Day Trader Strategies • Scalping: this strategy attempts to make numerous small profits on small price changes throughout the day, and may also include identifying short-lived arbitrage opportunities.• Range trading: this strategy primarily uses support and resistance levels to determine buy and sell decisions. This trading style may also go by the name swing trading if positions are held for weeks rather than hours or days.• News-based trading: this strategy typically seizes trading opportunities from the heightened volatility around news events and headlines.• High-frequency trading (HFT): these strategies use sophisticated algorithms to exploit small or short-term market inefficiencies up to several thousand times in a single day.

Responsible for managing all guard operations at the assigned complex. This includes ensuring that guard posts are staffed and guards have been trained, equipped, and vetted in accordance with the contract prior to beginning work, and monitoring performance of the guard force to ensure that contract objectives are being met.

Specializes in hauling freight that requires an open deck trailer (flatbed trailer). Hold a Class-A Commercial Driver’s License (CDL). A typical week consists of delivery of five loads with an average daily length of haul less than 500 miles.Common freight hauled are items such as steel products, lumber, wallboard, pipe and other building materials that must be hauled on a flatbed trailer. Drivers secure the loads onto the trailers and some loads require tarping.

Responsible for advising clients on investment objectives, risk tolerance, and investment vehicles necessary for achieving personal financial goals and retirement planning. Trained for 6 months to pass the Series 7 and Series 66 qualification exams through Securities Training Corporation and Edward Jones Investments.

United States Army as a Senior Non-Commissioned Officer (Retired); worked exclusively in coordinating multiple fire support assets within US military branches and foreign services over the course of four combat deployments to Iraq and Afghanistan; qualified to manage numerous personnel and equipment with respect to safety, accountability, training and professional development. • US Army Sergeant First Class, E7(Retired)• Secret security clearance (Renewed- 2009) • Interim top secret security clearances

Managed the Central Processing Facility at United States Army Garrison Vicenza, Italy. Managed a constant rotation of personnel through either in-processing or out-processing coupled with daily continuity of services that maintain customers’ validation and regulation requirements for all members of the military community stationed in Vicenza, Italy.

Ensured the timely application of services required to maintain up to 50 buildings on two US Army installations over a three month period; coordinated with multiple organizations including US Army Corps of Engineers, Department of Logistics Europe, Department of Public Works Vicenza, 173rd IBCT Operations Cell and Operations and Maintenance Division Vicenza. Responsible for providing current statuses of projects and work orders to senior staff in the brigade and being equally conversant with the Brigade Commander in the absence of the Brigade Engineer.

Served as the Brigade Fire Support Sergeant; subject to immediate strategic operations in support of US policies and objectives; responsible for being equally conversant with the Brigade Commander in the absence of the Brigade Fire Support Officer integrates mortars, artillery, close air support and attack aviation into the ground force commander’s scheme of maneuver; responsible for training and welfare of 18 Soldiers; responsible for the accountability and maintenance of $2,400,000 worth of assigned equipment.Coordinated and assisted in the planning and execution of over 250 combat operations during most recent deployment to Afghanistan; enabled the brigade to establish security and stability across the region, furthering accomplishment of the higher headquarters mission and meeting the intent of both commanders. Updated the brigade targeting outline to reflect lessons learned and to assist in streamlining tactics, techniques and procedures for future missions and provide a continuity base for follow on units to adopt.Selected by the brigade operations senior staff to manage inbound and outbound personnel of two brigade combat teams transitioning responsibility for Logar and Wardak provinces in Afghanistan. More than 5000 Soldiers over 2 months were trained, housed and moved through the Reception Staging and Onward Integration site resulting in seamless transition and assumption of responsibility for the area of operations. Developed an accountability system for property and assignment of property used for inspections and maintenance that resulted 100% accountability of over $2,400,000 worth of equipment. The same technique and product was adopted by the commander for the same use across the company.

Served as the Senior Fire Support Enlisted Observer/Trainer in the Operations Group; responsible for providing realistic and intensive battle staff training for National Guard and active Army combat brigades preparing for deployment in support of US policies and objectives; responsible for coaching brigade fire support staff officers and non-commissioned officers on planning and execution of policies in accordance with regulations, doctrine and internal procedures; responsible for focusing on tactical operations centers execution and fires integration procedures.

Served as the primary non-commissioned officer on all matters of lethal targeting and civil considerations to the fire support officer 1-33 Cavalry Squadron; responsible for analysis and recommendations to the commander for high pay off targets; responsible for developing and maintaining the attack guidance matrix and target selection standards; plans integration of various fire support assets including field artillery, close air support and attack helicopters; responsible for the training and welfare of 40 Soldiers and over $1,000,000 worth of assigned equipment.Additionally supervised the movement of $46,000,000 worth of equipment from Iraq through Kuwait to Ft. Campbell, KY.

NCO in charge of 16 Soldiers responsible for teaching, coaching and mentoring 3rd Battalion, 25th Brigade, 11th Iraqi Army Division Soldiers and staff. Served as the senior enlisted advisor to the Iraqi Commander and Command Sergeant Major; responsible for the training and evaluation of the Iraqi Battalion’s Fires Cell; assisted in providing coalition fires and effects in support of Iraqi counterparts; responsible for the safety, morale and welfare of 16 Soldiers on the Military Transition Team; responsible for the maintenance and accountability of $4,000,000 worth of Theater provided equipment.

Served as the Company Fire Support Sergeant for C Company 1-33 Cavalry Regiment; subject to immediate strategic operations in support of US policies and objectives; responsible for being equally conversant with the Company Commander in the absence of the Company Fire Support Officer; integrates mortars, artillery, close air support and attack aviation into the ground force commander’s scheme of maneuver; responsible for training and welfare of 10 Soldiers; responsible for the accountability and maintenance of $500,000 worth of assigned equipment.

Instructed classes in patrolling operations in the Division Pre-Ranger course to officer and enlisted personnel; Planned, prepared and presented performance oriented training; responsible for the maintenance and accountability of over $100,000 worth of equipment; Developed and revised lesson plans and training scenarios; Responsible for the training and evaluation of up to 40 students in 11 classes annually lasting 2 weeks each.