How To Become A Warrant Officer

For consideration as a Lieutenant within the Intelligence & Analysis Crime Unit, Regional Operations & Intelligence Center. my experience of supervision, dealing with outside vendors and ability to manage complex data systems would make me a good fit for the Intelligence & Analysis Crime Unit. Used by the NJSP and various outside agencies, the Voicebox system is a primary tool of police wiretapping operations. Furthermore, I have managed the entire MAPPS System software, this includes negotiating with outside vendors and writing of waivers each valued at a quarter of a million dollars or more. Having been an assistant unit head since 2011, and in charge of two enlisted and five civilian personnel, my experience in managing personnel is established. My current assignment in the MAPPS/SPU Unit has required a wealth of different skill sets including, editing and writing SOPs, completing MAPPS Supervisory Training Lesson plans, and instructing hundreds of new supervisors.

Considered the “backbone of the Army,” the Army NCO corps is facing a massive shortage of qualified Soldiers thanks to the down-sizing of military forces after a decade and a half of wars, and the seasoned NCOs either separating from the military, retiring, or recovering from combat related injuries. Through a Department of Defense policy that was implemented in 2005 to expand the NCO corps, which ultimately lowered the bar for promotion,

I have seven years’ experience in office management and administrative support for the Maneuver Captains Career Course (MCCC) on Fort Benning, GA. As the Lead Administrative Assistant

I, Marshall Tollie Weldon, am originally from Franklinton, North Carolina. Prior to graduating from Franklinton High School during 2012, I swore into the United States Navy in 2011. My goal was to become a corpsman for the four years of my contract, but due to the overdemand for that occupation I was reassigned the job of an Aviation Electrician’s Mate. During my first year in the military, I underwent training at Naval Air Station Pensacola from 2012 to 2013, and was given orders to Naval Station Norfolk for the remainder of my enlistment. While at the command VAW-120, I quickly acquired all the qualifications for my job and became a shift supervisor from August 2013 to June 2016. After three years of working at this command, I received the

In response to the current vacancy announcement for Sergeant First Class, I respectfully request consideration for assignment as Assistant Station Commander of Hope Station. In my 17 years of dedicated service, I have gained the experience that accurately represents my comprehension of supervisory principles. The attributes I possess, in addition to my experience, adaptability, leadership qualities, and assignment history, are essential to succeed at the next level of supervision. It is my goal to advance in rank and further my career in a higher leadership role. My job-related knowledge and skills include more than16 years of Field Operations exposure at various stations throughout Troop B and Troop E Bloomfield Station. My diverse

I enlisted into the military at the age of 19 where I began my career as an Infantry rifleman. During my basic training at Fort Benning Ga, I went through 14 weeks of training to become highly a trained rifleman. While at Fort Benning I qualified expert during basic rifle marksmanship and also expert during advanced rifle marksmanship. For the final 10 weeks of my time in training, I was chosen as the Platoon Leader for my Platoon of 53 men. During the final 2 weeks at Fort Benning, I went through a series, of many competitions, from stalking, to land navigation, operation of radios, to disassembly and assembly of 6 different weapon systems. And finally upon graduation, I was honored to be recognized as the Distinguished Honor Graduate of the company. Also receiving a letter of recommendation from the Brigadier General over the Ms Natoinal Guard. After returning from training, I was assigned to B Co. 1-155th CAB out of Poplarville Ms, where I served from 05/2015 to 12/2016. During my time with B Co., I participated training at Camp Shelby Ms. And Fort Hood Tx. In December of 2016 I went through tryouts, and was selected by the Sniper Section of the Headquarters company of 1-155th, where I am currently serving as an Infantry Sniper. I feel that I would be able to use the training I have received through the military, to serve with Gulfport Police Department SWAT Sniper Team, if given the opportunity.

I was lucky enough to serve as NCOIC of an S2 shop for my first assignment. I was able to utilize my experience within the Air Force Security Forces to execute my duties as Personal Security NCO and Physical Security NCO competently. I was successful and promoted to SSG on 01 October, 2007, the one and only promotion board that I have attended. I was selected based on the success of my battalion’s Physical Security Inspections to be the brigade Physical Security NCO. I served in this position admirably until I received orders to the 4th Infantry G2 ACE,

Respect towards commissioned officers and senior enlisted personnel has been instilled in us since the days of Valley Forge. The Human Resource Sergeant has continued to institute the same culture. The welfare of Soldiers and providing customer service for their needs. No one can say the Human Resource Sergeant is not an essential and life-long member of the United States Army. Although technology has changed, our attitude towards our profession’s values and beliefs remain the same. We have consistently attributed our improvement to those before us who have paved the way to become more than just professionals in our field. They have shown us institutional knowledge and a fundamental understanding on providing the best service we can to all those around us without compromising our integrity. We have remained the commander’s walking regulation on all things readiness and

I recognize that consistency in your WOAC disussion boards, and remeber how you followed the same modis operandi in the basic course. In your most recent discussoin you identified WOSSE as the mandatory development course for CW4s and CW5s en route to the CCWO gig, and completion of said course would produce a CW4/CW5 who is prepared...."On Paper" to fulfill the DA PAM 600-3 duty of advising the Commander in the formal role as a part of a Command Team. This brings to mind the long standing truth: Make sure your paperwork is squared away. I feel strongly that the warrant officer, above senior enlisted and commanders, is the carrier track that is most influence by personality. I think warrants do a better job of identifying the right person for elevated positions of responsibility, and then molding and/or shaping their records accordingly; almost retroactively. What do you

I currently serve as the Squad Leader of a nine-man Airborne Ranger Rifle Squad. I prepare my squad to deploy to a tactical environment worldwide within 18 hours. I am responsible for the individuals in my squad and their collective training. I am responsible for the accountability and maintenance of all assigned equipment valued in excess of $250,000, while ensuring the professional development of my subordinates. I am responsible for the health and welfare of all members of my Squad as well as their family members. I have additional duties as a Senior Jump Master, Fast Rope Insertion Extraction Master, Squad Demolitions Expert, Range Safety Officer, Unit Prevention Leader, Company Reenlistment NCO, and the Platoon Marksmanship Trainer. I

There is a point in a Soldiers career where you have to make a decision that best suits you. In 2007, the Army Acquisitions Corps (ACC) offered me the opportunity to be a part of something new. Having already been actively involved in the acquisition community, providing for the war fighter, and feeling a sense of accomplishment in doing so, there is an internal sense of pride in being a part of the newest Military Occupational Specialty (MOS) in the United States Army, 51C; Acquisition, Logistics and Technology Non-Commissioned Officer (ALTNCO). Making the transition into a new career would present me with a number of trials and tribulations, which lead me down a path of self-analysis and unit assessment regarding the lack of future planning to help properly build the enlisted contracting workforce. If the organizational design included personnel of various Military Occupational Specialties to handle the support roles of the unit, the mission focus, through practical application and training, would have led to the establishment of a stronger, more knowledgeable, and certified enlisted contracting workforce.

Current Chief Warrant Officer (CWO) eligibility requirements allow E-6 applicants to compete for CWO. The eligibility requirements not only allow for the eligibility of an E-6, but loose standards for E-7, E-8, and E-9 exist as well. This allows for a nonstandard means of leadership opportunities and unequal qualification standards. Therefore, CWO requirements need to be changed.

In 1974, on Fort Benning, GA a group of men sat at the United States Army infantry school pondering words that would create a creed to which noncommissioned officers could use as a yardstick to measure themselves against. What began as the acronym “NCO” later transformed into the single greatest publication ever produced by the Army which is known as The Creed of the Noncommissioned Officer (Chandler, 2014). Contained in this one page document one will find a perfect combination of words and ideas that outline the basic responsibilities of a noncommissioned officer and additionally, this publication serves as a code of conduct for our soldiers to use today. Although nearly every noncommissioned officer could recite this creed on demand, not

Entering any of the United States Armed Forces as a commissioned officer, like many other professions everywhere, requires at least a baccalaureate education. And an institution’s reputation may further support that effort by tangibly accelerating career trajectory, especially near the beginning. Under those circumstances, graduates from any of the Military Service Academies regularly garner assignment preferences in addition to networking advantages over the course of their careers. After that, the Reserve Officers’ Training Corps (ROTC) programs utilized at select colleges and universities across the United States rounds out an ever larger mosaic.

I have had much academic and practical training which is relevant to this position. I have recently graduated from the Fort Still Noncommissioned Officer Academy, where I took the WLC (Warrior Leader Course). Upon completion, I was awarded the NCO