Ltcol Acosta Case Study

CW5 Jeremy Light distinguished himself through exceptionally meritorious service during 29 years of service to the United States Army. CW5 Light’s technical competence, superb leadership skills, and tremendous devotion to duty have contributed immeasurably to every unit he served with throughout his career. He has served with distinction in ever increasing positions of responsibility, culminating as the Senior Ordnance Logistics Officer for the 21st Theater Sustainment Command and United States Army, Europe.

SFC Weems has served the Kansas Army National Guard in multiple positions of importance. From 1994 to 2001 SFC Weems served with HHC 1-108th AVN BN as a Supply Clerk; from 2001 to 2005 with HQ 235th Regt as Supply NCO; 2005 to 2009 with 1-235th Regt as OCS Company Training NCO; 2009 to 2012 with DET 1 Recruiting

The determined work ethics , hands on administration and industrious management allowed the forward logistical elements to successfully transition the 250,000 capacity bulk fuel farm to calculated bulk fuel during the re position and re posture of United States Division North soldier throughout the Diayala province. SFC Powell accomplished his through constant contact with logistic Civil Augmentation Program III and IV management and the forecasting and management of class III (B) expenditure rate. The priceless heading was given and also directed that enable the detachment on meet every last one of timelines in the move on the bases of the Iraqi administration. As much predominant administration and supervision Additionally enriched the sum united states Division-North warriors in the black jack operational need aid for 24 hours bulk fuel support, 24 hours ammunition storage, Furthermore multi class supplies. Sergeant five star Powell's activities would over keeping for the finest custom for military administration Furthermore reflect different credit upon himself, United States Division-North ,and the United States armed

CW3 Smith was responsible for the fielding CGSS-A throughout the entire CENTCOM theater serving the all three Army Compo, strategic agencies and contractors. She was responsible for the management of 800-850 DODDACs from the initial request, alignment, funding, activation and execution. Ultimately, she resolved over 1000-1200 work orders weekly. She sent countless man-hours resolving matters for ASG, 1TSC, CJTF and tenant organizations to ensure forward forces where efficiently equipped in Afghanistan and Iraq.

Mr David C. Martino is a native of Bridgewater Massachusetts. A graduate of Northeastern University as a ROTC Distinguished Military Graduate, he commissioned as a Second Lieutenant in the Field Artillery in 1982. Over a 24 year active duty career he held a variety of command and staff assignments from Platoon through the Department of the Army level staff culminating with command of the Division Artillery (DIVARTY), 101st Airborne Division (AASLT), Chief of Staff,101st Airborne Division (AASLT).

1. Field or Incident Commander (FC) is the highest ranking official at the scene who would be situated in the Command Post. Here the FC greets the media and provides briefing and updates to them. Next in command are the Tactical Supervisor and Negotiation Supervisor. Command over the perimeter security units and the tactical response team is the responsibility of the Tactical Supervisor. They also maintain communication with the negotiating team and plan the tactical operation. The Negotiation Supervisor is responsible for the functioning of the negotiating team and provide liason with the Tactical Supervisor. They must also act as a buffer between the negotiators and any "outsider." Next, there is the Primary Negotiator (PN) who contacts

In the summer of 2011, I was sent out advance party to Twenty-nine Palms to set up and coordinate initial ammunition supply point for Desert FireX. Prior to leaving Camp Pendleton, I was required to draft up my plans for the a field ammunition supply point, in addition to displaying my outline for the vehicles’ combat load. While using the approved plans to set up the ammunition supply point, I also pre-staged the ammunition segregated by each firing battery. After the field ammunition supply point was established, it was my duty to guard and maintain accountability of the millions of dollars worth of ammunition over the course of three days. Upon arrival of the first wave of gun trucks to load the ammunition, it was expressed that a couple

SSG Heiter facilitated safe ranges for over 1000 Soldiers trained at KSTC range facilities without incident annually since 1999. He led safety and fire control teams to ensure no range fires effected operations or range equipment. As the NCOIC for all environmental testing and safety, SSG Heiter excelled with the unit receiving high marks and praise for facilities and range environmental practices throughout his service to the unit.

While serving as a Supply Sergeant with Supply and Transportation Troop, Regimental Support Squadron, 3d Cavalry Regiment, SSG Steele was directly responsible for management of $29 million worth of organizational equipment. Her technical knowledge and responsible work ethic contributed to the overall mission accomplishment of the troop. SSG Steele coordinated all logistical planning of equipment for two change of commands with zero loss of equipment.

SGT Ruiz was the caswal operator for the Battalion range destine. He made sure all 70 m2 weapon crews had working pop up targets to qualify on. Those responsibilities meant going down range before the range went hot and after the range went cold to make sure all target systems were fully operational, targets were visible for the firers, mechanical issues where fixed and the range was run

Divisional LCPO; planned, organized and managed the daily activities of 30 personnel resulting in 50% advancement and three Sailors of the Quarter during a four year tour.

During his time as the DES Operations Officer, Major Wagoner was the lead planner in the development of the FPCON Bravo support design to the installation. His knowledge and expertise allowed him to successfully coordinate with the Division Staff, Garrison Directorates, and the Directorate of Emergency Services to provide a robust reaction force that played a vital role in providing law enforcement and other emergency services during two 1st Infantry Division Command Post Exercises.

Empowered subordinates at all levels. Kept CoC informed of all critical sustainment shortfalls and operational challenges that could impede logistics throughout the four Army camps in Kuwait. Always went the extra mile to accomplish the mission. Responsible for the 11-member TDY team to ACC-RI for the month-long technical evaluation of the ASG-KU's $2.7B Base Operations and Support Contract.

He provided 50 midterm and performance evaluations, submitted six Sailor of the Year packages, updated 42 Division Officer Records, and provided personal and professional mentorship to the entirety of the N3 department. He supervised eight Circuit Actions personnel in the review and correction of 358 circuit block diagrams and the transition from the aging Asynchronous Transfer Mode system to the Multi-Service Provisioning Platform. He supervised 36 Technical Control Facility operators through four supervisors in the daily monitoring and troubleshooting of 358 mission-critical circuits and the processing of 1,000 Emergency Action Messages to tactically deployed submarine units in the Far East Area of

Served as the Senior Personnel Sergeant of a Battalion consisting of 1000 Soldiers. Advised and assisted the Commander, NCOs, and Soldiers on personnel matters; reviewed and consolidated reports, statistics, and personnel actions submitted to higher headquarters; assisted unit's with Military Personnel Record Jackets (DA 201 Files), pay and finance records, and medical and dental records; advised the commander on personnel strength, shortages, provided technical guidance and training a section of 6 Soldiers; supervised and managed the processing and tracking of all personnel actions, awards, NCOERs, OERs, promotions, leaves and passes; and processed and ensured SIDPERS transactions were submitted in a timely and efficient manner. Assisted