Achieves Ncoer Bullet Comments

• Developed and mentored her Soldiers in warrior tasks and battle drills, leading to one soldier earning the Expert Soldier Badge.
• Ensured that 50 Soldiers received training on wheeled vehicle equipment and updated 50 licenses, resulting in a 90% increase in company readiness.
• Brilliantly managed a team of 40 Soldiers, overseeing the execution of 426 scheduled services and 289 unscheduled work orders prior to NTC.
• Replenished $400,000 by turning in CLIX and saved the Army $200,000 by divesting equipment beyond the allocated repair amount.
• Led a team of 28 Soldiers to ensure that 103 vehicles passed MPA, DRRF, rail, and line haul in preparation for NTC 22-10, with zero towed vehicles.
• Demonstrated unparalleled proficiency in GCSS-Army and trained six NCOs, resulting in a 90% increase in work efficiency.
• Assumed responsibility for HHC BDE’s failed maintenance program, resulting in the timely T/I (turned-in) of 32 vehicles within one month.
• Mentored 12 NCOs and 28 Soldiers, leading to four NCOs and three Soldiers attending the board and earning promotable status.
• Completed MTRCS and Fire Suppression Refill System training, enhancing BDE capabilities and readiness, and training 22 Soldiers in the process.
• Trained the automotive and GSE section on the part verification process, significantly increasing throughput and saving the Army $100,000.
• Handpicked to be the Motor Sergeant over three SFCs, resulting in increased productivity, efficiency, morale, and quality of work.
• Participated in the GREAT Inspection, receiving accolades and setting a new Division standard for the Publication Library.
• Maintained responsibility and accountability of all assigned property valued at $2,236,487, with zero losses.
• Outstanding professional, always willing to assist other sections while completing own work in a timely manner.
• Achieved a perfect 100% grade on the CMDP inspection and was recognized as the “Best Shop Office in the 4TH CAB Aviation Brigade.”
• Selected as the representative for the company at NCO of the month at Battalion, surpassing 20 other NCOs and placing first out of 10 competitors.
• Led a team of 3 Soldiers in Erbil, Iraq, successfully turning in over $5 million worth of equipment to the Redistribution Property Accountability Team.
• Overcame obstacles to mission accomplishment during 2 virtual IDT (Inactive Duty Training) periods, assisting in arranging training and meeting mission intent with limited resources.
• Coached subordinates and peers during the annual IWQ (Individual Weapons Qualification), resulting in 10 soldiers achieving the sharpshooter badge.
• Selected as the section accountability NCOIC, achieving 100% accountability of over $500k of sensitive equipment during multiple field exercises.
• Coached subordinates during a mounted and dismounted M240B and MK19 crew-served weapons range, resulting in 10 qualified teams in the Battery.
• Developed and mentored his Soldier to assume duties of greater responsibility and successfully certify as an Ammunition Team Chief during the LFX (Live Fire Exercise).
• Conducted the first tandem sling load in the Squadron, utilizing the A22 cargo bag and cargo net during the Artillery Air Assault mission.
• Stepped up to the plate and shared his marksmanship knowledge and experience, qualifying the entire company on the M4.
• Exploited her experience as a CBRN NCO to obtain the isopropyl alcohol necessary for conducting 127 tests with the Protective Assessment Test System.
• Demonstrated sound decision-making skills in the best interest of the 194th XXXX, earning a reputation as one of the most trusted leaders in the Brigade.
• Received recognition from the 1SG for her professionalism during the Live Fire exercise, leading to enrollment in the Vehicle Crew Evaluator Course.
• Built a level of trust among Soldiers in all units falling under 25TH CAB for repairs and services, earning a reputation for reliability and competence.
• Surpassed her peers in training and additional duties, earning the opportunity to prioritize training and mentor new Soldiers.
• Established critical relationships with senior leadership, expanding access to support and resources for accomplishing critical tasks.
• Performed all tasks with superior results, showcasing exceptional competence as an NCO.
• Salvaged parts for two mission-critical STTs, resulting in 100% equipment validation and mission success during CSTX 86-19-03.
• Obtained certification as a tactical commander of 11 military vehicles, improving unit mobility and ensuring additional manning resources were available.
• Demonstrated the ability to make sound decisions in the absence of the Platoon Sergeant, taking on more responsibility.
• Showed a strong drive and concern for the health and welfare of all Soldiers, forging a cohesive team dedicated to readiness.
• Modified NSN repair parts to work on TPE Gators and Polaris when civilian parts were unavailable, preventing mission limitations due to equipment conditions.
• Utilized all available resources and support to eliminate delays in GCSS-Army processing, sustaining organizational aviation maintenance capabilities.
• Enforced man-hour tracking of direct labor hours on Unit and Support Maintenance mission operations, positioning the unit for additional manpower allocation.
• Performed an extensive cost-benefit analysis for four training events, gaining support and approval from the Protocol Office.
• Achieved 100% of the assigned recruiting mission during FY18 in only 9 months, currently holding a 136% mission rating.
• Increased accessions by 200% at Tuscaloosa County HS, transforming it into the highest-producing high school in the team area.
• Empowered subordinate NCOs to complete tasks, achieving success with limited resources, on time, and with accuracy.
• Planned and supported transportation operations within the NCR, providing reliable support to over 30,000 customers in various circumstances.
• Orchestrated the preparation and movement of over $10,000,000 in equipment to a forward-deployed location, playing a key role in mission sustainment.
• Shared extensive gunnery knowledge and skill with crew members, resulting in their qualification rating in their first HMMWV gunnery.
• Utilized all available resources to accomplish all assigned missions, demonstrating a no-nonsense approach that produced concrete results.
• Achieved 100% of the assigned recruiting mission during FY19 and is currently at a 100% mission for FY20.
• Implemented a new standard of practice (SOP) for the servicing and maintenance of the squadron’s weapon systems, proving to be a true professional.
• Exemplified a team-first mentality, going above and beyond to coach, mentor, and work with team members on his own time to increase knowledge and share best practices in all areas of maintenance.
• Led a platoon during a critical point in the defense phase of BDE EXEVAL, single-handedly neutralizing four vehicle crews and six enemy dismounts.
• Served as the sole support by fire for two entire objectives during Bronco Strike 2019, leading the Company Team to accomplish the mission.
• Played an instrumental role in revising the battle rhythm throughout the battalion, resulting in improved performance across all measured areas.
• Ensured that Soldiers received training on all mandatory weapons tasks, leading to three Soldiers achieving a zero score on IWQ (Individual Weapons Qualification).
• Sent five NCOs to attend NCOES (Noncommissioned Officer Education System) and facilitated the graduation of ten NCOs from military schools to fulfill required additional duties for unit readiness.
• Completed all assigned construction missions ahead of schedule and utilized the remaining time for site improvements.
• Achieved over 450 hours of correspondence courses as an individual, displaying a strong commitment to self-improvement.
• Earned a rating of “exceeds the standard” in three additional duty areas during command inspections.
• Accomplished 130 of 145 qualification tasks, with 75% completion on two airframes, surpassing peers.
• Received an outstanding rating on three out of four command inspections, the best in the battalion.
• Exceeded course standards with an academic average of 98% at Battle Staff NCO School.
• Became the first unit NCO to earn the I Corps Distinguished Leader recognition, demonstrating outstanding leadership skills.
• Produced finance and personnel actions for 250 soldiers with zero late transactions, ensuring smooth operations.
• Exploited scarce local resources to maintain a high mission production rate.
• Maintained a 100% operational readiness rate during Operation Noble Anvil, despite equipment and manpower shortages.
• Successfully protected his crew during 23 IED attacks and detected an additional five IEDs before detonation.
• Revised and improved Battalion supply and maintenance programs, resulting in a 20% increase in equipment serviceability rate.
• Provided daily logistics support to two maneuver task forces simultaneously, serving over 1,000 soldiers across three provinces. The FSC (Forward Support Company) was the only one in the brigade capable of this mission.
• Maximized limited resources to produce first-rate IMINT (Imagery Intelligence) products in support of SOCCENT (Special Operations Command Central) requirements.
• Organized an internal maintenance program, resulting in a 98% operational readiness rate for all team-assigned equipment.
• Reduced the waiting period for Computerized Tomography exams from one month to one day, improving medical support efficiency.
• Maintained a high level of readiness by completing all assigned COMMO (Communications) preparations ahead of the suspense date, utilizing the remaining time for site improvements and critical BN (Battalion) training during the unit activation for National State of Emergency.
• Provided substantial, pivotal, and decisive communications in remote locations during a civil response convoy.
• Played an essential role during pre-mobilization training for platoons preparing for deployment.
• Trained Soldiers on critical weapons tasks, achieving zero scores on IWQ for three individuals.
• Sent five NCOs to attend NCOES and facilitated the graduation of ten NCOs from military schools, fulfilling required additional duties for unit readiness.
• Completed all assigned construction missions ahead of schedule and utilized the remaining time for site improvements.
• Achieved over 450 hours of correspondence courses as an individual, displaying a strong commitment to self-improvement.
• Earned a rating of “exceeds the standard” in three additional duty areas during command inspections.
• Accomplished 130 of 145 qualification tasks, with 75% completion on two airframes, surpassing peers.
• Received an outstanding rating on three out of four command inspections, the best in the battalion.
• Exceeded course standards with an academic average of 98% at Battle Staff NCO School.
• Became the first unit NCO to earn the I Corps Distinguished Leader recognition, demonstrating outstanding leadership skills.
• Produced finance and personnel actions for 250 soldiers with zero late transactions, ensuring smooth operations.
• Exploited scarce local resources to maintain a high mission production rate.
• Maintained a 100% operational readiness rate during Operation Noble Anvil, despite equipment and manpower shortages.
• Kept his crew alive during 23 IED attacks and detected an additional five IEDs before detonation.
• Revised and improved Battalion supply and maintenance programs, resulting in a 20% increase in equipment serviceability rate.
• Provided daily logistics support to two maneuver task forces simultaneously, serving over 1,000 soldiers across three provinces. The FSC (Forward Support Company) was the only one in the brigade capable of this mission.
• Maximized limited resources to produce first-rate IMINT (Imagery Intelligence) products in support of SOCCENT (Special Operations Command Central) requirements.
• Organized an internal maintenance program, resulting in a 98% operational readiness rate for all team-assigned equipment.
• Reduced the waiting period for Computerized Tomography exams from one month to one day, improving medical support efficiency.
• Overcame obstacles to mission accomplishment by proactively arranging training, obtaining personnel, and meeting maintenance requirements ahead of schedule.
• Demonstrated exceptional leadership as the Supply Sergeant for six months in the absence of the Supply NCO, ensuring no degradation to the mission through focused research and planning.
• Achieved success despite limited resources by coordinating with other post agencies to share workload and delivering training aids in time for the planning conference.
• Developed a plan to efficiently turn in over $60,000 worth of serviceable CLIX service and repair parts to the SSA, resulting in a more organized and streamlined parts bin.
• Tasked with building Route Wanna checkpoint and reconstructing the road between two villages, completed the project two weeks ahead of schedule, enabling supply access for AUP (Afghan Uniformed Police) to assist 200 villagers.
• Utilized all available resources to accomplish the mission, coordinating with outside units to obtain support for personnel and eliminating administrative delays.
• Provided thorough training to Soldiers on all critical tasks, resulting in zero errors on monthly AMSS (Ammunition Management Support System) reports.
• Conducted a comprehensive analysis of the recruiting process, identified shortfalls, and renewed focus, leading the ROTC Detachment to exceed the recruitment mission by ten percent.

Needs Improvement

• Failed to complete multiple CBRN (Chemical, Biological, Radiological, and Nuclear) tasks issued by the battery commander and received counseling multiple times to fulfill duties within the provided deadlines.
• Requires supervision to work effectively and needs to develop self-discipline and the ability to work efficiently when independent.
• Worked well under supervision but needs to develop self-discipline and the capability to work independently.
• Ignored daily taskings, resulting in a lack of records and multiple write-ups during QA (Quality Assurance) inspection.
• Consistently late on all training milestones, 30 days behind on SSD-2 (Structured Self-Development Level 2), posing a threat to section readiness.
• Overestimated the section’s capabilities, leading to a failure to deliver during CAPEX (Combined Arms Live Fire Exercise), which required a revision of training standards and evaluation.
• Turned down opportunities for new experiences and professional growth, showing a lack of progression and advancement in responsibilities.
• Displayed uncooperative behavior when corrected and consistently showed a lack of interest in section goals.
• Did not support organizational morale events, weakening camaraderie and unit cohesion.
• Cannot be depended upon and frequently arrives late for shifts, recommending reclassification.
• Reported to work under the influence of alcohol, rendering him unable to execute his duties and breaching safety protocols.
• Could not be relied upon to maintain production rate in the absence of supervision.
• Was and continues to be negligent in meeting responsibilities, causing numerous obstacles to mission accomplishment.
• Failed to understand the importance of his duties and took advantage of every opportunity to avoid responsibility.
• Failed to identify critical mistakes, resulting in reduced productivity and wasted unit funds.
• Struggled to meet the general expectations and internal suspenses directed by the commander.
• Accomplished all tasks to the minimum standard.