Senior Leaders Course (SLC) Feb2012-Mar2012Senior: The scope of training focused on leadership skills, ability to communicate and effectively pass all thoughts and intentions to his peers. It also concentrated on small group training research abilities and team building. Lessons and practical exercises were mainly taught by means of individual research then taught and instructed to classmates through small groups or by conducting a brief. Attained Commandant\'s List recognition outstanding "Force Provider" capable of " Leading From the Front". Recognized as having exceed course standards by demonstrating the Total Soldier Concept. Possessed the ability to reference material in a timely manner that enabled him to accelerate on all exams given and attain an overall course average of 99.62%.
Advance Leaders Course (ALC) Oct 2011-Dec 2012: The scope of training focused on small group leadership. Additional emphasis placed on unit leadership and organizational and direct support (DS) maintenance. Course of study included: Standards Army Maintenance System - Enhanced (SAMS-E), M113A3 Armor Personnel Carrier, M270A1 Multiple Launch Rocket System, M88 Track Recovery Vehicle and various organizational Tests, Measurement and Diagnostic Equipment (TMDE). During this course I was able to reflect on my past, present and future leadership decisions and actions, while positioning myself for more advanced challenges and increased leadership responsibilities.
Unit Armorer Training Course Sept 2009-Sept 2009: The curriculum focused on the performance for daily operations of the arms room and maintaining a stock of documents and forms; maintain and update the master authorization list (MAL); conduct daily controls, safeguarding and inventory of all assigned arms, ammunition, equipment and keys. Unit Armorer is responsible for organizational maintenance of multiple unit weapons.
The Command Post of the Future (CPOF) Feb 2009-Feb 2009 : This is an executive level decision support system providing situational awareness and collaborative tools to support decision making. Team members share workspace and collaborate to create a rich multi-perspective shared operational picture. Supports parallel, synchronous and asynchronous cross functional planning and execution. It is a simple and easy to use Commander\'s tool for planning. CPOF was developed out of a need to create a Command centric software environment that will support distributed and collaborative operations and allow the commander to command anywhere on the battlefield. Collaboration is more than sharing information it involves sharing thoughts and thought processes between superiors and subordinates, subordinates and peers. CPOF creates an environment where you can tailor your visualizations to suit the way you absorb information literally allowing others to see what you think.
Maintenance Manager Certification Course Oct 2008-Oct 2008: This course teaches leadership skills and planning methods. The curriculum outlines coordinating and directing Direct Support and General Support (DS/GS) maintenance on all mechanical equipment. It provides knowledge on how to supervise personnel performing the duties of wheeled vehicle mechanic, welder, armament/fire control maintenance supervisor, construction equipment mechanic and tracked vehicle mechanic.
Standards Army Maintenance System - Enhanced (SAMS-E) Mar 2008-Mar 2008: Designed to provide managers of Standards Army Maintenance System - Enhanced (SAMS-E) a thorough familiarization of the system with emphasis on the changes and updates from the Unit Level Logistic System Ground (ULLS-G) system. The course covers automated unit level maintenance, supply and readiness functions including today\'s weapon systems and sub-component readiness, maintenance and repair parts information. Covers tactical direct support and general support level maintenance management activities the knowledge on field and sustainment maintenance.
Primary Leadership Development Course (PLDC) Jan 2001- Feb 2001: Here I learned my basic troop leading skills, Army policies and regulations. Sergeants train to carry out proper techniques on how to conduct classes, Sergeant\'s time training and drill and ceremony. There was special emphasis on the importance of the Noncommissioned Officers role in the military. I learned that a professional and well disciplined NCO will have a more positive impact as a leader. I also learned that this professionalism will undeniably aid an authentic leader on his/her abilities to coach, teach and mentor Soldiers. I AM THAT NCO.
HEMTT Maintenance Course Dec 1999-Dec 1999 : Curriculum focused on organizational and Direct Support (DS) system maintenance tasks, including hydraulic components, engine, transmission, pump and fuel, steering systems, differential and brake system repair systems on M978 HEMTT Fuel Tankers. The training also focuses on Mechanical and Electrical Troubleshooting procedures for fault isolation of malfunctions of the Heavy Expanded Mobility Tactical Truck (HEMTT) family of vehicles.
63H10 Advanced Individual Training (AIT) Mar 1998-July 1998: Trained toperforms repair of gas turbine power plants/ packs, diesel power plants/packs, compression ignition engine fuel systems, compression ignition air induction systems, vehicle air cooling systems, vehicle liquid cooling systems, track hull electrical systems, automatic transmission assemblies, track vehicle cross drive transmission assemblies, transfer assemblies, hydraulic brake systems, mechanical/hydraulic steering systems, track vehicle hydraulic assemblies, fire extinguisher/suppression systems. Repair track vehicle using battlefield damage assessment and repair (BDAR).
Resumes, and other information uploaded or provided by the user, are considered User Content governed by our Terms & Conditions. As such, it is not owned by us, and it is the user who retains ownership over such content.
Many factors go into creating a strong resume. Here are a few tweaks that could improve the score of this resume:
Job Titles Held: