Performed duties of an SGL assigned to the Basic Leader Course (BLC) for the Fires Center of Excellence (FCOE). Served as the subject matter expert for all Course Management Plan (CMP) and Programs of Instruction (POI,) training and maintaining instructor certification. Responsible for the wellbeing, safety, professional development, and training of 16 Soldiers on a 22-day recurring cycle, performing nine cycles a year. During my tenure as a BLC SGL, I achieved numerous accomplishments and achievements. Received enormous praise from the United States Sergeants Major Academy (USAMA) for renovation of a Training Support Package (TSP) that was implemented across BLCs for the entire Army. Hand-picked as NCO of the Month for September 2015, selected
This case study examines the experience of a freshly promoted sales person to be a Sales Manager at an international high-tech flower supply company called Color-Tech Green House International. The company grew to become one of the biggest companies in the Western hemisphere. It has various main branches in U.S. cities such as Phoenix, Arizona; San Diego, California; and Columbia, South Carolina. Furthermore, it had agreements to distribute its region-specific and seasonal plants in northern cities to expand its sales to a wider customer base (Booth & Cates, 2012).
Green Run would look to bounce back from an Oscar Smith loss on Day 2 of the Norfolk Scope Holiday Classic, against Booker T Washington who was looking for a win of their own after losing to Lake Taylor on Day 1.
SPC Aaron J. Stone has served as a M2A3 Bradley gunner with Bravo Company, 1ST Engineer Battalion, 1ST Infantry Division. SPC Stone has served the Army for 19 months. From August to November of 2015 SPC Stone participated in OPNET-Gunnery, January of 2016 SPC Stone went to gunnery again as a driver and the crew shot distinguished. In May of 2016 SPC Stone participated in the Devil Focus field exercise. In June of 2016 SPC Stone shot gunnery as a gunner. SPC Stone participated in the N.T.C rotation. A native of Portland, Oregon and graduated from Milwaukie High School. SPC Stone’s short term goal is to score a 300 his next APFT. SPC Stone’s long term goal is to go to Airborne school and PCS to Fort
CW2 Pollock split 19 primary hand receipts in GCSS-Army during the first 60 day into the systems conversion, while managing 54 UIC's and DODAAC's from home station and forward deployed elements allowing proper accountability of equipment and requisitions to be processed in three separate geographical locations in support of Brigade operations. Erikka completed her Warrant Officer Advance Course with a 95.5%, and graduated with the distinct honor of making the DEAN's list.
In 1973, the Army (and the noncommissioned officer corps) was in turmoil. Of the post-Vietnam developments in American military policy, the most influential in shaping the Army was the advent of the Modern Volunteer Army. With the inception of the Noncommissioned Officer Candidate Course, many young sergeants were not the skilled trainers of the past and were only trained to perform a specific job; squad leaders in
During career, he served in leadership positions starting as a team leader for a 4-man team in combat at the age of 19. Later, leading as a platoon Sergeant in the 82nd Airborne
Houston, TX, Oct. 5, 2015 – Lennar opens for sales in the Harvest Green community, a highly anticipated master-planned community that has the locals gossiping in jealous tones due to the amazing array of community amenities. Located just southwest of Houston in Richmond, Texas, Harvest Green focuses on staying connected to the environment and is designated as one of Houston’s first farm-and-garden focused communities.
SFC Brown is rated in the top 25% of Sergeants First Class I've rated within my 26 years. SFC Brown's meticulous attention to detail are unsurpassed; he’s very intelligent, analytical and articulate. His calm demeanor would allow him to excel in situations; excellent potential to serve in key leader's position. Promote ahead of peers to Master Sergeant immediately; and send to MLC.
After celebrating its 30th year in business, The GreenFlee market–located on the 77th St. of the Upper West Side of Manhattan–continues to strive to please their neighborhood and consumers. Motivated by funding the local public schools of Manhattan, management levels remain enthusiastic about this type of venue.
in this argument, the author reaches the conclusion that Greentree should lay of ten employees per store and eliminate expensive displays and free sample and also partner with Cabaree Coffee Cafe, because of the decreasing profit margin. First of all, the author cites the fact that Cabaree Coffee Cafe and Greentree have the similar type of customers. What’s more, the author points out that Greentree has the high sales volume, but decreasing profit margin. At the first glance, the author’s argument appears to be somewhat convincing, but further reflection reveals that the conclusion is based on some dubious assumptions and the reasoning is biased due to the inadequacy and partiality in the nature of evidence provided to justify the conclusion.
The platoon sergeant and two team leads were to execute a mission and receive a score. I was the team lead and I had two infantrymen as team leads. The mission was to do a reconnaissance of a small village. When we approached the village we took fire and needed to react. One team pulled security and took over a building at the entrance of the village while the other team captured the insurgents. Communication went very well with my team leads. They provided me with their insight being subject matter experts and used their knowledge to make decisions. The mission went flawlessly. When we got back and I got my review I was surprised to find out I failed. The instructor wanted me to take more of a command presence and be more
Wild Greens is an exhibition-style culinary experience. Guests can customize their selection while the food is created right in front of their eyes, adding to overall customer satisfaction and creating a personal experience.
Supply chain management is one of the important competitive approaches for the organization today. The issue of having green supply chain management is vital for successful implementation of the industrial ecosystem and industrial ecology. This therefore, gives organizations number of reason for implantation of green supply chain policies. The reasons may range from active and proactive strategies of the business to competitive strategies of the business. From environmental and organizations perspective, it is imperative that organizations have proper understanding of exactly what is expected of them and what is happening in this field. It is