Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. He also finished his Masters Degree and completed his Captains Career Course. Rated nco successfully achieves and maintains the required army standards and organizational goals of leader competencies and attributes; Evaluation reporting system (ers), implies that character is the foremost leadership requirement: Attached is an oer narrative guide . Available for NSW & Victoria via Government Schemes. Sample Army OER Bullets and OER Comments - Part-Time-Commander.com For his exceptional performance, he received 2 Army Commendation Medals and was promoted to Major at minimum time-in-grade. Every member of the army, military or civilian, is part of a team and functions in the. - Develops. During this short rating period, MAJ Roscoe did an exceptional job managing the S4 section. Chaplain Corps- 56M. The bottom line is that 1LT Edwards was the most critical and influential person in our organization this year. Here is the section for "Achieves" from the new NCOER performance measure supplement. If you marked "no" in a box, you have to explain in detail why. He demonstrated his stewardship through 100% property accountability of equipment valued at $4,690,115.82. You really shared some good insights about it. You can submit it in the comments section below or email me. Click on that individuals document id number on. Today, I want to share a sample Brigade or Battalion S3 OER Support Form. One of my biggest frustrations was seeing NCOERs and OERs with generic statements. As a role model by displaying character, confidence, and competence, and influence outside the chain of command. Most ridiculous NCOER/OER comments : r/army - Reddit These are the areas where you are being evaluated: Character, Presence, Intellect, Leads, Develops, Achieves. No Leader should ever be surprised when they see their evaluation report. litwin funeral home obituaries ADRP 6-22 Leadership Requirements Model and Example Behavioral Indicators Prepared by U.S. Army Center for Army Leadership Fort Leavenworth, KS 66027 in support of Human Resources Command 15 January 2014 Page Soldiers deserve better than that. Army Oer Character Bullets Examples - Army Military From the ees landing page, click on the edit oer support form button. April 20th, 2018 - http www part time commander com sample army oer bullets and oer comments Here are some sample Army OER Bullets and Comments Learn what you should includ May 4th, 2018 - Read and Download Army Oer Rater Comments Examples Free Ebooks in PDF format ADDITION MYSTERY Comment if no APFT has been taken within 12 months of the THRU date; e.g. His maintenance section maintained an OR rate of 97% and issued 12,000 meals during Annual Training without incident or injury. This category only includes cookies that ensures basic functionalities and security features of the website. ArmyNCO.com's Achieves NCOER Bullets - Your only source for NCOER Bullets to aid in completing IVh Achieves on the DA FORM 2166-9 (NCOER). Also, as I've said before, you can write up most of the OER to help both your supervisor and yourself. SFC _____ demonstrates the potential to serve in positions of greater responsibility and wider impact on the Army. Army Band - 42R Series. In order to determine the perceptions of Army Officers in the field concerning this OER, a sample of officers in the grades of 0-3, 0-4, and 0-5 from the three Army installations in Central California was . Our recommended tips for completing the OERSF: #1) Keep a running log of your significant contributions and accomplishments throughout the rating period. Thank you. identifies the various resources, training, and tools available. army oer leads bullets examples. I'm having trouble with just completing my Support Form lol. MOS 56 Chaplain NCOER Bullets - ArmyWriter.com He completed his change-of-command inventory with zero discrepancies or shortages. Thanks! As a role model by displaying character, confidence, and competence, and influence outside the chain of command. Army oer character bullets examples - Every member of the army, military or civilian, is part of a team and functions in the. Provides an overview of the new Army regulation, citing paragraphs and page numbers in the regulation. It will really come in handy when I do my OER Support Form. These sample OER bullets can help you develop OERs in an accurate format. Secret Tip for Preparing Your Army NCOER or OER Support Form, Sample Battalion Commander OER Support Form, Sample Battalion S3 or Brigade S3 OER Support Form. Before picking up the pencil to make comments on your -1A you need to totally understand the processthen you can start putting comments on your -1A. Now that Ive given you my advice about managing your OER, here are some sample OER bullets and OER comments. Using the DCIPS Performance Appraisal Application . without loss or damage, conducted 2 high profile Post Blast Analyses, assisted OSI with investigation, corrected deficiencies in TTPs and patrols within Bagram AO, enrolled in bachelors degree program; completed nine college semester hours with a 4.0 GPA and received an Associates Degree, conducted over 600 hours of CARCO; provided EOD support to CF maneuver elements, ensured movement within the Bagram Ground Defense Area (BGDA), maintained 100% ready status of $2.5 million worth of assigned team gear and theater provided equipment, allowed for rapid response within the BGDA, selected above 60 peers and more senior NOCs to serve as the Battalion Operations Sergeant Major (Far Exceeded Standard), multi-skilled leader capable of communicating influence of a common vision among others outside the Chain of Command (Far Exceeded Standard), maintained accountability of BN fleet of GSA vehicles and BN HQ and Team buildings, exceeding $2.5 million in property (Far Exceeded Standard)[/toggle], The APFT must be within 12 months of the THRU date, but. Senior Rater Overall Potential - New NCOER You really do your subordinates and injustice when you just wing it and put generic statements on their report. Electronic Warfare Specialist - 29E. But opting out of some of these cookies may affect your browsing experience. Character statement for ssg alfred m. [toggle title="Bullets: Click Here to Open/Close"] achieved 100% accountability of equipment during change of command inventories and had all identified shortages on order, effectively managed his section by ensuring 100% of his Soldiers completed SSD level 1 before attending WLC, efficiently led her fire team during the company field training exercise, enabling the team to meet or exceed all mission timelines, developed a task assignment matrix to ensure subordinates clearly understood their roles while allowing them to accomplish delegated tasks, built a cohesive team to accomplish all reconnaissance and security tasks with minimal oversight; completely competent, enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from xx to xx%, depicted sound forbearing, managed priorities; contributed to unit success by identifying and clarifying obstacles; ranked in the top xx% of the company, managed mandatory requirements to ensure his boat detachment equipment was operational and secure, achieved all tasks in a satisfactory manner; supported the commanders safety and SHARP programs; accounted for all assigned equipment, enforced the unit safety program during ranges, motor pool operations, and training events leading to zero injuries, developed a strong prioritized work plan and anticipated change; completed all missions then assisted others to meet theirs, supervised an effective maintenance program in the platoon; maintained readiness at xx% with no past due services, achieved 100% accountability of equipment during Change of Command inventories and had all identified shortages on order, turned in over 200 lines of CL IX repair parts while reorganizing g the sections bench stock; returned over $150,00 of serviceable repair parts to the Army supply system, enforced the unit safety program during ranges, motor pool operations, and all training events; resulted in zero injuries during the rating period, can accomplish complex task with ease; designed the division drop zone and recovery plan, produces the honor graduate every time a member of the team attends school, builds team that can operate in a complex environment or the halls of an elementary school, supervised an effective maintenance program in the Platoon; maintained readiness at 98% with no past due services and average turnaround of four days on work orders, achieved positive results when confronted with major responsibilities and limited resources, maintained 100% accountability of $200,000 worth of MTOE equipment which resulted in the Battalions operational rate never falling below 98%, logged and tracked ammunition request for three BCTs with no discrepancies; properly forecasted Class V transfers from depot to Fort Hoods ASP, completed 51 of 70 tasks required to gain EOD Team Leader status in six months, maintained and serviced EOD specific tools, robotics, and vehicles worth $790K; resulted in team readiness rate of 97%, coordinated the inventory, packing, and delivery of over 75 pieces of HAZMAT, maintaining 100% accountability, managed the mandatory requirements to ensure his boat detachment equipment was operational and secure, achieved all tasks in a satisfactory manner Supported the commanders Safety and Sharp programs and accounted for all assigned equipment, depicted sound fore-bearing, managed priorities; identified and clarified obstacles which contributed to unit success; ranked in the top XX% of the company, obtained XX% of unit reenlistment goal due to (his/her) tenacious devotion towards mission accomplishment; placed XX among junior reenlistment NCOs within the brigade, developed a strong priority work plan and anticipated constant change; successfully completed all missions, then assisted additional AR Career Counselors to meet theirs, as assistant team leader, inspired his team to compete in the MPTY completion finishing winning the Brass Ensemble category, enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from 74 to 91 percent, successfully served in concurrent positions as Operations NCO and IMO while also leading his trumpet section and serving Bugle Roster NCOIC, always proactive; planned for timely record updates of eligible personnel for the FY__ ____ Board resulting in 100% certification of records, flawlessly executed numerous manifest/SRP operations for brigade Solders deploying for contingency operations, coached and mentored Soldiers to compete and win Soldier/NCO boards, guided Soldiers to proper resources whenever help is needed and lends support and guidance, provided over 70 Counterintelligence and Force Protection (FP) briefings and debriefings to over 300 personnel; increased awareness of FP threats, conducted HUMINT capabilities briefings so that supported units could better understand how to properly employ HUMINT, maintained accountability of all assigned equipment with zero losses or damage, certified with her Patrol Drug Detector Dog with a 90% detection proficiency and 10% false response ratio, 95% solve rate on all felony level investigations (31D); obtained highest confession rate in detachment/battalion, multifaceted NCO that is committed to the ultimate and timely accomplishment of the mission, maintained full accountability of assigned equipment; led the way on COMSEC audits, built a cohesive team that accomplished all reconnaissance and security tasks with minimal oversight; completely competent, successfully conducted three route reconnaissance missions during Warrior Forge, earned a commendable rating on his Tank/Bradley during the commanders maintenance inspection, qualified his tank/Bradley (qualification rating) on Gun Table VI, rated NCO leads his Soldiers through numerous door gunneries, each more complex than the last, rated NCO leads Soldiers through Readiness Level progression; all Soldiers RL1, maintained a 96 percent OR rate on his/her assigned aircraft; exceeding the DA standard for OR rate by 26 percent, NCO able to train his Soldiers on all mandatory training and still include time for unit morale functions, progressed to FI six months ahead of schedule; enhanced company level CE/RL progression training, all while supporting combat operations in multiple locations in OEF, provided expertise in joint airspace operations serving as the Airfield Management Element (AME), aggressively improved and shaped the Battalion Aviation Element (BAE) during JRTC rotation 15-03, conducted a PATRIOT/THAAD Capabilities Brief to the NATO Air Wing Commander enabling successful ADAM/BAE integration into Joint Air & Missile Defense Operations, provided clear and concise engagement drill commands allowing for the successful C-RAM intercept and destruction of two enemy rockets targeting deployed troops, executed flawless technical support to a JLENS surveillance operation of defended assets in the National Capital Region; provided flight profile analysis to Federal agencies, successfully led a howitzer/launcher/fire direction center/fire support section during a CTC rotation; receiving accolades from the DIVARTY and Brigade Commanders, provided clear and concise section crew drills during an Excalibur fire mission, resulting in a direct hit of the target, effectively managed his section by ensuring that 100% of his Soldiers completed SSD level 1 prior to attending WLC, showed great initiative by organizing and conducting OCIE layout and inventory without supervision, qualified his tank during Tank Table VI with a score of 782 during Company Stabilized Platform Gunnery, maintained 100% accountability of assigned equipment in excess of $4,000,000 through an NTC rotation and three FTX's, assisted with arranging and conducting company urinalysis; zero positive results during this rating period, inspects platoon Soldiers TA-50 monthly for accountability, serviceability, and cleanliness, conducted BATS and HIIDES capabilities training so that fire team could better understand how to properly employ Biometric toolset in combat, maintained accountability of all assigned equipment with zero losses or damage[/toggle], [toggle title="Bullets: Click Here to Open/Close"] failed to supervise subordinates; relieved for ineffectiveness and replaced by junior NCO, routinely failed to meet suspenses directed by his higher headquarters; failed to execute tasks and assignments on time; submitted x of x NCOERs late, failed to maintain standards; section rating decreased from excellent to satisfactory, cannot maintain team cohesion during training events; results in platoon demoralization, reported to work under the influence of alcohol and could not execute his duties, unable to adapt to change; violated EO principles by unfairly targeting female NCOs for their performance, failed to maintain proper accountability upon return from FTX; lost equipment/sensitive items valued in excess of $xxK, created an environment of conflict; made numerous negative comments about the commander to subordinate leaders, failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during squadron training events, issued insufficient guidance and provided limited supervision to new Bradley crews during deployment preparation resulting in numerous safety violations, demonstrated a lack of leadership skill; lacks the confidence, managerial skills, and ability to make immediate decisions without supervisor's guidance, failed to supervise subordinates and follow proper maintenance procedures resulting in the loss of $xK worth of equipment, failed to manage priorities of work; missed 3 mission critical deadlines, failed to execute tasks and assignments in a timely manner, routinely failed to meet suspenses directed by his higher headquarters, unable to adapt to change; unfairly targeted female 12B NCOs for their performance, created an environment of conflict; made numerous negative comments about his Commander to subordinate leaders, inability to progress Soldiers above RL 3, failure to apply CRM resulted in loss of training time, inability to prioritize requirements, delegate tasks and apply the proper amount of supervision contributed to his platoon failing to SP on time during mission at NTC 15-6, failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during Squadron training events, failed to maintain proper accountability upon return from FTX; lost sensitive items valued in excess of $10,000, missed numerous suspense dates to higher headquarters; failed to supervise and follow up on tasks delegated to subordinates, reported to work under the influence of alcohol and was unable to execute his duties, continues to fail certification with an 85% detection proficiency after 3 attempts and 6 months of training, section/squad failed multiple vulnerability tests resulting in the decreased security of the facility, his efficiency and effectiveness on duty did not carry over to his off duty conduct, as a result of his/her training plan the XXX kennels has no certified dogs to support the installation or ACOM; certification rate has plummeted since their arrival, failed to maintain current qualifications with platoons assigned weapon systems, failed to meet suspense requirements, submitted 3 of 7 NCOERs late, his/her inaction/action directly led to a (XX%) decrease in MWD certification rates across the ASCC, failed to complete Structured Self Development (SSD) IV requirements; making him ineligible to be considered for Sergeant Major, failed to improve Finance Ops measurements/percentage for the Brigade/Battalion; overall percentage does not meet DFAS standards, failed to maintain standards and allowed Section rating to decrease from Excellent to Satisfactory, failed to meet DOD FM certification timelines 42A CMF Organizational, failed to improve the HR Metrics percentage for the Brigade/Battalion; overall percentage does not meet Army standards, failed to ensure test materials were stored and secure in accordance with TRADOC and local policies, failed to ensure proper implementation of the new DL Phase for 42R NCOES resulting in loss of the Institute of Excellence rating during the recent TRADOC Accreditation, demonstrated a lack of initiative for both personal growth and the growth of his/her Staff, portrayed constant inability to provide purpose, direction and guidance; lacked situational awareness; Soldiers misunderstood goals and priorities, failed to accomplish quarterly retention objectives for FY XX; misinterpreted the changing operational environment; failed to initiate contingency plans, required constant supervision; spirit to achieve and win was overshadowed by ineffective use of time and resources; unit exhausted limited assets to cover shortfalls, received I Corps Commanding Generals three star award for outstanding performance during JRTC 02-02, superior planning, organization, and coordination resulted in her leading the most successful deployment and redeployment of the 7 TBX in unit history The unit received the Armys Deployment Excellence Award, failed to take charge of his platoon; was counseled numerous times to counsel and mentor subordinates, failed to keep accountability of assigned M4 during FTX; resulting in $650.00 Financial Liability Investigation of Property Loss (FLIPL), committed safety violation during explosive operations while deployed to OEF resulting in injury to subordinate Soldiers; revoked EOD badge and Team Leader certification 91 CMF Organizational, failed to understand the importance of her duties, took advantage of every situation to avoid responsibility, failed to realize the importance of performing assigned unit mission tasks on time, was negligent in meeting his responsibilities causing numerous obstacles to mission accomplishment, accomplished only three of the seven quarterly training objectives, section failed to complete mandatory training, even when allotted additional resources, unable to maintain team cohesion during training events; results in platoon demoralization, a body for the slot and nothing more. 937 0 obj <>/Filter/FlateDecode/ID[<4D09B24052376846B6A9FD8FD1BBC695>]/Index[929 19]/Info 928 0 R/Length 59/Prev 984779/Root 930 0 R/Size 948/Type/XRef/W[1 2 1]>>stream My biggest issue with the OER is when someone is surprised. Rated NCO fails to meet or maintain the required Army standards and organizational goals of leader competencies and attributes; does not enforce or meet the standard for the unit or those in his/her charge; exhibits/displays minimal or no effort; actions often have a negative effect on the mission, their Soldiers, the unit, and the Army. Advice on bullet points for new Army NCOER system? Promote to 1LT immediately, ahead of her peers. Most individuals dont understand the process and have difficulty filling these forms out. Failed to supervise subordinates; relieved for ineffectiveness and replaced by junior NCO. If you got 'em, they can be shared by using the form below. [toggle title="Bullets: Click Here to Open/Close"] platoon captured number one and two of the brigades high value targets during recent deployment, prioritized safety in all operations, including x small arms ranges and x field exercises; led to the company earning the Army Safety Streamer and no AGARs, earned Drill Sergeant of the Cycle honors four times during rated period, motivates subordinates to exceed the standards; consistently ensures subordinates are credited for their accomplishments, cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization, provided the necessary top cover to eliminate distractions in his unit; allowed subordinates the time and opportunity to excel, deployed/redeployed S3 section with zero accidents/incidents and no loss of equipment, recognized for his exemplary performance by the Commander, Operations Group in the final AAR during NTC Rotation xx-xx, his attention to detail improved over xx% of the annual brigade CIP areas; 100% of the previous "needs improvement" areas were fixed, emphasis on Soldier development resulted in x distinguished honor graduate(s), x Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year, earned the Army Senior Instructor Badge/Army Master Instructor Badge; completed more than 400/880 hours of instruction over mandated requirements, as deputy commandant, led his SGLs to earning an Institute of Excellence rating though determination, drive, and the passion for excellence, managed world-class leadership training for xx AC and RC NCOs resulting in a competent and adaptive NCO corps exceeding the needs of a developing Army, received Commanding Generals three star award for outstanding performance during JRTC xx-xx, her superior planning, organization, and coordination led to the most successful unit deployment and redeployment to receive the Armys Deployment Excellence Award, planned and coordinated the battalion truck rodeo which became a brigade standard; cited as key to improved vehicle operators and accident decline within the brigade, improved the Armys readiness; trained over 3,000 Soldiers, NCOs, and Officers across three continents on CMDP during AAME evaluations, ensured unit completed all RESET operations on 1,564 pieces of equipment post deployment; resulted in the unit being mission ready 90 days ahead of schedule, provided solutions for systemic faults identified across the BCTs 200 communications devices; resulted in new software upgrades which improved communications capabilities by 50%, managed five BCTs 026 and CJME reports daily and worked to coordinate CL IX parts flow resulting in an average overall OR rating of 97%, maintained 100% accountability of all assigned property with a value more than $xM; filled $xxx worth of shortages through reuse agencies, resourced a $xxK project with a private sector host at no cost to the organization to enhance training selection for the future Soldier, always mission ready, thinking outside of the box; capable of turning any mission into a great successclearly head and shoulders above his/her peers, acknowledged for resourcefulness in going beyond expectations; performs at level(s) above grade, is a reliable source that the chain of command & NCO support channel can depend on to get the most demanding, difficult, and challenging tasks done, completed _____ course with an average score of 95% or better, platoon captured number one and two of the brigades high value targets during recent deployment, prioritized safety in all operations, including three small arms ranges and three field exercises; led to the company earning the Army Safety Streamer and no AGARs, motivates subordinates to exceed the standards; consistently ensure subordinates get credit for their accomplishments, direct influence in the unit being awarded the Henry A. Knox award as the most proficient FA Battery for 2014, focus on safety and doing the right thing facilitated the Battalion receiving the Army Safety Streamer for FY15, conducted over 1000 hours of error-free Counter-Fire warnings using the to theater AORs; by far the highest mission rate in the command, achieved an Operational Readiness Rating (OR) of 85% or higher for the year, completed a 500HR Phase Maintenance Inspection 10 days under established Battalion standards or less, completed a 250HR Inspection 2 days under established Battalion standards, received commendable rating during OIP Inspection, personally recognized by for exceptional leadership and coordination of a DART and PRC missions, progressed three FIs, six CEs to RL1, and 22 CEs to RL2 at the company level with limited FIs, all while supporting combat operations in multiple locations in OEF, earned top company in the battalion during Panther Thunder gunnery; qualified all vehicles with a company average of 877, earned the prestigious Draper Armor Leadership Award for best Cavalry Troop in the 1st Cavalry Division, recognized for his exemplary performance by the Commander Operations Group in the final AAR during NTC Rotation 15-1, recognized as the top platoon sergeant in the battalion and selected for Project Warrior to serve as an OC/T at NTC to pass his knowledge and experience throughout the force, performance clearly merits the recognition as one of the best AIT Instructors in the Regimental Signal Corp, ranks first of seven AIT that I Senior Rate, his attention to detail resulted in improvement in over 80% of the areas judged on the annual Brigade CIP; 100% of the previous "needs improvement" areas were fixed, emphasis on Soldier development resulted in one distinguished honor graduate, six Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year, selected by the Military Police Regimental Command Sergeant Major from a world wide selection process to serve as a Small Group Leader for ALC, exhibited impeccable foresight and long term planning abilities through development of three individual MWD training plans resulting in 20% certification increase, inducted into the Sergeant Audie Murphy Club during rated period, earned the Army Master Instructor Badge; completed over 880 hours of instruction in addition to all the mandated requirements, earned the Army Senior Instructor Badge; completed over 400 hours of instruction in addition to all the mandated requirements, his/her high standards of training resulted in the highest military working dog certification percentage in (Brigade or ACOM), trained and led a team of three correctional specialist to compete and win the annual Military Police Warfighter Challenge, essential in his company winning the JP Holland award for the best MP company in the Army, personally selected to serve on two Army level Tiger Teams and the MWD Critical Task Selection Board; HQDA, HRC and USAMPS all consider him a SME, mentored and guided his company as a First Sergeant to compete and win the Army Corrections Command Brigadier General Barr Award for best Detention Company, supervised eight HUMINT teams and two LLVI teams resulting in the production of 4000 SIGINT reports, 1500 HUMINT reports and the prosecution of 35 HVTs, developed and enforced a HUMINT SOP and long-range training plan including MOS enhancing courses; set the standard for BCT HUMINT training, completed online _________course, resulting in an average score of 95% or better, disbursed $_____with no loss, over a ___period, achieved an interest penalty of ____exceeding the DA Joint Reconciliation Program goals of 95%; saved $_____on contractual discounts, coached team to place first in Post Tournament, commended by the _______ for weekly consolidation, review, and timely submission of the Division PERSTAT; over _______ Soldiers accounted or at any time, as Deputy Commandant he led his SGLs to earning an Institute of Excellence rating though determination, drive and the passion for excellence, managed world-class leadership training for 220 AA and RC NCOs resulting in a more competent and adaptive NCO corps that exceeds the needs of a developing Army, re-designed the NCOA training classroom environment incorporating the latest technologies, saving time needed in learning new entertainment concepts by 1 week, inspired and trained his team to compete as the School of Music Army 10 Miler team, team finished in 19th place overall in the team category, one of only XX to earn the master recruiter badge for FY XX, the capstone of USAREC awards; placed among the elite XX% of the command; enhanced the face of USAREC, chosen over XX NCOs by the Division CSM to serve as the Retention Operations NCO for the 82nd Airborne Division due to (his/her) exemplary FY XX retention rates, assessed (his/her) battle space to obliterate organizational goals; earned commands preeminent reenlistment award; overachieved XX% for FY XX, planned and coordinated the battalion truck rodeo that is now a Brigade standard His rodeos have been cited as the key to vehicle operator improvement and accident decline within the brigade, provided crucial EOD support to the U.S. Secret Service on multiple missions for the protection of POTUS and heads of State during United Nations General Assembly (UNGA), issued over $2.5M worth of ammunition to three Batteries at six FOBs and COBs across 20 miles of austere terrain in Afghanistan without incident or loss of accountability, tracked and processes over 5500 Class V transactions valued at over $65M during OEF with zero errors, maintained 100% accountability of all assigned property with a value over $1M; filled $120K worth of shortages through reuse agencies, prevented fraud, waste and abuse with stringent tracking of over $130K worth of Class IX parts, received a 100% on bi-weekly Reconciliation Reports, managed the Battalion NTV contract valued at over $750K; acted as sole Battalion liaison with local TMP and ITO office in a deployed environment, resources a 25K project with private sector host at no cost to the organization to enhance training selection for the future Soldier, provided the Army Solution to retrograde of equipment that saw a 100% increase of accountability and return to inventory; $5.8B in assets, developed, coordinated and executed the III Corps wayward equipment roundup; resulting in the reestablishment of $28M in missing equipment, produced the Distinguished Honor Graduate for the last 10 cycles, Soldier is always mission ready, thinking outside of the box.
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