SUS Operator Observation

The Soldiers of Alpha Battery, 80th AAA Battalion adapted to their constant environment and altered their specialty. Once they arrived in Ardennes, the unit’s mission changed from Anti-Aircraft, to supporting ground units with 57mm anti-tank gun. These Soldiers were Anti-Aircraft by trade, but adapted their skills to make an impact where they were the most needed. Modern day Air Defense Artillery adapts much in the same way. The ever changing world calls for new systems, different training, and a higher operational tempo. The Air Defense Artillery branch is always changing and adapting to modern military operations. The 21st of December proved how vital Anti-Aircraft Soldiers were to large combat operations. Their training allowed them to operate the 57mm anti-tank guns which turned out to be vital to stopping the German advance and eventually securing victory in Europe. In today’s military operations the Air Defense Artillery protects vital areas from aerial attack allowing Operation Commanders a location to land troops and supplies. Every battle and war is dependent on a supply route and without a secured supply route, no combat element can secure a victory. The 80th AAA Battalion proved how their adaptability and their support of large combat

Training objectives must support the mission profile and meet the commanders desired end state. Prior to the 56TH train up at the National Training Center (NTC) the deployment location changed from Iraq to Afghanistan (case study). Changes to mission essential tasks were not identified prior to NTC, resulting in the BCT training on collective tasks and validated during MRE based on the Iraq mission profile. However, the shift to the Afghanistan mission profile created gaps in training not identified until units arrived at Bagram Air Field (BAF). i.e. the BCT had to establish an MRAP drivers training program at BAF extending the RSOI process. Training gaps were not limited to company level shortfalls as battalion and brigade staffs were not able to anticipate potential threats and capitalize on opportunities. (case study 2)

To answer this gap, the Office of Special Warfare (OSW) was developed to be the focal point for USASOC’s UW capability. With this change, each 4th Battalion across the regiment was redesigned to build a build a full spectrum UW capability in support of the Theatre Special Operations Command (TSOC) and Joint Force Commanders. It was during this re-design that the modern Jedburgh was re-born. Much like the World War II era Jedburghs, many skilled operators across the regiment jumped at the opportunity to enter a new phase of conflict and increase their skills in the application of unconventional warfare. With this personal commitment came the understanding that time would be allotted to build a small cohesive team with training and education needed to succeed in complex environment. This theory would soon be diminished because many of the newly selected Jedburghs, riding on the success of Jedburghs some seventy-two years ago, would be thrown straight into complex environment without the needed education and training. Premature operationalization of the Jedburghs has effected training, education, and organizational design needed to build a long lasting unconventional warfare

I remember reporting to Ft Hood Texas in the middle of June 2011. I and my family had just completed the rigorous drive from Ft Campbell KY, which included a three-day layover in St. Louis MO to say hello to family and friends and to once again leave as swiftly as we had come. I reported to the 36th Engineer Brigade (Stay Rugged) headquarters were I was greeted by a tall and stout older gentleman, SGM (Sergeant’s Major) Lewis. I was due to report to the 8th Engineer Battalion as they were in need dire need of experienced 12B’s (Combat Engineers) but upon looking over my credentials he decided to keep me at HQ, and to complete this backdoor transaction by effectively swapping me for Specialist (SPC) Parker. I instantly felt dread crawl upon my skin as I was now committed to the S3 section of soldiers. This couldn’t be, I felt as though my talents were completely wasted performing administrative tasks and too make matters worse I had 1SG (First Sergeant) Sparger, I thought I had officially had front row seats on the bad luck train and I was the sole passenger, little did I know that this would catapult my military career further than I had hoped for

While we were awaiting fire mission, Close Air Support (CAS) came on station to help the battalion. I was sitting there on the hilltop for seven hours, that’s when the rest of my platoon linkup with me to further provide the battalion support by fire. When they arrived, the Platoon Sergeant looked at the mortar pit that me and ODA setup. Asked me the direction of fire, max ordinate, deflection and elevation of the gun. “You did a good job here, everything here is good.” “How about the LHMBC?” Platoon Sergeant

After recovering from an ischemic stroke just six months prior for reasons unknown and the only reason that I did not deploy with 3-509 Airborne. I was serving as the Battalion S-1 Non-Commissioned Officer in Charge (NCOIC) when an Individual Augmented (IA) tasking for SOJTF-A / NSOCC-A came from higher headquarters to our Brigade. I decided that I would apply for the tasking, not only because I met the qualifications at the time, but for reasons that I would probably never have a shot at an assignment like this in the future. After going head to head with my peers, I was hand selected by the 4th Brigade 25th Infantry Commander for the assignment. I packed my gear and headed down to Ft Benning CONUS replacement Center (CRC) to

Chief Warrant Officer Three Teddy Vanzant is an extraordinary instructor whose technical abilities and extensive combat systems experience make him uniquely suited to train United States Army, Ordnance Warrant Officers. Teddy has spent the last 13 months completely redesigning the Programs of Instruction for the M1A2SEPv2, Abrams Main Battle Tank and the M3, Bradley Fighting Vehicle. He provided sound guidance and assistance to the CASCOM, Training Development during the validation of not only these two critical combat systems, but for the M109A6, Paladin as well. Due to these qualities and his dedication to the instructional mission, I recommend CW3 Vanzant to compete for the Distinguished Instructor Award, and the Army Logistics University,

In the early morning hours of 04 June 2010, I was flying high in a C-17 Airforce Aircraft above Fort Bragg, North Carolina. I was fully rigged for a combat equipped parachute jump onto one of Fort Bragg’s drop zone. I was assigned as a platoon sergeant and the senior leader of the squadron reserve force for this mission. The reserve force consisted of twelve paratroopers and three combat loaded humvees ready to be heavy dropped by parachute. The paratroopers and humvees were cross leveled onto multiple aircraft. After a short flight, the rear ramp of the aircraft I was riding in lowered and the parachute rigged humvee shot out the back of the aircraft like a rocket and into black sky. The ramp closed

SNC briefed a superficial, skeletal, and unorganized five paragraph order often stumbling over his own words and briefing non-doctrinal fabricated terms such as “we are the main activity”, “use the self buddy system”, and “one to two person size enemy” which resulted in miscommunicating the situation and mission. SNC directed a subordinate to find the azimuth but did not supervise or ensure the azimuth was correct which caused the fire team to traverse off course. SNC was able to transition the fire team into a wedge. During enemy contact SNC failed to establish fire superiority and lost momentum while SNC and subordinates struggled to reload weapons and clear malfunctions, which caused additional friction SNC had difficulty overcoming.

During this reporting period LS Fitzsimmons was employed at One Remote Sensor Unit (1RSU) on B Crew Operations watch. He has performed the duties of Network Environmental Conditions Advisor (NECA), Radar Controller and Detection and Tracking Operator. In addition to his duties at 1RSU, LS Fitsimmons has successfully completed the Advanced Combat Systems Supervisor Course at HMAS WATSON with dux honours.

During his career with the U.S. Army, FAM Howard gained significant experience in managing and providing training instruction. FAM Howard trained more than 400 students, which included lower enlisted through senior NCOs and officers in various training classes. As a combat engineer instructor, interior electrician instructor and plumber pipefitter instructor, FAM Howard attained a 100% graduation rate from all of his classes. During FAM Howard’s assignment as a combat engineer instructor he conducted or assisted in conducting 10 live demolition/explosive and breaching ranges, which successfully trained over 300 students with zero injuries or incidents. FAM Howard developed situational training lanes for combat engineers based on current army doctrine and the most up to date intelligence. This included reacting to improvised explosive devices (IEDs), suicide bombers, vehicle borne IEDs and military operations on urban terrain (MOUT). FAM Howard was assigned as a range safety officer (RSO) on seven M16 qualification ranges and his attention to detail resulted in no significant incidents. He also assisted in instructing the battalion level basic rifle marksmanship qualification and his efforts resulted in a 100% qualification

he Army’s Global Combat Support System is the latest automated system that is currently replacing the old Standard Army Management Information Systems (STAMIS) such as the Standard Army Retail Supply System (SARSS), Property Book Unit Supply System Enhanced (PBUSE) and the Standard Army Maintenance System Enhanced (SAMS-E). For two decades I have experienced the improvements and transformations of the old STAMIS in to their latest forms until ultimately being now replaced with the GCSS-A. Each of these changes including the one now to the GCSS-A have brought new challenges in my carrier not only as to the learning process involved but as a stepping stone of professional growth.

Supported OFS and RS by performing all tasks as the USFOR-A IJSTO Chief by developing methods of utilizing SAP, STO, ACCM, and sensitive programs into conventional force, and special operation forces (SOF) operations. Managed all USFOR-A IJSTO requirements including developing SOPs and briefs, and facilitating inspections and certifications, maintaining the USFOR-A STO portal, and conducting STO and SAP briefs and de-briefs. Lead ARSST3 through mission command with clear and concise guidance, mission orders, coaching and mentoring, resulting in the team providing sensitive activity support to USFOR-A and SOJTF-A through technical operations (TECHOPs) support, established and managed the USFOR-A OPSEC program, and revamped the USFOR-A

He has the excellent ability to assess the training support needs of the units he is responsible for at home station 10 CAB, 12 CAB, USAG Ansbach and Host Nation Agencies, and forward deployed to Poland in Support of 173rd ABCT and NATO forces. He has the ability to lay out the proper TSS supported program his forward thinking is unmatched by his peers. This ability only comes from years of experience and hands on execution of each TSS program that he is responsible for and his ability to predict units training requirements and development of live fire training scenarios for his customer supported by TSAE, RTSD EAST, and TSC Ansbach. During this period he formulated and received approval for multiple Sustainable Range Program (SRP), SRM funding,

MAJ Sachnik deployed as the Executive Officer for the largest aviation task force in Afghanistan comprised of over 550 Soldiers, Sailors, contractors and civilians consisting of four companies and detachments and 38 manned and unmanned aircraft located at four geographic locations throughout the Combined Joint Operations Area-Afghanistan (CJOA-A). Task Force Thor conducted over 5000 flight hours and over 600 sorties of aerial ISR a month that by several factors exceeded every Aerial Exploitation Battalion in the Army. These flight hours and sorties represent a combined equivalent of a Combat Aviation Brigade’s (CAB) operational tempo. The many missions for the task force included full spectrum aerial ISR support, distinguished visitor movements, and kinetic strike capability operating out of multiple geographic bases across Afghanistan required numerous complex administrative, personnel, and logistical requirements. Through most of MAJ Sachnik’s deployment, the battalion staff manning was minimal. As a result, he was one of only three other Officers on a small