Benefits Manager

8/2010 - Present

Contractor / Freelance

• Combined Training Advisory Group-Army (CTAG-A), is the NTM-A subordinate command responsible for mentoring and developing the ANA Training Command (ANATC). ANATC sets the policy for and delivers all individual training and Professional Military Education (PME) for the ANA, ranging from Basic Warrior Training (BWT) through the highest level staff courses. It is also responsible for the Consolidated Fielding Center (CFC) which brings together and training new units prior to their fielding. Train and advise KMTC Finance Officer and subordinate finance officers. Work in conjunction with the uniformed US KMTC S1 Mentor to coach and advise the ANA KMTC S1 Directorate. Develop comprehensive training program for finance specialists at the installation, brigade and battalion level. Review ANA pay processes and forms and make recommendations for changes or improvement. Audit KMTC pay monthly and work with Finance Personnel and KMTC audit team to help improve the accuracy and effectiveness of ANA audits. Mentor KMTC to coordinate with ANARC and Kabul Bank to ensure all ANA soldiers can access their salary with their issued bank cards.

4/2009 - 7/2010

US Army

Manager

• Advise the G-1 on the installation personnel strength and all human resource actions. Manage enlisted personnel functions, specified military personnel systems,evaluation report systems, awards, and all commanding general approved personnel actions. Established an SOP for every task in the G1 section. Managed and directed the job placement of more than 16,000 personnel. Trained more than 75 personnel on Military Human Resource software procedures (eMILPO, EDAS, eTOPMIS, TOPMIS II, COPS, and WebTAADS), ensuring timeliness and accuracy of data. Assisted with the implementation of DIMHRS for Fort Benning. Supervised the monthly Unit Strength Reporting (USR) and Medical Retention Boards (MRB) for the installation. Monitored the manpower requirements for the life cycle initiatives of eight brigades and all partner units assigned to Fort Benning. Successfully maintained the personnel strength by actively managing personnel replacements that involved preparing estimates for personnel replacement requirements based on estimated casualties, non-battle losses, and foreseeable administrative losses. Requested and allocated individual replacements according to mission priorities. Analyzed, identified and assessed the impacts of increases and decreases in authorizations and developed strategies for implementing agency policies.

5/2007 - 3/2009

US Army

Manager

• Advised the Iraqi 7th Motorized Transport Regiment (MTR) in support of the 7th Iraqi Army Division in Al Anbar Province. Coached coordination with the Division G-1 and Ministry of Defense for pay and administrative issues. Mentored managerial development and administration for an 820-soldier MTR. Supervised a team of 29 and accounted for equipment worth $2.5M. Trained Iraqi leadership on NCO roles and responsibilities, and troop leading procedures to improve the efficiency of the MTR. Motivated Iraqi leadership to improve living conditions for the soldiers and pushed the return of barracks belonging to the MTR. Focused efforts on pay and policy which resulted in 73% less deficiencies during August 2008 MOD inspection than the year before.

6/2005 - 4/2007

US Army

Manager

• Served in a multifunctional forward deployed Sustainment Brigade (SBDE) S1 managing the personnel accounting and strength reporting of 3,000 soldiers within seven battalions. Oversaw and managed essential personnel services to include e-MILPO, enlisted assignments, Command Sponsorship Program (CSP), Assignment Incentive Pay (AIP), Foreign Service Tour Extensions (FSTE), Foreign Service Tour Curtailment (FSTC), and other distinct personnel actions with separate application and approval processes from battalion through Eighth US Army (EUSA) levels. Built a system for receiving, tracking, quality control checking, and submitting personnel actions for a 3,000-soldier brigade to the command group. Selected over 38 other managers to serve on Special Troop Battalion's NCO, soldier, and KATUSA promotion, advancement, and recognition boards. Provided staff assistance visits to four of the seven battalion S1 sections. Managed and maintained accountability of over $3M of equipment without loss. Accountable for over 1,000 Korean-theater specific administrative actions which originated at battalion level. Maintained a high level of personnel services support during a drawdown period where unit strength dropped from 68 to 12 soldiers.

11/2003 - 5/2005

US Army

Manager

• Maintained daily accountability, trained and mentored four persons in the operation of the personnel service center. Ensured promotions, reassignments, separations and retirement orders, personnel actions, and electronic military personnel (eMILPO) transactions were processed accurately for 200 staff and 1,000 students annually. Processed enlisted, officer, eMILPO, and drill sergeant reports. Managed accountability and issuance of active duty, family member and retiree identification cards. Implemented a personnel action tracking system which improved the operational efficiency of the center by 30%. Achieved an error-free, zero-late rate for OERs and NCOERs for 11consecutive months. Cross-trained personnel ensuring each person understood how their positions related to the section's overall mission. Maintained accountability of $20k worth of office equipment without loss or damage. Developed a plan that consolidated operations to compensate for 40% personnel shortage. Tracked awards and reduced the processing time by over 45%. Achieved 100% on-time rate for all reports to the brigade. Developed a program to cross-train the administrative section which reduced processing time by 20%. Orchestrated weekly in processing for 500 students conducted by eight external agencies at two locations. Implemented a plan to electronically transmit records to DA which saved over $3k in shipping costs and increased processing by 30%.

6/2000 - 6/2002

US Army

Manager

• Managed personnel operations for 238 military personnel and their familiesin a recruiting battalion comprised of five companies in 43 remote locations, covering 49,000 square miles in four states. Supervised two managers in overseeing all aspects of personnel management to include promotions, awards, leaves, SIDPERS, NCOERS, personnel actions, finance, postal operations, publications and soldier readiness processing. Acted as senior enlisted advisor to the battalion leadership team on all personnel actions. Instituted a training program that resulted in a 60% increase in personnel action timeliness. Maintained a $140k postal budget with no losses to the government. Maintained the battalion publication account ensuring 100% accountability and rapid distribution to the user level. Earned recognition as the top reenlistment NCO in the First Brigade. Achieved a SIDPERS processing rate of 98%, a 19% improvement in less than two months and exceeding standards. Cross-trained three soldiers in a wide variety of tasks resulting in no loss in efficiency despite a 50% personnel shortage. Mentored personnel to achieve a 60% increase in evaluation and awards timeliness.