Forrest (Wayne) Heard Email & Phone Number

Washington, DC, US

My article on planning was published in the latest edition of ARMY magazine. It highlights how to create an organization that can conduct systematic, robust planning for any activity. The process begins with in-depth task analysis; the skills are honed by using the same process for all small and large projects, simple or complex.

Washington, DC, US

When the Joint Personnel Recovery Agency (JPRA) program of assisting the combatant commands was resurrected, I began working at USCENTCOM, again. Although I thoroughly enjoyed the challenge and satisfaction of working with the great people of DEA and the interagency, my heart has always been focused on support to the Soldiers, Sailors, Airmen, and Marines.

Washington, DC, US

In January 2010, I began working with DEA's special operations teams at Quantico. My role changed and expanded to training every DEA employee before they served in overseas, high risk environments. These special agents, intelligence analysts, and administrative personnel were all volunteers and impressive...an incredible group of professionals.I must.

US

The position at USCENTCOM allowed me to use my mission analysis, or task analysis, and project management skills on a wide range of issues. I was routinely dispatched to subordinate commands throughout the region to facilitate their mission analysis and draft their policies, regulations and orders.During the time I was with USCENTCOM I reviewed every.

Arlington, Virginia, US

In August of 2004, I received a call from the Army Special Operations Division at the Pentagon. I was summoned to Washington, D.C. and asked to be part of a 2-man writing team to develop the first Army field manual (FM) on Personnel Recovery (PR) operations--known as combat search and rescue in the USAF.After completing the document I began working in the.

New York, New York, US

After retiring from the Army at Fort Leavenworth, I entered the corporate world. I was fortunate to begin a career at NYL. They had a great training program and embraced similar values and culture that I had enjoyed as an officer in the US Army.Several agents and managers stood out as influential as I began to meet with and assist clients. Ellen Farrar was.

Tampa, FL, US

The work in Bad Toelz and the deployment for OPERATION DESERT STORM and OPERATION PROVIDE COMFORT were opportunities to really exhibit the project management process that had proved so effective in managing complex and enduring projects at the executive level. LTC Stan Florer added a vital improvement to the mission analysis that served us well in combat.

Statesboro, Georgia, US

This was a great opportunity to pass on to another generation of leaders the lessons I had learned thus far of small unit leadership and how to manage projects.Many of the cadets with whom I worked would find themselves serving in Afghanistan and Iraq within a few years after graduation.As the officer who was responsible for preparing cadets for Advanced.

Arlington, Virginia, US

After serving for two years as a commander, I was selected as the Battalion Operations Officer, known in the Army as the S3. It was an opportunity to use the inclusive brainstorming techniques, mission analysis, and project management skills that LTC Jackson had instilled, on projects of larger scale; completion requirements were immediate for some but.

Company Command was by far the most demanding but the most rewarding position in which I had served during my first 12 years in the Army.Under the Battalion leadership of LTC Robert L. Jackson, commanders and staff personnel learned how to manage projects at the executive level. One learned how to keep the energy levels up during the long range, or.

Troy, AL, US

For those officers who had 'come up through the ranks' the Army had a program that has gone by various names such as the Bootstrap program. It allows officers to attend college courses to focus on obtaining a degree--a necessary prerequisite for future service.Several of my OCS buddies and I were enrolled in the program after the Advance Course at Fort.

Another great course at the Infantry School. The curriculum included leadership at higher levels of course, but it also included the skills one would need as a staff officer--writing, planning, and coordinating complex activities.Major General David Grange, a legendary WWII combat leader, was the Commandant of the Infantry School during my Advance Course.

Although I had loved my service with the 82nd--as a private, as an NCO, and as an officer--I had always longed to serve on a team in Special Forces--the Green Beret. The opportunity came open when the Corps Commander established a policy of swapping officers from Special Forces to the 82nd Airborne Division. In the days before Special Forces was a branch.

Upon my return to the 82nd, I discovered that not only do they reassign new selected NCOs out of their platoons, another policy precludes assigning officers to brigades where they served as enlisted or NCO.The 508th had been my Dad's unit so I was thrilled to be assigned as a platoon leader in Bravo Company. The previous platoon leader moved up to serve as.

It's often said when one is facing a hard task that "I can stand on my head that long" indicating that although it's tough, one knows it will end soon. Because of Ranger School, I no longer glibly pronounce this advice. It's amazing how miserable one can make a situation if one is creative. This was the toughest course I attended during my career. In all.

The officer basic course provided great opportunities for learning in a more congenial environment. Some of my closest OCS friends also chose the Infantry as their branch--Dennis Johns, Jose Labrado-Zambrano, Kerry Allen, Mielke, and Christopher Dickey to name a few. Dennis Johns and I would serve in the same battalion in the 82nd when we returned to Fort.

Officer Candidate School was a great experience for me. I had completed 2 years of college ROTC before enlisting. I had completed training similar in many ways to OCS at the Basic NCO course. My platoon had supported ROTC advanced camp during the previous Summer.The experience in the 82nd, and the work of CSM Caro, SFC Fletcher, and SSG Cupit at the Basic.

Fort Sam Houston, Texas, US

I returned from Washington, D.C. prepared to continue my service in the 82nd. In 1975, I had reenlisted for an additional 6 years. I earned my SSG (E6) stripes shortly after returning from the Bicentennial Celebration. Having completed enough jumps as a jumpmaster, I also pinned on my Master Parachutist Badge.During the Summer, we supported the Reserve.

The Department of Defense organized a much larger than usual celebration for Armed Forces Week during the Bicentennial Year, 1976. The 82nd was invited to provide a display and send four Soldiers to participate in the festivities. I was selected to be one of the two NCOs to support this tasking.Large, geodesic domes were constructed on the grounds of the.

With my promotion to SGT, I learned another leadership tactic employed by the 82nd Airborne Division--move junior enlisted out of their platoons when they take on the responsibilities of leadership as an NCO. I was moved to 3rd Platoon under Samuel F. Richardson, another talented and dedicated leader. Along with SSG Peace and SSG Barnes, I learned small.

One of the great things about the 2-504th Infantry that became one of my leadership values concerned professional development. Unlike some organizations I've encountered during my military career and afterwards, the leadership in this battalion was strongly committed to developing the future leadership of the division. Training opportunities were seized.

In 1972, I joined the Army specifically for service in the 82nd Airborne Division. Why the 82nd? My dad had served in the 82nd and had been selected as a member of the Honor Guard in Berlin at the end of WWII. He was with the 508th Parachute Infantry Regiment. After jump school at Fort Benning, my class took advanced training in the 82nd (a cost saving.

Education record

Bs, Management