O regarded as an expert in the maintenance realm and is often sought after by Battalion leadership for guidance and input O made higher echelon repairs to engines and other major assemblies his outside the box thinking saved Unit over $450,000 O confident leader that made decisions based on the best interest of the Unit one of the most trusted leaders in the Battalion O conducted personal training sessions during lunch for two APFT failures Soldiers improved to 70 or better in each event O implemented a challenging PRT program to push subordinates to better themselves achieved highest Unit platoon average of 242 O maintained responsibility and accountability of all assigned property valued at $2,236,487 with zero losses O participated in the GREAT Inspection received accolades and set a new Division standard for the Publication Library O handpicked over three SFCs to be the Motor Sergeant increased productivity, efficiency, morale and quality of work O trained automotive and GSE section on part verification process increased throughput, saving the Army $100,000 O completed MTRCS and Fire Suppression Refill System training trained 22 Soldiers and enhanced BDE capabilities and readiness O mentored 12 NCOs and 28 Soldiers resulting in four NCOs and three Soldiers attending the board and earning promotable status O assumed responsibility for HHC BDE's failed maintenance program resulted in 32 vehicles T/I'd in one month O demonstrated unparalleled proficiency in GCSS-Army trained six NCOs which resulted in increased work efficiency by 90% O led 28 Soldiers to ensure 103 vehicles passed MPA, DRRF, rail, and line haul in preparation for NTC 22-10 zero towed vehicles O replenished $400,000 by turning in CLIX and saved the Army $200,000 by divesting equipment beyond allocated repair amount O brilliantly managed 40 Soldiers to execute 426 scheduled services and 289 unscheduled work orders prior to NTC O ensured 50 Soldiers were trained on wheeled vehicle equipment and updated 50 licenses increased company readiness 90% O enforced standards and discipline IAW CMDP guidelines to ensure 417 operators and TCs maintain safety O synchronized lines of communication between five companies and 170 pieces of equipment to maintain OR rate above 90% O led 60 Soldiers in a deliberate effort to clean and organize the motorpool as the Maintenance Control Sergeant O processed, led, and conducted over 150 services within the battalion ensured proper inspections prior to completion O displayed paramount maintenance knowledge and always made the best decisions based upon his and his personnel's experience O increased maintenance efficiency by 80% to eliminate overdue service backlog established framework for future success O consistently made himself available before, during and after duty hours to coach, train, and mentor Service Members O always placed the Soldiers needs first put forth the extra time to cross train his team on difficult maintenance repairs and tasks O performed duties as a senior mechanic during BSA1, BSA2, and NTC rotation 22-10 led teams completion of 500 maint tasks O developed a comprehensive training program resulted in cross-training one 91C and two 91D Soldiers on wheeled vehicles O trained 11 Soldiers on the MSD-V4 (ACERT) program increased turnaround time by 10% on all C7 engine jobs O mentored two Soldiers to increase their promotion points by 100 points resulted in one promotion to sergeant O maintained 10 Light track vehicles and sustained an operational status of all vehicles at over 90% kept the unit operational O performed quality control inspections on all unit LMTVs, 5K, 30K, and DRASH ensured compliance with safety standards and accurate and satisfactory repairs O repaired over 50 shortcomings and deadline faults found on equipment assigned to Brigade and Battalion elements restored 50% of response capability in less than 7 days O completed over 130 critical annual and semi-annual services on HMMWVs, LMTVs, 5K, 30K, DRASH and ECU systems sustained critical operations under austere conditions
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