The Army Acquisitions Corps ( Acc )

The job took having a lot of initiative and excellent time management skills on my part to organize and coordinate many activities, meetings and projects as well as serving the needs of the different patrols. I excelled at the

As a Senior Enlisted Leader I aspire to develop a better comprehension of strategic issues. Having in-depth knowledge of the complexities behind decisions, processes, and the totality of circumstances is instrumental when addressing matters to Coast Guard field units. Furthermore, this perspective is integral to a Senior Enlisted Leader’s ability to provide timely, complete and reliable counsel to operational and strategic leaders, particularly when making decisions that significantly affect the workforce.

After the Vietnam War ended, the Marine Corps’ main focus changed from broad scale operations, to being an Expeditionary Force in Readiness. Although this was no new role for the United States Marine Corps (USMC), there have been many changes in society, technology and tactics that affect how the Corps operates. However, over the last 36 years one thing has remained the same, and that is the role of the Marine Non Commissioned Officer (NCO). With the world changing ever so rapidly, the strong values and responsibilities of the Marine NCO are now, more than ever, necessary to carry out the operations being assigned to United States Marines. The role of the NCO is characterized by their

Another one I aspire to be when I join the military if I could is The Medical Specialist Corps Officer ,I am more than highly intrigued in this Special Job.Last but not least in my opinion this interesting job which for being hands on ,Veterinary Corps Officer.

As a Non-Commissioned Officer or NCO in the United States Army National Guard I work with many teams from the lowest level of squad to company and battalion levels. As a Drill Sergeant I worked with a team or Drills to instruct and mold future soldiers. We where also expected to operate independently with very little supervision from upper leadership. We instructed on many different things such as basic Army tasks and skills. As a Soldier we are expected to be managers and take care of the soldiers under us, as a team leader in Afghanistan I took care of three Soldiers under me. I was part of a route Clearance Patrol or RCP team that went out early in the morning and cleared major roads of road bombs and other blockages. In the army working together as a team or individually was very important and lives depended on it.

Four years ago, Capt. (P) Raymond Kuderka was considering different options for a broadening assignment as a senior captain. With so many opportunities available in the Army, Kuderka was searching for guidance on which broadening assignment would bolster his company-grade development and support his career goals. Many of his peers were applying to graduate degrees, fellowships, and MI Programs. But none of these options were appealing.

After being selected to the exceedingly selective program I was assigned to the Military Group Office of the U.S. Embassy Chile. My duties in that country afforded me the opportunity to be immersed with the Chilean Naval Special Warfare unit, not only did I work with their Special Operators but also with the entire Embassy Staff. During my work in South America I was able to engineered institutional changes in the way the Chileans train their Special Forces by developing detailed, functional annual training plan utilizing non-hazing training

When I went on mobilization to Fort Lewis, Washington and left my son in the care of my parents, I thought my parental duties would be set aside until I returned home. Unfortunately, the soldiers of 351st Ordnance Company would prove me wrong with their excessive alcohol consumption, commonly term “binge drinking,” and destructive behaviors. I would then spend the next year sharing the responsibility with four other junior noncommission officers in the task of taking care of soldiers. Despite the efforts of myself and the others we were not fully prepared to handle some of the outrageous events and lack of engagement from the leadership that would challenge us during the tour. My abilities as a junior noncommission officer and the understanding of leadership were redefined and I learned exactly what it meant to ensure soldiers have proper guidance, leadership, positive morale, and well-being.

In the times in which we live technology, knowledge, development strategies and the environment involve a complex panorama that the U.S. Army must face. The most efficient way is through specialized training and looking for means to develop NCOs for the challenges of upcoming event. The NCO 2020 strategy changes the way we educate and train our Soldiers. The educational model used by the military in the last decade was the Noncommissioned Officer Education System (NCOES). This now going to be transformed into Noncommissioned Officer Professional Development System, or NCOPDS. One of the most important goals of this new educational model is that it will provide the Soldier with a long-term career focused on the training, education and experiences acquired during his career, being these institutional, operational or self-development.

In 2002 I was placed on orders to Camp Casey South Korea. I was placed in a combat arms unit, Charlie Company, 1st and 15th Field Artillery. This was by far the most challenging, and physically demanding unit I had ever been in. I didn’t take leave while in Korea, so I did a flat out non-stop 12 month tour.

Currently I am the acting Section Sergeant in Bravo Troop 1-73 Cav, 2nd BCT, 82nd ABN DIV. I began my career October 2009 and was stationed at Ft Richardson AK, with 3rd Battalion 509th Infantry. In my tenure there I served in positions spanning from the assistant gunner to squad leader, and also the Fire Direction Center (FDC) check and chief. While serving as a gunner/ team leader we deployed to Eastern Afghanistan in support of Operation Enduring Freedom. I was attached to Chosen Company 3-509 and in December 2011 we landed in Bagram, the following week I was slowly pushed out to Combat Outpost (COP) Herrera. COP Herrera was a small outpost located in the Jaji District, East Paktia, and the surrounding villages were known Taliban strongholds.

I was on deployment with my second command VAW-126 on board the aircraft carrier Harry S. Truman when I started the process. As a prospective Collateral Duty Inspector, I was working nights from 1800 to 0600. I would spend most of the night with my supervisor Palar learning what to do and what to look for. He would have me follow him as he inspected other sailors’ work and point out to me what he inspected and what needed to be corrected by the worker if any.

    When I finally arrived at the  Base we were issued photo ids, and I said goodbye to my parents and got on the bus to take me to my first challenge, in-processing. The first thing that happened once the bus was put in park I was welcomed by drill instructors yelling "Get off my bus!"

Arriving on base, we pulled up to a building and quickly loaded off the bus and filed in one by one. There were three different people all yelling different directions. Sadly, the Petty Officers who picked us up from the airport, were not Recruit Division Commanders (RDC). My hope of everything continuing to go well was shot down very quickly.

As for what the future holds, I have been heavily considering pursuing a career in Army acquisition. It would mean a great deal to me to join the Army Contracting Command (ACC). The ACC is the basically the business arm of the Army and is comprised of soldiers, civilians and contractors who support our troops engaged in battle through the acquisition of goods and services. The Career Program 14 (CP-14) is the onboarding and training program for Department of the Army civilians who wish to venture into acquisitions. The curriculum is designed to provide the knowledge, skills, and abilities to lead and manage effectively.