Msg Gamble 120 Maintenance Support Buehring

In 2004, SSG Behl and I were stationed in 101 MI Battalion together during our first tour in Iraq. Despite her MOS being 96H (CGS Operator), she was acting S2 NCOIC at FOB Warhorse as a SGT. Additionally, she was selected to be the platoon sergeant when her supervisor was terminated due to nefarious activities. Even with her different MOS’, SSG Behl demonstrated that she could not only shoulder the responsibility of multiple positions but also ensure the mission never failed. Her flawless agility to

As the Brigade Engineer, LTC Ostervold also led the 45th IBCT’s construction efforts. While in Afghanistan, he managed over 10 million dollars in construction projects. LTC Ostervold led the effort to build the Forward Operating Base (FOB) Gamberi in Laghman Province as it was upgraded from 250 Soldier FOB to house over 950. Using his civilian skills as a professional engineer, LTC Ostervold ensured that FOB Gamberi’s construction stayed on schedule to ensure

The determined work ethics , hands on administration and industrious management allowed the forward logistical elements to successfully transition the 250,000 capacity bulk fuel farm to calculated bulk fuel during the re position and re posture of United States Division North soldier throughout the Diayala province. SFC Powell accomplished his through constant contact with logistic Civil Augmentation Program III and IV management and the forecasting and management of class III (B) expenditure rate. The priceless heading was given and also directed that enable the detachment on meet every last one of timelines in the move on the bases of the Iraqi administration. As much predominant administration and supervision Additionally enriched the sum united states Division-North warriors in the black jack operational need aid for 24 hours bulk fuel support, 24 hours ammunition storage, Furthermore multi class supplies. Sergeant five star Powell's activities would over keeping for the finest custom for military administration Furthermore reflect different credit upon himself, United States Division-North ,and the United States armed

SSG Hickerson served as Supply Sergeant of Intelligence and Sustainment Company of the Division Headquarters and Headquarters Battalion, 1st Armored Division, Fort Bliss, Texas. He planned, prepared, and executed all logistical operations for the Division Iron Focus Field Training Exercise, which ensured mission success. He additionally maintained and accounted for all the unit's equipment, to include during change of command inventories, to ensure no loss or degradation of over 27 million dollars of property.

SFC Boozer studied the CGS technical manual and was able to teach what he had learned to our section through hands on training, practical exercises, and homework, which was amazing considering that he just graduated from the school house two years before. He created an in-depth by the numbers Standard Operating Procedure (SOP) for the section in which new and seasoned Soldiers could understand. The SOP shows his expertise by showing written instructions on start-up, operating, and shut down procedure accompanied by pictures to ensure that anyone could get walk into the section and operate the system with minimal guidance. SFC Boozer took his personal time to create a digital component inventory book, identifying over three million dollars’ worth of equipment so that everyone in his section knew all the system components and the purpose of each. His system knowledge left me speechless as all I knew about infantry Soldiers at the time was that they were good at combat and not smart enough to score high enough on the Armed Services Vocational Aptitude Battery test to be Military Intelligence Soldiers. He shows mental agility because here was someone how had been an Infantry Soldier his whole military career and to no fault of his own had to learn an entirely new

- Supervised and led the SL3 and maintenance checks of the tactical field equipment used in Wire Platoon.

As the Chief of Current Operations from April 2015 to June 2017; LTC Bailey provided leadership and supervision for 170 Soldiers and DA Civilians providing direct training support to over 40 Basic Combat Training Companies and three schools providing professional military education to Officers and Non-Commissioned Officers. His leadership resulted in resourcing of skilled range cadre on 18 ranges, that supported Class I and V items to over 75,000 Soldiers, Airmen, Marines, Sailors, and Coast Guardsmen annually.

CPT Roy served as the SME on the management and execution of ASG-KU 34 recurring contract requirements; collaboratively integrating ARCENT, 1TSC, Army Contracting Command-Rock Island and Army Contracting Command-Kuwait. This collaboration led to the successful

MSG Scott has been our higher headquarters focal point for fixing numerous issues as we transitioned of our mobilization personnel within the 80THTraining Command. Her assistance in re-energizing halted ADOS-RC packets and MOB packets enabled a viable solution to complex staffing actions affecting our ARPRINT mission. Totally immersed in every aspect of our concerns, she managed the myriad of tasks associated with deploying our training units. She is very adept at finding workable solutions to vexing complex problems. Her skilled leadership is exemplified by providing firm guidance and mentorship to his subordinates and others.

CW2 Fretwell continues to keep PMB/MMB on course, with turnover of personnel, short of a critical subordinate supervisor and deployments. His experience in all activities in the USPFO-Logistics division was imperative to Logistics division success during the CLRT. Concurrent to this he managed multiple unforcasted missions insuring these missions did not impede current priorities and continued to keep his employees focused. His experience and knowledge proved to be invaluable as the Divisions inspections ended with several positive notes and accolades. Additionally, Mr. Fretwell managed the Divisions Physical Security Program with high success.

IT3 Marchut demonstrated a superior level of technical expertise during CGC Sturgeon Bay’s 140’ Service Life Extension Program. IT3 Marchut traveled 165 miles to Coast Guard Yards Baltimore to disassemble the cutter’s IT infrastructure consisting of 24 CGSWIII workstations, a switch and server. Following strict inventory control procedures, IT3 Marchut satisfactorily transported over $38K in accountable property to an alternative work site based at Bayonne Military Ocean Terminal. IT3 Marchut than reconstituted CGC Strugeon Bay’s computer network enabling command oversight during the nine month structural refurbishment and replacement of unsupportable or maintenance-intensive equipment.

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

SFC Bunch, the deficiencies stated above are concerning to me. You were directed by me, known to you as the HHB 1SG to properly inspect your Soldiers TA-50, have a copy of their clothing records on hand, counsel them on their shortcomings and afford them 30 days NLT 31 July 2016) to either claim field loss, purchase lost or damaged items or receive a statement of charges. You were to discuss/verify when you completed the task, you failed to do so. In addition, you were directed to turn in your Soldiers EOM counseling to include your NCO's initial and quarterly counseling, you missed both suspenses. SFC Bunch, you are a Senior Non-Commissioned Officer, you are reliable and extremely competent, these missed suspenses are uncharacteristic

For outstanding service between November 2015 and March 2016 in direct and implied support for the Recruiting Services Network (RSN) Command Cyber Readiness Inspection (CCRI). Mr. Michael Wortmann’s integrity, selfless service, commitment and dedication significantly contributed to the success of the operation of CSD, the Personnel Information Systems Directorate (PERSINSD) and the U.S. Army Human Resources Command (HRC). He contributed during this time period in preparation for documentation, Security Technical Implementation Guides (STIGs), technical STIGs and traditional security STIGs totaling 5,870 RSN STIGs. In this preparation, coordination and execution within the division, across divisions, across directorates and across commands

Randy Bedsaul is a General Maintenance Supervisor at the Logistics Readiness Center located on Fort Leonard Wood, Missouri. He currently supervises an average of 18 employees from various workshops on a daily basis. The various workshops include: electronic, furniture, weapons, textile, welding, machine and body shops. Occasionally he fills in for the other supervisor who is in charge of the administrative staff and heavy shop. Rarely, when the Maintenance Chief is out of the office Randy Bedsaul and Lloyd Allen, the other supervisor, temporarily step into his role. In regards to his position Randy stated that “Supervising is a lot like babysitting but for older people and it can be very draining.”. I laughed and nodded at his statement because I have witnessed him in action. One can perceive his attitude as someone who is easy to approach and get along