
My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success. The 4th ABCT has experienced several challenges that have led to ethical and moral issues along with a lack of confidence in the leadership. A vision will provide the ABCT with a motto, something to up hold. Therefore, how current business is conducted needs to change. In order, to make a change and address the challenges that 4th ABCT
SUBJECT: Information Paper 1. Purpose. To summarize the important parts of the Army White Paper, The Profession of Arms, dated 08DEC10, for the Battalion Commander of 1-22 Combined Arms Battalion (CAB). 2. Facts.
It is important to maintain our equipment because without our equipment or non-efficient equipment, our mission success or readiness goes down. This is especially important in the military because of the seriousness of our jobs. It is in the Army values "I will always maintain my arms, my equipment, and myself." Army Regulation seven hundred fifty dash one establishes policies assigns responsibilities for the maintenance of Army materiel. The provisions of the regulation are applicable to all Army and civil-funded property under the direct control of the U.S. Army Corps of Engineers.