- Epitomizes Air Force Core Values; takes pride in service; committed to personal, unit and organizational success - Empowered/dev'd Amn; removed all obstacles to efforts, trusted them w/critical tasks--forged way ahead for new ldrs - Hosted AF Corrosion Office field survey; no findings/one benchmark for Wg--noted as "very impressive pgm", - Impeccable communicator & word-smith; voices reasoned concerns & ideas to ldrshp--promotes dialogue exchange - Responsible for USPACOM Strategic Planning & Policy staff actions w/ Components, GCCs, FCCs, JS & OS - Superb motivator; vaulted production/support effort--helped wg achieve 1.1K sorties/5.6K flying hours, FY13 Provided retention & retirement guidance to 14 AF officers--eased transition, - Instructed 27 mbrs on AFI guidance/directed changes within SRB/CJR requests--increased mbr career options, - Advised/compiled three Article 15s; briefed Wing CC on Status of Discipline--enforced professional standard, - Corrected 12 Amn/officer discipline/legal issues; networked w/four base/local agencies--enforced AF policy, - Manged Sq. - Performs personnel actions/issues pertaining to voluntary & involuntary reassignments/retirements/IRR/evaluations - Spearheaded high-vis DOS rollback initiative; investigated manning/operational readiness--saved four careers, - Spearheaded Law Office Sup't retirement ceremony -- 20 yrs service properly recognizedmbr/family grateful - Performs admin and prsnl functions as directed by the MSG/CC, train new Airmen, assists on CSS-related matters, - Leads 7 mbr-tm; dir milpers ops for 1.3K HAF/SAF Staff Amn & 25 DoD agencies; provides elite spt to top AF ldrs A well-written Officer Performance Report (OPR) or Enlisted Performance Report (EPR) is composed of a number of critical parts, and should paint a quantitative and qualitative picture An endorsement to send the officer to a lower-level staff (NAF, for instance) instead of MAJCOM, HAF, or Joint, can also be an indicator of the rater's assessment of potential. - Directly supports/advises POTUS, VPOTUS, SecAF, CSAF & CMSAF staff on sensitive close-hold personnel issues - Mitigated pay errors for mbr; ID'd/adjusted prior svc datenarrowly met BTZ nom suspense--$2.1K in back-pay rcvd, - Mng'd UMPR; ID'd/fixed 212 errors/trn'd 8 prsnl on manning doc prcs--projected 100% accurate allocations f/MFM - Participated in Sq/CC CoC setup/teardown; positive first impression of Sq for new CC-event 100% success - Executed $315K TDY dispersal; provided funds/orders 396 prsnl/27 locations--completed PACOM & CENTCOM lines - Revamped DSG meal chit sys; combined multiple docs into single source document--reduced processing time 53% - Ex COLD SNAP PDF mbr; verified mobility rcrds/mng'd discr rpt--readied 245 deployers for warfighter msn Mentored NCOs/Amn through 30+ credit hrs--produced 2 CCAF completions, - Fearless NCO; identified/stopped behavior risking group conflict or harassment claims; held w/c to standards - Oversaw UPC hires; coordinated with CC, CPO & AFPC for critical cluster package--met CSAF/SECAF's #1 intent - Go-to tech admin; swiftly troubleshot/resolved common comp issues in 77 AMU bldg--comps msn capable Good examples and instruction. - Accountable for timeliness, accuracy, and maintenance of published content to Air Force Portal and SharePoint - Piloted VCSAF & COMACC visits; highlighted CC's pri's/AF ldrshp assimilated to 432 Wg msn--coined by 5x sr ldrs - Directed base in-processing; updated duty status for 100 newly assigned airmen--reached 100% accountability - Streamlined pt care follow-up/ref process; revamped cancer tracking tool--certified continuity of care f/43 pts - Motivated, efficient--dealt with new job, a geographically split division reorg with professionalism and poise - Expertly processed 700+ AROWS orders; ensured 80 TDYs for Ops and MX trng--completed in 50% normal time, - Facilitated decoration tng; 31 NCOs taught within 12-hrsalleviated 17 upcoming departures--reduced errors by 20% 2.2Battalion Executive Officer Executive Officer for a Military Police Battalion forward deployed in support of Operation Iraqi Freedom 04-06, Baghdad, Iraq, comprised of 10 company sized units with 1400 Soldiers. PAS CODE 7. A well-written Officer Performance Report (OPR) or Enlisted Performance Report (EPR) is composed of a number of critical parts, and should paint a quantitative and qualitative picture - Validated 1K dependent/15K subsistence authorizations--accurately programmed $60M/SGLI liability benefits - UCC lead; ran 3 Ex/ID'd shortfalls/overhauled prgm/11 mbrs qual'd--ensured Sq readied for real-world emergencies OPR bullets highlighted, most recent OPR on top and award citations on very bottom) 3) Old red-lined PRFs (folded lengthwise) to show change progression (very back) . - Led "High-visibility" 4-Star DV visit; provided log spt/protocol actions/clean-up tm--coined by XXXXXXXX/CC - Upheld AF tradition; facilitated X Commander's Calls xx decs and xx awds presented--esprit de corps secured, - Valid'd 1.6K lv reqs/10 CSP pkgs/17 COT orders; expedited official travel f/32 families; prioritiz'd $52K entitlements - Lead Trusted Agent for Drug Demand Reduction; facilitated testing of 248 Amn--enforced AF zero tolerance policy 1A8X1 Airborne Cryptologic Language Analyst. - Sought ldrshp challenge; chaired Wg's 1st ever Cardboard Boat Race--enjoyed by 137, fostered esprit de corps, - Spearheaded NSI prep; achieved 100% nuke surety test pass rate/10 perfect scores--wg rec'd highest rating - Completed 9 cr hr ldrshp/mgmt crs; fortified strategic communication/feedback skillset--shaped Sq Amn OTQ winner DAFSC 5. - Authored 2 EPRs & 3 awd pkgs for Flt mbrs; garnered recognition on Sq & Gp levels--set Arnn up for success, - Backfill'd AFCENT/FM CMSgt role f/5 mos; Enl Mgr f/11 sites/59 prsnl, pav'd way fwd f/local FM spt--SMSgt now! Led 4-mbr mil/civ tm; boosted cybersecurity posture/4 Sq--earned Gp's Amn/NCO Info Dom wins - Reviewed 85 evals; initiated use of Electronic Management Systems for evals--improved/streamlined process - Board president over qrtly awd board; mngd 3 mbrs/interviewed 6 nominees--ensured fair selection process, - Breathed new life into section; made transition to B-2 platform transparent--considered a national stealth asset EXECUTIVE SUMMARY OF OPR THE PROCESS STEP 1: Make a plan. - Amn whisperer; conveyed standards, renewed pride in unit and uniform, workcenter now working as a team - Governed sq FARM duties; tracked 300 records/scheduled trng f/12 mbrs--enabled 100 percent record compliance, - Gp's Alt EMSEC mgr; ID'd inop host-base hub/resolved 4x taclane anomaly--fixed in <72hrsDV spt spot-on! Conduct an initial and midterm feedback using an AF Form 724 (A-3). o supervised operations of clerical and human resources for the entire Battalion of more than 16,000 soldiers; achieved 100% compliance with Directorate Of Information Management (DOIM) for the 1st time in Battalion history, o worked to enrich others and impart his technical and tactical knowledge to subordinates and peers alike; improved all tangible readiness metrics, o served for six months as Acting Commander, HHC 103d BEB; maintained standards, enforced discipline, and sustained readiness, o demonstrated self-development to improve the organization; set the example for all Soldiers, NCOs, and officers; gained the respect of Soldiers and leaders at all levels, o led his battalion through successful disaster responses to Hurricanes Matthew, Irma, and Michael and returned a warfighter focus to the battalion through rigorous field training, o collaborated with the BDE S3 shop to develop HHD's 5-year training plan; incorporated changes that will reduce reliance on outside agencies and save over $100,000 a year, o provided the needed experience to ensure the unit met the time line given to complete the operation; achieved mission success while sustaining regular scheduled training, o created the required documentation, processed, and turned-in over $2 million worth of excess Brigade equipment without loss; regained over $233,000 in unit funds, o led a senior Brigade staff through a challenging Annual Training period with elements scattered throughout Fort Indiantown Gap; guided participating units to success, o implemented the most effective company level training program within the Battalion; surpassed all benchmarks of strength management during his tenure as Company Commander, o supported two unscheduled and unexpected Distinguished Visitor missions to include the United Arab Emirates (UAE) Land Forces leadership; restored joint operations, o delegated effectively; reduced workload in HQ section while simultaneously empowering team leaders across the unit, o oversaw two state mobilizations and multiple training events during TY 2020; his mission-first approach increased unit proficiency in less than 12 months, o led a headquarters company command through significant pre-mobilization challenges; overcame a variety of obstacles to achieve 94% readiness, o exploited the talents of a diverse team of civilains and Soldiers; increased integration of effort increased productivity by 30%, o led a company of engineers through a difficult post deployment period; successfully integrated deployed and stay-behind Soldiers upon their return, o showed a strong leadership presence among the Family Readiness Group; established and maintained a sense of stability and calmness throughout his tenure as Commander, o led Soldiers with extraordinary integrity and never avoided a challenge; groomed his Soldiers for success, o implemented an effective physical fitness program; achieved a 100% pass rate for the unit for both the APFT and Army Height/Weight standards, o embodied professionalism and commitment to the mission by ensuring that Soldiers under his supervision were accounted for, fit for duty, and met Army standards, o collaborated with USARCENT G37 and the 77th Combat Aviation Brigade; facilitated the arrival and integration of over 150 participating Coalition troops. - Revamped CCIP prgm; merged 486 MICT/IGEMS items f/3 units--eradicated 23 major findings/80% of Sq deficiencies, - Section administrator; processed 73 EPRs/decorations--sustained sterling 100% on-time submission rate SSN 3. - Distributed 944+ identification cards; validated benefits/entitlements IAW DoD policies--100% data integrity, - Drove $6M COVID response; prep'd 39 tons cgo f/2 POTUS #1 pri msns--distro'd 1.5M tests/cut dlvry time by 72-hrs, - Efficiently signed in 90+ mbrs manually when unit sign-in system not responding; exceptional customer service - Delegated critical tasks responsibly--developed and empowered subordinates--workcenter 100% qual first time ever - Directorate GPC cardholder; manages budget/purchasing, and maintains supply requirements for J5 directorate, - Provides personnel support to 78 units/GSUs/NAF/5 MAJCOMs servicing 5.2K Airmen across 17 locations

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