Survey Section Msco

The purpose of this memorandum is to recommend SGT Horton, John for promotion from SGT to SSG.

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

While seeking additional responsibility, Senior Chief Petty Officer Seymour assumed command of the CGC MALLET. His duties as the Officer in Charge require him to contemplate all aspects of the mission and ensure the unit is within compliance of all Coast Guard Regulations while simultaneously managing our commitment to a sound level of work life balance for each member. Demonstrating by example, his commitment to the CGC MALLET crew, he serves as Survey Officer, Voting Assistance Petty Officer, a member of the Budget Review Board, and the units Education Service Officer.

It is expected that the individuals nominated for this assignment represent a cross-section of the men and women who serve WSDOT in a field capacity. The specific organizations are listed below and

In 2011, the 45th Infantry Brigade Combat Team deployed to Afghanistan in support of Operation Enduring Freedom. LTC Ostervold was in charge of all CIED operations and his team worked and trained both the United States and Afghan National Army engineers how to properly find and clear IEDs in the 45th IBCT’s area of operation. LTC Ostervold was instrumental in taking the find/clear rate for improvised Explosive Devices (IED) from 30% at the beginning of mobilization to over 70% at the end.

General Hugh Shelton was selected as a leader for this assignment since I served in the United States Army’s Group Support Company, 3rd Special Forces Group as he was the Commander in Chief of the United States Special Operations Command before he was nominated as the Chairman of the Joints Chiefs of Staff. General Shelton was the 14th Chairman for the Joint Chiefs of

SGT Davis’s ability to adapt to different situations was showcased during the Units Joint Mission Readiness Center rotation. SGT Davis created an in depth link diagrams depicting organized crime groups, current slants, and specific roles in multiple municipalities using open sources tactics resulting in a refined product; defining his outstanding proficiency with limited assets, nevertheless exceeding expectations.

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.

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.

What follows is my leadership philosophy as it applies to my position within the 5th WMD Civil Support Team:

I would like to introduce myself as the 201st Regiment (MF) QA OPNS NCO. I am MSG Otoniel Rivera and have recently joined the quality assurance roles and responsibilities. I will be assisting our commander in assessing the quality of our institution’s ability to meet the Army standards in the development, education, and training of Soldiers and leaders. I am extremely motivated to develop and maintain a collaborative working relationship with your command group in order to continue fostering a culture of continuous improvement and shared added values (best practices).

The following Monday, I reported to Raven School, and upon conclusion of the 2-week course, I had fallen in love with the idea of being an SUAS Operator. It was the grandest task I had done to date and could not wait to put my new skills into action, however, per everyone from my Section Chief to my First Sergeant, I would never touch the Raven during our upcoming 12-month deployment to Regional Command (RC) East, Afghanistan. As ordered, I threw the idea of operating SUAS into the trash, that gave my brain the room my NCO’s needed to cram more Field Artillery knowledge in. Fast forward to January 2009 as my unit was conducting a rotation at the Joint Readiness Training Center (JRTC) at Fort Polk, Louisiana. I was notified that I was tasked

MAJ Edlund is a dedicated professional whose performance during this rating period has been exceptional. MAJ Edlund was a key planner in the S3/5 section’s coordination and planning for WAREX 86-15-02 that cumulated in the unit’s increasing its operational readiness with over 85% of the unit training on Mission Command. During the WAREX 86-15-02, MAJ Edlund also provided

CPT XXX served as the assistance operational contract support (OCS) Officer-In-Charge, Area Support - Kuwait for the execution and the management of billion dollars Theater Support Contracts, Systems Support Contracts and External Support Contracts, augmenting uniformed capabilities ISO Iraq and Afghanistan AORs. CPT XXX provides guidance and oversight for OCS matters supporting CENTCOM tenanted units in the requisitioning and procurement process of commercial resources/services throughout CENTCOM AOR. CPT XXX actively anticipates CENTCOM combatant commander operational requirements, comprised of 20 countries, to include 37 coalition countries contributing to the war against

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