Brian Slack Email & Phone Number

Fort Knox, Kentucky

Fort Knox, Ky

o Strategic Planning: planned, coordinated, and integrated future Headquarters Department of the Army (HQDA) personnel requirements, programs, policies, and initiatives. Served as the coordination point within the U.S. Army Human Resources Command for all HQDA-level strategic and transformation initiatives to include the Army Campaign Plan, Army Reorganization, and Sustainable Readiness; provided manpower force management analysis and recommendations of HQDA strategic and transformation initiatives. Represented the Division Chief, as required, at meetings, discussions, and conferences.o Requirements Analysis: interfaced with HQDA and U.S. Army Forces Command and U.S. Army Training and Doctrine Command staff elements to identify near and long term manpower requirements and policy positions to support the operating and generating forces of the U.S. Army.o Strategic Planning: developed active component manning guidance for HQDA G-1 approval; internally staffed documents within U.S. Army Human Resources Command for supportability and feasibility.o Project Planning & Execution: built unit readiness projections to support information requirements of the Commanding General, U.S. Army Human Resources Command. Analyzed and reviewed unit strength projections to identify potential manning issues; coordinated with the Enlisted Personnel Management Directorate and Officer Personnel Management Directorate to provide manpower analysis of shortfalls within their respective areas.o Project Planning & Execution: developed improved automation systems and techniques to build unit readiness projections. Conducted user acceptance testing within the U.S. Army Human Resources Command for newly designed computer data base products and Sharepoint sites.

Fort Knox, Ky

o Provided training management and operational oversight of 11 military colleges responsible for producing 30% of Cadet Command's annual mission of leaders. o Strategic Planning: developed a regional enterprise strategic plan containing measures of performance and effectiveness nested with U.S. Army Cadet Command’s Strategic Plan 2013 to improve the brigade’s administrative, recruiting, and training processes to produce better leaders for the Army.o Project Planning & Execution: redesigned outdated junior leader training courses to utilize new educational methodologies that reinforced the 21st century Soldier competencies, followed the Adaptive Soldier Leader Training Education (ASLTE) principles, and leveraged the live, virtual, constructive, and gaming (LVC-G) integrated training environments.o Quality Assurance: managed over 200 personnel within ten training committees for the command’s annual summer developmental training courses to ensure that instructors’ presentations were compliant with the learning objectives in the program of instruction; compiled, analyzed, and evaluated statistical training data looking for ways to improve processes; briefed after action reports to show trend lines, suggested training course improvements, and recommended policy changes relative to future training programs.o Requirements Analysis: planned, coordinated, and resourced the personnel, training, and logistical requirements to train over 7000 cadets at the command’s annual summer developmental training courses.

Fort Leonard Wood, Mo

o Served as senior advisor and subject matter expert on all Human Resources programs for the Engineer Regiment. Advised & assisted the Chief Executive Officer (CEO) with personnel management, occupational classification & structure, & personnel life-cycle management policies. Led a team of six Soldiers in the development of efficient systems for strategic management of engineer personnel policies, military occupational specialty (MOS) requirements, & career progression for 17 enlisted MOSs, three commissioned officer areas of concentration, & two warrant officer MOSs totaling more than 80,000 personnel across the active, national guard, & reserve components of the Engineer Regiment.o Process Improvement: developed a HQDA G1-approved plan to create eight engineer officer skill identifiers to better enable talent management across the Engineer Regiment and the U.S. Army. Performed program oversight in the awarding of skill identifiers to engineer Soldiers; established quality control measures to ensure applications were properly processed and classification actions were adjudicated by the processing team in accordance with manning policies and regulations. Ensured Soldier inquiries concerning the skill identifier program were answered accurately and promptly.o Provided the full range of personnel management functions for all engineer personnel regarding training certifications, awards, and regulatory compliance with military occupational specialty requirements. Interpreted DA manning policies and directives for engineer personnel, revised Department of the Army professional development, career management pamphlets, and engineer personnel policies accordingly.o Strategic Planning: developed a strategic accessions and recruitment program for the Engineer Regiment to increase by 30% the number of Science, Technology, Engineering, & Mathematics degree-holding leaders by actively recruiting at top engineer-producing universities.

Fort Leonard Wood, Mo

o Served as Chief of Staff for the U.S. Army Engineer School; synchronized the efforts of an enterprise responsible for the initial training and subsequent professional development of more than 80,000 personnel. Supervised the Engineer School’s operational, personnel, logistical, & resource management functions with an annual budget of over $46 million.o Strategic Planning: managed an enterprise-wide strategic plan to improve training and leader development as well as to better organize and equip organizations for optimum capability and mission accomplishment. Conducted strategic planning and coordination with associate directors to update their lines of effort. Chaired routine working group meetings to build strategic informational and decision briefings in order for the Chief Executive Officer (CEO) to brief senior Army leadership. o Monitored the staff’s work within the school. Built and maintained positive working relationships with superiors, peers, and subordinates alike in order to champion the CEO’s priorities contained in the Engineer Regimental Campaign Plan.

Diyala Province, Iraq And Fort Wainwright, Ak

o Served as battalion commander of a Brigade Troops Battalion supporting a combat-deployed Stryker Brigade in east central Iraq. Led a 600 Soldier multifunctional unit responsible for providing the brigade with command & control nodes, digital communications networks, route clearance patrols, personal security detachments, aerial reconnaissance, signals intercept & human intelligence operations, sensitive site exploitation operations, & explosive ordnance disposal response escort missions throughout Diyala Province, Iraq.o Leadership: directly responsible for the strategic direction, operations, and mission accomplishment of more than 600 personnel within seven diverse multi-functional organizations and over $300 million in assets. Managed all aspects of the organization's effectiveness - leader development, training, operations, logistics, human resources, budgeting, intelligence, and information technology. Ensured organizational compliance with approved equal employment opportunity and sexual harassment prevention program initiatives, policies, and regulations. Provided routine developmental counseling sessions and performance evaluations of military and DA civilians. Coached and mentored subordinates in the development of performance plans & individual development plans to increase their technical proficiency and organizational effectiveness.o Team Building: inspired work excellence in the organization through an active awards and promotion program for deserving personnel. Fostered a thriving command climate and established systems that promoted discipline, efficiency, & war-fighting functionality while simultaneously ensuring the professional and personal development of Soldiers and Families. Achieved the highest talent retention rate of seven similarly-sized organizations for two consecutive years.

Masters Of Science, Military Operational Arts And Science, 3.6 Out Of 4.0 Gpa

Activities and Societies: Army Section LeaderAir Command and Staff College (ACSC), the Air Force's intermediate professional military.

Bachelor Of Science, Industrial Technology, 5.3 Out Of 6.0 Gpa

Activities and Societies: Army ROTC