Responsible for recruiting candidates according to each client’s requirement, skill needs, and specific guidelines for each position. Responsible for conducting background checks, drug testing, screening measures, reference checks, and other necessary processes required per clients. Responsible for understanding each current and potential client’s area of labor, products manufactured, and services provided. Responsible for being acquainted with the present and future needs of our clients, current and future labor trends, and community movements. Responsible for advertising job postings across multiple platforms. Responsible for proudly executing 323 Staffing Solutions’ mission statement: Whatever you do, work at it with all your heart, as working for the Lord, rather than for men (Colossians 3:23).• Conducted over 700 screenings via in-person visits or phone communication in four months; 119 candidates were placed into 29 different positions amongst eight different accounts.• Brokered a solution that supplied eight hours of labor from a restoration program whose members adhered to a strict curfew. Efforts provided a positive long-term employment outlook for program members, which bolstered client’s productivity during a period of dramatic manning turn-over. Seven candidates were placed through this initiative.

Responsible for the daily production of 43 lines that primarily manufactured parts for the Toyota Highlander; formerly responsible for the nightly production of 36 lines that primarily manufactured parts for the Toyota Sienna. Hosts daily update, operational availability, scrap reduction, and shipping critical meetings. Responsible for mitigating maintenance, manufacturing, and operational friction points to minimize cost, and prevent shipment delays. Responsible for conducting human resource problem resolution, training of Team Leaders and Team Members, and directing the productivity of four Team Leaders and 39 Team Members.• Fostered an environment that fiercely regarded safety as the top priority; aggressive enforcement of safety policies led to a 400 day period without an OSHA recordable event.• Fostered an environment that strove to maintain the highest quality standards; introduction of more robust training, frequent quality audits, and execution of corrective action dramatically diminished the frequency and severity of defective parts.• Utilized friction points to target areas for continuous improvement activities; instituted a specific program to repair a frequent minor welding defect, which reduced scrap costs valued at $10K annually.• Conducted internal audits of two other departments that gauged Team Member awareness of the company’s ISO 14001 program and targets; efforts identified areas of improvement ahead of external audits that renewed the company’s recertification.• Selected over five peers to attend the Dale Carnegie leadership course; voted by classmates to receive the Human Relations Award for successful employment of course material in the workforce environment.• Developed subordinates to achieve goals for their personal career progression: two Team Leaders were promoted to Production Supervisor, and five Team Members were promoted to Team Leader.

Responsible for the collaboration of six staff sections that provided administrative, communications, human resource, intelligence, logistics, and operational oversight to four subordinate units; was responsible for the health, morale, and welfare of 67 Soldiers. Responsible for synchronizing the operations and outcomes of four subordinate units located in six states.• Overhauled a failed property management program with regards to the accountability and proper stewardship of US Government property; over 140 discrepancies were identified and reconciled.• Refined planning and resourcing for a major field exercise at a regional training center. Operation was the first time the entire unit trained at the same location. Nearly four hundred Soldiers were trained on their assigned weapon; 95% qualified to the Army standard. All Soldiers participated in a medical event that identified shortfalls in their medical readiness for contingency operations.• Provided expertise as an evaluator for a sister unit’s senior staff during Annual Training. Efforts identified critical shortfalls in the staff’s ability to effectively conduct and execute the military decision making process.

Responsible for coordinating and resourcing various fuels for an Active Duty Brigade, consisting of six subordinate Battalions. Ensured subordinate unit fuel policies, procedures, and reports were in compliance with U.S. Army Regulations. Executed the overhaul of failed standing operating procedures (SOP) with regards to fuel accounting. All subordinate battalions executed fuel accounting to the Army standard within two months with zero discrepancies. Executed fuel operations for Cadet Summer Training (CST) at Fort Knox, Kentucky. CST is the largest Army training operation located at one installation this year: nearly 15,000 Reserve Officer Training Corps (ROTC) cadets will participate in CST by the end of August 2015. Tasked with managing a $500,000 fuel budget, delivery of fuel to 29 training areas, operating a retail fuel point, and implementing HAZMAT mitigation measures and procedures related to fuel operations.

Responsible for internal company logistics, property and supply management, company maintenance, and battalion field feeding support. Turned in over 300 pieces of theater provided equipment (TPE) to Kandahar Airfield (KAF) without flaw; valued in excess of $12,000,000. Designed and established a Field Feeding Operation in vacated living tents upon the cessation of the contracted dining facility at Forward Operating Base (FOB) Walton. Field Feeding Operation provided over 40,000 hot meals in its month’s long existence. Tasked with the management and retrograde of the FOB Walton Materials Yard, consisting of over 900,000 pieces of material, valued in excess of $3,000,000. Developed a strategy to consume nearly $500,000 worth of material, and successfully retrograded the remainder to KAF, thus preventing the waste and abuse of taxpayer dollars. Coordinated the company’s efforts in the complete closure of FOB Walton, the only FOB that was completely closed in southern Afghanistan in 2014. Executed additional duty of Company Unit Movement Officer. Deployed and redeployed nearly 300 pieces of equipment with zero loss.

Responsible for the planning and execution of ammunition and fuel support and transportation assets for supported battalion. Led over 50 convoys that delivered all classes of supply. Convoys covered a combined 3,000 miles with zero safety incidents. Platoon issued over 40,000 gallons of fuel, over 2,500 artillery rounds from various classifications, and over 50,000 rounds of small arms ammunition. Strict adherence to ammunition accounting, delivery, and transportation set the battalion standard. Executed the additional duty of Company Safety Officer. Established a Company Safety SOP that garnered a 100% rating during Division Inspection.

Responsible for the planning and supervision of a Field Artillery Battalion's maintenance operations. Managed the maintenance operations for 12 artillery howitzers, over 140 pieces of associated artillery equipment, over 40 vehicles, and over 580 weapons located at ten Forward Operating Bases (FOBs) in eastern Afghanistan; total equipment assets valued in excess of $94,000,000. Equipment assets were maintained at an Operational Readiness Rate that exceeded 99%.