Chief Warrant Officer Four Quiles

Becoming a Chief Petty Officer is a significant accomplishment in the life of a Sailor. It is a rank that is honored and respected by officers and junior Sailors. The Navy is the only branch that conducts Chief Petty Officer Initiation training; therefore E-7’s from other branches may elect and benefit from the training. The foundation of the Chief Petty Officer was established on April 1, 1893, and it remains strong due to the past and present chiefs who take pride in their heritage. Being a Chief Petty Officer means assuming greater responsibility as a leader, upholding standards, carrying on a legacy, training, and ensuring junior Sailors promote.

Mr. Jose Cuayo has performed every major duty one can ask for a GS-12. His performance since arriving to US Army Europe is impeccable. Jose’s extensive field knowledge and experience allows him to stamp out fires before they become a command crisis. Although this is his first staff assignment, Jose has assimilated into the command and is performing admirably.

Issues within Special Forces today are not in short supply. Persistent combat operations for the past 15 years have taken its toll on the regiment from combat injuries to the loss of institutional knowledge. In regards to the Special Forces Warrant Officer, a loss of knowledge or to be more specific the lack of time to expand our knowledge base presents an issue. Within the definition of a Special Forces Warrant Officer it is stated:

CW4 Gressard served as the E Company XO for over 10 months, previously as the Nights/NVG Platoon Leader for over a year. During his time as the XO he provided career guidance, leadership, and mentorship to over 70 junior Warrant Officers, 37 Department of the Army Civilians, 6 Allied Officers, 10 Contractors, the Company Commander and 2 First Sergeants. His leadership abilities and genuine care for the members of the company are directly reflected by the overwhelming success and proficiency of this company.

His co workers see him as a peer and a friend. They are never afraid to bring something up to him because they know he will always see it through and make sure it is completed correctly. SrA Quint ran the 22 AMXS Airman Against Drunk Driving program (AADD) where he organized and recruited volunteers that supplied over 200 man hours of work and provided over 2000 wing members safe rides back to their homes. Protecting their careers, their lives, and the lives of others. SrA Quint's commitment to service before self is evident in his quick response to his short notice deployment, he was notified and was ready to deploy in under 48 hours. SrA Quint consistently volunteers to help alleviate scheduling gaps and never lets someone down if they need him to stay and help with whatever they could need. SrA Quint never fails to exceed Air Force standards and pushes his peers to do the same. He has always had over a 95% on his physical fitness evaluations. He works with anyone who needs help getting ready for their own PT tests. SrA Quint has acted as a trainer and a pacer for multiple members leading up to and during their PT tests. He excelled in BMT getting the award of honor graduate and an element leader and carried that momentum into his technical training where he became an airman leader. There he took charge of his fellow airman, lead them through drills and formations, and ran his own wing of the dormitory. At his next technical training base he became the dormitory detail chief where he directed and oversaw new airman and those waiting to move on to their first

He clearly demonstrates a masterful ability to plan, organize, and lead in direct support of the command’s mission. He consistently seeks to attain the next level of responsibilities and hard jobs. As Command Assistant Duty Section Leader, he expertly directed 267 personnel standing 30 shipboard watches in maintaining the ship’s duty section requirements and security posture for over 2,461 assigned crew members. He was essential in the qualification of 103 Messengers of the Watch, 57 Petty Officers of the Watch, and 45 Junior Officers of the

- Competent Supervisor. As assistant supervisor, he led eight sailors in the maintenance and upkeep of FRCMA Oceana’s 65,000 sq. ft. facility resulting in a safe and clean working environment and increased morale throughout the command.

-Led a materiel management team of 39 personnel. Strategically balanced fiscal, material, and manpower resources and ensured contract close out for end of year 2015, resulting in a high level of patient care and command mission accomplishment.

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

- EXTRAORDINARY MANAGER/MENTOR. As Assistant Exceptional Family Member/Family Care Plan Coordinator, he managed headquarters and eight detachments for medical readiness and family security, resulting in a positive Manager's

He is a very resourceful employee. He knows the Ft. Bliss footprint and works well within the system finding creative ways of overcoming obstacles. His teammates and visitors alike call him a true professional and an accommodating logistics resource. He readily accepts accountability for his duties, by attending TRIAD meetings, and does what is necessary to get the job done. He has established himself as vital to the success of NIE/AWA operations.

LT Gallousis demonstrates exceptional hands on leadership in the squadron. His mentorship and work ethic ensures that everyone on the flight line puts forth their best effort. He takes the team and peers under his wings as continually balances a demanding flight schedule with the required maintenance inspections ensuring the squadron has the most aircraft available to fly.

During the fiscal year, I have demonstrated EY Values, I’m constantly in compliance with the firm policies, structures, values and protocols. I also follow the ATH log in policies to always report in office earlier than required and proper process in taking leaves. In each engagement, I take initiative to create and evolve a culture that engages, empowers and energizes our people. I make sure that I present myself as a reliable, trustworthy, and respectable person. In terms delivering of quality and effectiveness, I incorporate EY methodology and apply ATH best practice that leads to excellence in work and drives quality in our profession. I demonstrated analytical thinking when identifying issues and make sound judgment at most critical times.

- ENGAGED LEADER AND MENTOR. As Command DAPA, he planned and executed the training of 600 personnel during 6 ADAMS for Supervisors and 7 GMT sessions, resulting in an overall ??% completion. His direct involvement increased readiness from ??% to ??%; received accolades during IG inspection.

I bring diverse managerial skills and administrative expertise to the wardroom. I successfully filled a gapped NCC and YNC billet while also serving as AO in his absence. This enabled me to gain a plethora of technical knowledge in each position. Due to my contributions to the command, I was presented with the Ronald Wayne Rook Petty Officer Leadership award. I plan to use what I have learned to achieve my goals of becoming a commissioned