Case Study: LT Roberts

- As a member of the Wardroom Committee, he assisted in the management of a $7,000 budget, in addition to coordinating the acquisition and distribution of wardroom paraphernalia and gifts for senior leadership. As an active Wardroom Officer, he organized 12 hail and farewells and over 20 other Wardroom events, including All Officer Meetings and joint wardroom socials with the crews of vessels visiting Diego Garcia, helping to develop the professional knowledge and camaraderie of the Officer Corps.

He has responded to duty calls and guided these personnel through repurposing equipment on site to serve functions they were not initially intended for. By maximizing onsite equipment’s use he is capable of temporarily resolving more faults then a typical technician, allowing for the highest amount of “On-Air Time”

ensured that the commander's plans were logistically supported. He also spearheaded the prevention of fraud, waste and abuse by

- TEAM PLAYER. Displaying exceptional drive, he dedicated 125 man hours to assist in the rehabilitation of the E28 Arresting Gear which resulted in a passing grade during the annual re-certification inspection. His tireless efforts allowed the command to maintain divert airfield capabilities for U.S. Sixth Fleet Carrier Operations.

The co-ordination and the advising of the Sqn PTI’s demonstrates an ability to guide subordinates. The effortless running of a range package demonstrates a depth of knowledge any good military training instructor should have. The booking of the range, transport,

He excelled as the TF Phantom MEDLOG Officer and Senior Medical Operations NCO for 12 months. He managed all MEDLOG programs to include overseeing 21 teleconferences and the planning and execution of a III Corp MEDLOG conference. He promoted strategic-level medical logistics readiness and tailored medical material capabilities across Corps which helped revitalize the installation's medical equipment readiness capabilities from 80% to 99.7% with a cost savings of $3.6

He accounted for and managed an additional 35,000 pieces of equipment for our civilian contractors in excess of $3M. Additionally, he invested much of his efforts in planning and directing the cross leveling of equipment, which increased the OR rate by 10% throughout the Brigade. He served as a primary trainer, conducted CSDP training for 400 Soldiers and DA civilians at Camp Buehring and Camp

LT Costa fosters an environment of fair and equal treatment. ESD New York has a very diverse background with 34 employees. ESD New York’s crew covers most of the diversity spectrum consisting of race, religion, and age; however ESDs workforce has been 100% male for many years up until recently. The crew routinely used a changing room residing inside the office. This raised serious concerns since this accommodation was not completely private, sometimes you can clearly see personnel changing. Quickly we found ourselves questioning if we were providing the crew with an equal opportunity atmosphere. More grievous were the questions if we didn’t take action would we be unintentionally promoting discrimination and possibly harassment in the workplace.

Due to his outstanding leadership and work principles, SSG Gamble was selected as DOL-N, MMB NCOIC. His day to day management of operations under the largest directorate in USARCENT, with minimal supervision, attests to his extraordinary skills and abilities. He assumed responsibility for oversight of over 300 contracted personnel, validated over 112 applications for installation and vehicular access, trained and mentored peers as well as Senior Noncommissioned Officers in the daily duties of a contract officer

You bring up a valid point about a Special Forces Warrant Officer needing to possess interpersonal skills and mastering cross-cultural communications. I believe that this is gained by experience; especially in the case of an SF Warrant Officer who has several years of understanding in a certain Area of Operations. Combine this experience with studies of the area and a perceptive insight, the Warrant Officer can be successful in a JIIM environment. I would like to think that these skills should apply to every member of the SFODA, not just the Warrant Officer. I think that if these abilities were groomed at an early part of a Special Forces soldier’s career, it would be realistic to think that any member of the Detachment could

SUSTAINED SUPERIOR PERFORMER! Povided expert counsel on personnel issues, crew morale, and operational scheduling. - Extremely efficient in opertionsl planning and organizational skills as he led successful completion of arduous upkeep and kept all scheduled upgrades on schedule. OUTSTANDING ROLE MODEL!

First let’s cover how contract services impacts the experience for active duty personnel. A great example of this is examining the impacts to the Machinery Technician (MK) rating when looking at the Honda Product Service Integrator (PSI) maintenance program. While this program was intended as a cost

Supervised the maintenance of 175 vehicles, 1000 weapons, and 200 pieces of communication during height of operations in austere conditions, ensuring the organization missions could be accomplished without accident worth in excess of $28 million.

His superior MEDLOG expertise and advice were essential in the conduction of 28 Command Supply Discipline Program (CSDP) inspections which incorporated solutions and best practices, which enhanced MEDLOG capabilities for 13 Commands. As a result of his mentorship, four Major Commands received commendable ratings during command inspections. Furthermore, his efforts helped increase the MEDLOG CSDP overall rating from 91% in FY15 to 95% for FY16 across the Corps.

Mr. Bowen played a decisive role in the assessment Identification of a major gap in the HPE maintenance that would have impacted over 1000 VIP/EVIPs throughout the enterprise. Additionally, he spearheaded the effort to guarantee that Commander Fourth Fleet Maritime Operations Center (MOC), Commander Navy Region Southeast (CNRSE) Regional Operation Center (ROC), VIP/EVIP maintained the same level of service necessary to execute their Command and Control (C2) mission. Moreover, he collaborated with HPE, PMW 205, C4F, CNRSE, and CTF 1010 CRM teams, to ensure that all key tasks, milestones and deliverables were carried out and executed on time.