Adjutant General's Corps Regimental Association

The Old Guard Prepares for IPPS-A

By CPT Sheena Rubin, Battalion S1

The 3d U.S. Infantry Regiment is most commonly recognized as The Old Guard (TOG) by many.  We are the oldest active Infantry unit in the Army, serving our great Nation since 1784.  The Old Guard is the Army’s official ceremonial unit, escort to the President of the United States, and is always ready to provide security for the National Capital Region (NCR) in time of national emergency or civil disturbance.  Old Guard Soldiers are known for their exceptional pride in personal appearance and precision in performance.

On Thursday, 28 February 2019, members of the 1st Battalion Human Resources (HR) Section hosted an Adjutant General’s University training session on Joint Base Myer-Henderson Hall, Virginia.  We started off with a physical fitness competition to build morale and promote esprit de corps amongst all of the Regiment’s S1 Shops.  The course consisted of multiple checkpoints with challenging activities such as buddy carries, tire flips, and water jug carries along a 3-mile loop.  Our Battalion S4, S6, and Retention Sections even participated, showing their support for the AG Corps!

3d U.S. Infantry Regiment (The Old Guard) Human Resource Officers, Noncommissioned Officers and Soldiers participated in a PT competition before taking part in the unit’s Adjutant General’s Corps University.

The Integrated Personnel & Pay System – Army (IPPS-A) was the topic of this quarter’s AG University.  Our training event was advertised through S1Net and the Potomac Chapter of the Adjutant General’s Corps Regimental Association (AGCRA) network channels to reach as many HR professionals in the NCR as possible.  Over 100 Army HR Professionals came to Joe Rosenthal Theater for the information brief and live IPPS-A demonstration.  Attendees included service-members from the Regular Army, National Guard, Army Reserve, and Department of the Army Civilians.  It was also noted that Soldiers of various military occupational specialties were present, not just those with AG Corps specific affiliation.

IPPS-A presenters, CW3 Ricardo Estrada and SFC Rosalyn Bennett, HQDA G1, Technology and Business Architecture Integration, Functional Management Division, IPPS-A, made this event an immense success.  Their opening slide show provided an overview of IPPS-A.  It described the program, milestones, fielding timelines, and how IPPS-A will transform Army HR.  The slides that identified the pending changes in military pay and removal of legacy systems sparked the most dialogue from the audience.  Once the slide show was complete, the team transitioned into the IPPS-A demonstration using the software’s live training website.  This realistic view presented all Company Commanders in the room a view of their current HR report options in a new concise dashboard format.  It also revealed to end-users the ability to initiate their own personnel actions through the web-based program.

LTC Allen Kehoe and CSM Robert Carter, 1st Battalion’s Command Team, came out to recognize CW3 Estrada and SFC Bennett for their outstanding work in the HR community.  They each received a Battalion Commander’s coin, certificate of appreciation, and custom print that highlights the unique missions of our unit.  Our leadership acknowledged the importance of data accuracy before the new system goes in effect.  Soldiers will be able to accomplish their mission without making appointments to check on pay inquiries or to update personnel record discrepancies.  The system’s transparency will give Soldiers more time and confidence in the S1 routing process with less physical paperwork.

1st Battalion, 3d U.S. Infantry Regiment Battalion Commander and Command Sergeant Major presents the IPPS-A team with Old Guard plaques for their service in the Army HR Community. Pictured left to right: CPT Jasmine Morgan, CSM Robert Carter (Battalion CSM), SFC Rosayln Bennett, CW3 Ricardo Estrada, CPT Sheena Rubin, and LTC Allen Kehoe (Battalion Commander).

The audience collectively inquired about future distance learning, institutional courses, and on-site home station training opportunities.  The participation during the briefing and follow up requests for supplemental information show that Soldiers realize this HR system will manifest into reality, unlike DMHRS.  IPPS-A is here and The Old Guard is ready!  We look forward to hosting more training sessions in the future.

1st Battalion, 3d U.S. Infantry Regiment Battalion S1 Officers and Soldiers after observing a ceremony on historic Whipple Hill. Pictured left to right: CPT Jasmine Morgan (inbound Battalion S1), SPC Amina Carter (Actions Clerk), PFC Cassandra Vargas (Customer Service Clerk) and CPT Sheena Rubin (outbound Battalion S1).

If you are interesting in serving in The Old Guard please visit Old Guard – Join Us! for more information and application criteria.  Defend and Serve!

1st Battalion, 3d U.S. Infantry Regiment AG Soldiers in ceremonial uniform outside the newly dedicated Old Guard memorial on Joint Base Myer – Henderson Hall, Virginia.
Please follow and like us:

Shaping your Organization’s Future – One Soldier at a Time

As an avid football fan, one of my favorite times of the year is the NFL draft.  I am drawn to this process not just because of the implications for my favorite team, but also because of the hiring process.  NFL General Managers for all 32 NFL teams analyze critical statistics for over 3,000 collegiate athletes to ensure they select the right player for their respective team during the draft.  Every player is drafted with the intention that he will uphold their organization’s values, mesh with their culture, and perform their role on the team resulting in victories.  Selecting the right player will positively impact each NFL team for years; the future of the organization is shaped by this particular personnel transaction.

The Army and the NFL are similar when it comes to the implications of personnel moves.  I realize that I am drawn to this process because as an HR operator, my most important task is ensuring that my unit has the “right players”.  I am the personnel “General Manager (GM)” for my organization and I’m charged with accomplishing my Commander’s vision by shaping my unit’s personnel readiness, one Soldier at a time.  Often this task is overshadowed by the mountains of daily Essential Personnel Services (EPS) actions; however, the way that every S1/G1/HR Section must make itself invaluable to their respective organization is through strength management.

The first step in strength management is identifying what your unit or organization currently has in its personnel inventory, which skill sets are missing, projected additions/losses, and the Commander’s priorities at every level.  This is accomplished by utilizing our numerous Army HR weapons systems (numerous for now, but will be streamlined with the fielding of IPPS-A (Integrated Personnel and Pay System-Army)) to build products such as MOSIs and personnel slates to not just account for Soldiers, but to also project what your organization will look like in the future.

Being able to project personnel shortfalls is essential to every Army unit or organization.  How can an organization embark on a road to deployment without knowing when crew strength targets will be met?  As HR operators, we must let it be known that we have these abilities so that when your organization plans crew served gunneries and CTC rotations, Army HR professionals are involved in the dialogue to ensure that the unit has the right personnel on the ground, at the right time, to ensure success during critical training events.

The 101st Division Artillery (DIVARTY) S1 section accomplishes this by centering their personnel conversations with the Division G1 on the Brigade’s upcoming WFX and pushing to receive personnel gains prior to the exercise.  This involves identifying where the Division G1 can divert late gains to other units so that the DIVARTY can receive early Soldier arrivals.  Attempting to defer DIVARTY Soldiers who will PCS that the Division doesn’t have projected inbounds for, and expediting inprocessing with the DIVARTY’s inbound Soldiers through the installation reception process, are HR tools available to support the DIVARTY’s personnel readiness.  We execute Brigade HR processes and start these conversations with our higher HQs early because they are our implied tasks in order to ensure units across the Division (like our Divarty) are properly manned.  A S1/G1/HR Section that is unable to project personnel strength cannot do this and therefore faces an extremely uphill battle to being invaluable to their organization.

Unlike the NFL, the majority of Soldiers assigned to Army units or organizations are selected by Human Resources Command (HRC) instead of a draft.  In order to be an effective HR operator, we cannot just annotate that we have an inbound.  This will not help shape any unit’s future.  As Army HR operators we must do more. 

Upon identifying a personnel gain, we must immediately begin an analysis from a GM perspective.  Our DIVARTY S1 Section does this by ensuring personal data is built into our strength reports such as current date of rank (DOR), basic active service date (BASD), medical readiness classification (MRC) code, suspension of favorable actions (FLAG) info, security clearance, professional development education status, and additional skill identifier/special qualification identifier (ASI/SQI).  All of this data helps to determine if the inbound Soldier has the correct skill set the DIVARTY needs, if they are eligible to fill open positions, and if they are the right fit for our Brigade.

Over the past six months, our S1 Section has done this type of analysis and it has allowed us to engage in conversations with HRC career branches and the 101st G1 PRM section to ensure the DIVARTY is getting the “right players”.  Our strength tools can identify inbound Soldiers who may have just reclassed and instead of throwing the Soldier directly into the fire, we can make their transition easier by attempting to build overlap with who they are replacing.  In addition  we can assign a sponsor that can act as a mentor, and/or switch inbound Soldiers with another subordinate unit if it supports a better readiness fit. 

Army HR operators further become invaluable to their organization by using the personnel data collected to begin educating inbound Soldiers about their Commander’s vision/intent/goals.  Ideally, we could pass the information off to sponsoring command teams, who tailor their sponsorship to the specific Soldier.  A perfect example for the 101st Airborne Division is identifying Soldiers who are not Air Assault qualified since it is a key metric that is tracked at the Division level.  Reaching out to these Soldiers and relaying expectations prior to their arrival decreases the amount of time between arrival and Air Assault school attendance, and increases the amount of time the Soldier can prepare to hit the ground running upon arrival.  Soldiers who know arrival expectations are more likely to focus on achieving and improving required unit skills just as an NFL prospect would work on a skill that would make him attractive to an NFL team.

Projecting inbound DIVARTY Soldiers can be challenging as it is up to HR Operators to find ways to navigate around HRC targets, Army manning shortages, and distribution cycles to get the right Soldiers into our DIVARTY formations.  We are also charged with figuring out how to retain key personnel within our formations, processing personnel out of the Army when required, and tracking readiness.  Our Commanders measure our HR value and personnel readiness on how effective we are at filling our personnel shortages, retaining Soldiers, providing solutions to personnel readiness issues, and explaining realistic manning goals.  In order to do this, we have to understand the Active Component Manning Guidance (ACMG), the Commander’s personnel priorities, and the HR resources at our disposal.  The DIVARTY S1 section proved how invaluable it was over the past six months by reducing non-deployability statistics and simultaneously filling positions that have been vacant within the Brigade for extended periods, and moving excess personnel to fill shortages. 

Understanding all of the Army HR resources at our fingertips is pivotal to shaping each unit’s future.  Understanding how to mesh mission-essential requirements (MER) prioritization with the Commander’s personnel priorities, figuring out how to leverage the new KSB addition, identifying eligible enlisted Soldiers for key developmental (KD) stabilization jobs, and creating a dialogue with the medical/legal teams to accurately capture and reduce non-deployables, helps solidify our position as the most invaluable staff section within our Brigade.

The Soldiers that we bring into our units will never play in front of thousands of NFL fans, nor sign multi-million dollar football contracts.  However, they will do something much more important.  They will deploy in support of contingency operations and bring our Commanders’ vision to reality.  The 101st DIVARTY is not manned at 100%, nor is every single Soldier deployable.  However, through consistent analysis and utilization of the Army HR tools at our disposal, our command team knows that we will execute our next mission with the best team possible because we understand talent management and how to put it on the field.  The 101st DIVARTY S1 Section is invaluable to our command because we are the only Brigade staff section that can shape the unit’s future – one Soldier at a time.

Defend and Serve!  Rendezvous with Destiny!  Guns of Glory!

About the Author – WO1 Harvey wrote this article as the 101st DIVARTY HR technician, but as of July 2019, he is currently serving as the HR Tech for 1st Brigade Combat Team, 101st Airborne Division.  Point of contact info follows:

WO1 Marcus J. Harvey
VP, Plans & Programs
AGCRA Screaming Eagle Chapter
O: 270-798-5002 C: 931-220-1599
marcus.j.harvey.mil@mail.mil
harvey_marcus@hotmail.com

Please follow and like us:

From the Trenches of the Bayonet Division, 7th Infantry Division

By CW3 A. Rafael Fabian Diaz, 7th Infantry Division (7ID) Human Resources Technician and SFC Cody Siders, 16th Combat Aviation Brigade S1 NCOIC

On behalf of 7ID Assistant Chief of Staff (ACofS), G1, LTC Lucas Braxton and SGM Paul George, 7ID G1 Sergeant Major – All eyes on the Bayonet Team!

Being a multi-component division headquarters has its challenges.  There’s always the continuous struggle to fill our Reserve Component billets, for one, or the always original question of “how is HRC looking at us today?  Active Component only or multi-compo?”  That’s always fun around USR time… month after month.  Regardless, we wouldn’t have it any other way!  If it were easy then it wouldn’t be called the Army!

No matter what challenges lay ahead, the Human Resources (HR) Professionals of the Bayonet Division stand ready to deploy, engage and destroy the enemy, defend and serve, and provide top notch HR services to our Soldiers and Families across and beyond our formations.

Last fall (November 2018) the Bayonet Division had the privilege of hosting the 7th Chief Warrant Officer of the Adjutant’s General Corps (CWOAGC), CW5 Jacque Nixon, as he visited the HR Professionals of the 7th Infantry Division G1 and its subordinate unit S1s.  With some of the best HR professionals in the Army, 7th ID HR Soldiers had an opportunity to show the CWOAGC how the team pushes through one obstacle after another, going the extra-mile serving Soldiers and their Families on a day-to-day basis.

Conducting an office call with the 7ID G1, LTC Lucas Braxton and SGM Paul George, CW5 Nixon listened as LTC Braxton discussed the overall mission of the 7ID headquarters and how the Division G1 is postured to provide HR support throughout its footprint.  Additional topics of discussion were the I Corps Rolling Soldier Readiness Program (SRP) Level II mission, potential Distribution Management Level manning pilot, and the dynamic of reporting to two different higher headquarter entities (United States Army Pacific and United States Army Forces Command (FORSCOM)).

We welcome the challenge – January 2019 kicked off what will be a busy year for the HR professionals of the Bayonet Division.  From preparing CTC/Deployment Briefs for FORSCOM in preparation for the 2-2 Stryker Brigade Combat Team, 2nd Infantry Division, National Training Center rotation; to conducting manifesting operations in support of Pacific Pathways (Thailand/Philippines) and Marine Corps Air Ground Combat Center – 29 Palms (California); from getting back to the plans and operations roots as the Division prepares to integrate its foreign partners (Australia, New Zealand, Canada, United Kingdom, and Singapore) in support of Bayonet Focus/Joint Warfighter Assessment exercises; to immediately following up with additional HR planning and support effort to kick off Talisman Sabre 19 (Australia).

Our HR Troops are ready to serve!

LTC Lucas Braxton (Left), 7th Infantry Division G1, hosts a G1 Huddle with foreign military counterparts from Australia, New Zealand, Canada, and the United Kingdom, as part of the Joint Warfighter Assessment 19 exercise at Joint Base Lewis McChord, Washington.

Ghost Brigade – 1st Stryker Brigade Combat Team, 2nd Infantry Division

Down in Ghost Country, the HR troops are grinding every day to provide high-quality HR support to over 4,400 Soldiers.  With numerous real world missions coming to an end, the cohort combined efforts to execute reintegration tasks at the Institutional Training Branch for Pacific Pathways 19-01 and the Southwest Border Mission personnel, while simultaneously executing mass SFL-TAP and CAO/CNO training events in their footprint.  Readiness and morale is at an all-time high in Ghost Country!

Within Ghost Country, home of the 1-2 Stryker Brigade Combat Team (SBCT), last winter WO1 Veronica Fitzgerald, HR Technician, had the opportunity to discuss with the CWOAGC her “first 100 days” as a HR Technician in a high Operational Tempo Stryker Brigade.  During the CWOAGC’s visit, he attended the RAPIDS out-brief as a result of an installation inspection.  1-2 SBCT S1 received a commendable rating and was lauded for producing 200 new CACs in a one month span; a testament to their “Soldiers First” mentality.

Building the bench – The HR leaders of the Ghost Brigade continue to prepare its young troops and set them up for success on their way up the ranks.  As part of Sergeant’s Time Training, PFC Estrella Rodriguez, 23rd Brigade Engineer Battalion (BEB), facilitated a period of instructions on battalion-level monthly reports.  The Junior Enlisted troops run the show for the Ghost Brigade – PFC Durieu Pitts, 2-3 Infantry Battalion, familiarized the HR enterprise on the Global Electronic Approval Routing System as the Brigade transitions to a new personnel actions tracking system, while PFC Jin Kuroha from the Brigade S1 instructed HR professionals on how to properly complete DA Form 638, Recommendation for Award.

Recognizing Army HR talent behind the scenes – during BG Robert Bennett’s (61st The Adjutant General (TAG) of the U.S. Army) visit to 7ID in February 2019, he presented CPT Sherri Gregoire the AGCRA COL (Ret) Robert L. Manning Achievement Medal for her contributions to the 23rd BEB as the Battalion S1 OIC.  SPC Felicia Brown, Brigade S1, received a coin from the Ghost Command Sergeant Major, CSM Chris Grant, for stepping up in the absence of leadership and always providing the very best HR support to the Soldiers of the Ghost Brigade on a daily basis – for both, a job well done!

Personnel Accountability and Strength Reporting – on the operational front, the Ghost S1 team continues to focus on our Division’s HR Core Competencies.  As part of Manning the Force, Ghost 1 and her team planned, coordinated, and executed the manifest operations supporting the Brigade’s movement to the Philippines as part of the Pacific Pathways 19-01 exercise, an annual multilateral exercise focused in the Pacific comprised of three different deployments; each featuring components of a Brigade Combat Team and their host nation counterparts.

The Ghost Brigade exhibits AG pride, motivation, and competence both on and off duty.  Three members of the current AGCRA Mount Rainier Chapter Council serve in the Brigade S1 and directly contribute to the cohorts’ participation in multiple Bake Sales events and Fun Runs.  Additionally, 1-2 SBCT S1 OIC, MAJ Deb Daley, and NCOIC, SFC Julie Laney, were recognized for their outstanding contributions to the community by receiving the Horatio Gates Bronze Medal at the last AGCRA Luncheon.

MG Bill Burleson, Commanding General, 7th Infantry Division, participates in manifesting operations alongside CPT Clarissa Lee and CPL Uila Lefiti, 5-20 Infantry Battalion. Soldiers from the 5-20 INF depart for Thailand as part of the Division’s Pacific Pathways 19-01 exercise.

Raptor Brigade – 16th Combat Aviation Brigade

Any place, any time – making things happen literally in all corners of the globe, the HR professionals of the Raptor Combat Aviation Brigade continue to go above and beyond the call of duty.  Last November 2018, WO1 Tom Fitzgerald had the opportunity to discuss the Brigade’s SRP process and some of the challenges and successes of the program with CW5 Jacque Nixon at the Joint Base Lewis-McChord (JBLM) Soldier Readiness Center (SRC).

Down on the peninsula – CPT Sandra Richards and SSG Chandra Ashley, S1 and S1 NCOIC for the 4-6 Heavy Attack Reconnaissance Squadron, along with their team of HR professionals answered the call and are currently deployed to the Korean Theater of Operations.  They continue to hold down the line providing top notch HR services to the Task Force while forward deployed – Sabers!

Work hard, play harder – the HR professionals of the Raptor Brigade all take time to support the AGCRA Mount Rainier Chapter at JBLM.  From Bake sales to AG Fun Runs, the Raptors are always supporting in full force.

Down with the B.R.O – the Brigade S1 Soldiers were an integral piece of the preparation and execution of Warfighter Exercise 19-04.  For four months, they worked tirelessly ensuring the Brigade’s Soldiers, equipment, and supplies were prepared and accounted for thus sustaining the unit through the duration of the exercise.  This was evident in the effort level, attitude, and morale of the S1 Soldiers while they prepared and executed this training exercise, many times in austere weather conditions and with little rest.  Their performance was recognized and commended by senior members of the Brigade staff as well as Observer/Controllers.

Hero of the Battle – responsible for the battle tracking of over 3,000 geographically dispersed personnel, the Brigade’s HR expertise was a combat multiplier in the development of casualty tracking mechanisms and HR standard operating procedures, resulting in shared understanding throughout the Brigade’s Sustainment Cell and Tactical Operations Center.  In the spirit of our HR Soldiers’ hard work and continued dedication, PFC Loren Gomes-Hadden was recognized as one of four Raptor Brigade representatives during the exercise as Hero of the Battle.  Outstanding performance!

SFC Cody Siders, 16th Combat Aviation Brigade S1 NCOIC, puts his mallet where his mouth is during the Brigade’s Warfighter Exercise 19-04 at Fort Riley, Kansas.

Lancer Brigade – 2nd Stryker Brigade Combat Team, 2nd Infantry Division

Down at the Lancer Brigade, HR troops could not be going at a faster pace and knocking down more targets than the Soldiers of the S1 shop down at 2-2 Stryker Brigade Combat Team (2-2 SBCT).  Despite of the unit operational tempo the S1 shop continues to go above and beyond the call of duty setting new standards of high-quality HR services and support to the Soldiers and Families of the Lancer Brigade.

Lessons learned – during the CWOAGC’s visit to JBLM last November 2018, WO1 Dante Steel, 2-2 SBCT HR Technician, discussed some of the Army HR products and best practices he has created and continues to execute at the Lancer Brigade, including Microsoft Excel programs of instructions to ensure S1 teams across the Brigade are mining and analyzing data in a more proficient and expeditious manner.

NTC Bound – as the Brigade ramps up for their upcoming NTC rotation, MAJ Eric Williams and his band of HR professionals continue to set up and take down HR targets flawlessly.  Supporting the Brigade’s Pre-Deployment Site Survey and Leader Training Program efforts, Lancer 1 and his team conducted manifesting operations accounting for and tracking the movement of over 200 Task Force Lancer Brigade and Battalion Staff personnel, also supporting Company Commanders and other leaders with zero issues.

SGT Brandon Williams, 2-2 Stryker Brigade Combat Team, receives an AG coin from the Chief Warrant Officer of the AG Corps, CW5 Jacque Nixon, for his outstanding support and contributions to the Lancer Brigade Soldiers and their Families.

Warrior Strike – 2nd Infantry Division DIVARTY

Rounding CW5 Nixon’s tour of the 7ID Brigade S1s was a visit to the 2ID Division Artillery (DIVARTY) where he visited with CW2 Junior Colon and the Warrior Strike HR professionals.  While at 2ID DIVARTY, CW5 Nixon received an impromptu brief on the activation of the Intelligence and Information, Cyber, Electronic Warfare, Space (I2CEWS) unit under the administrative control of 2ID DIVARTY, 7ID.

The 2ID DIVARTY S1 team exceptionally executes personnel accountability.  In late February 2019, the Warrior Strike S1 pushed out a 2ID DIVARTY reconnaissance element to Australia in preparation for the unit’s participation in Talisman Sabre 19, a bilateral exercise designed to train Australian and U.S. Forces in planning and conducting combined task force operations in order to improve Australian/U.S. combat readiness and interoperability.  Simultaneously, the HR team also manifested and continues to track the daily accountability of Warrior Strike Soldiers training at the Donnelly Training Area in Alaska.

Strike the enemy, protect the innocent!

Last note.

Hail and farewell.  Lastly, LTC Braxton, SGM George, and the rest of the Bayonet HR team would like to say welcome to the new crop of HR professionals joining the Division ranks this year.  We are excited to have you all join one of the greatest HR cohorts in the U.S. Army and are looking forward to showing off what the great Pacific northwest has to offer – “live like the mountain is out!”  To those of you leaving us in the near future we say many thanks!  We are extremely grateful for what you have done for the Soldiers and Families of the Bayonet Division and wish you only the best in your future endeavors.  Keep in touch!

Meet the team:

Bayonet Division – 7th Infantry Division – Bayonet G1 Team:

ACofS, G1 – LTC Lucas Braxton

G1 SGM – SGM Paul George

EPS OIC – CPT (P) Cliff Barnett

PLOPS OIC – CPT (P) Jerame Johnson

Readiness Director – CPT Robert Busley

HR Tech – CW3 A. Rafael Fabian Diaz

HR Tech – CW2 Yesenia Hall

ESM NCOIC/Platoon SGT – SFC Marla Ocalagan

EPS NCOIC – SSG Vanessa Harbo

PLOPS NCOIC – SSG Monique Lindo

ESM NCO – SGT (P) Isabella Eubank

HR SGT – SGT Brittney Echols

HR SGT – SGT Nicholus Henry

HR SGT – SPC (P) Nicholas Ancrum

HR SGT – SPC (P) Holden Goerke

HR SGT – SPC (P) Tyler Love

HR SPC – SPC Juan Granados

HR SPC – PV2 Cory Hockenberry

The 7th Infantry Division, Bayonet G1 Team.

Ghost Brigade – 1st Stryker Brigade Combat Team, 2nd Infantry Division – Ghost S1 Team:

S1 – MAJ Deb Daley

S1 Senior HR SGT – SFC Julie Laney

HR Tech – WO1 Veronica Fitzgerald

Strength Manager – 1LT Jayson Ewert

HR SGT – SSG Willa Palmer

HR SGT – SGT Selene Garcia

HR SGT – SPC (P) Philip Chase

HR SPC – SPC Felicia Brown

HR SPC – SPC Gary Parris

HR SGT – PFC Jin Kuroha

HR SPC – PV2 Ashley Rodriguez

HR professionals of the Ghost Brigade, 7ID, kicked off a Brigade-wide Sergeant’s Training Time with a rigorous physical training session focusing on hand-to-hand combat conducted at the Ghost Dojo on 31 January 2019.

Raptor Brigade – 16th Combat Aviation Brigade – Raptor S1 Team:

S1 – CPT (P) Broderick “Brock” Gardner

S1 Senior HR SGT – SFC Cody Siders

HR Tech – WO1 Tom Fitzgerald

Strength Manager – 1LT Jennifer Zimmerman

HR SGT – SSG Emily Merriman

HR SGT – SGT Latice Blount

HR SPC – SPC Seok Lee

HR SPC – SPC Amanda Perez

HR SPC – PFC Loren Gomes-Hadden

HR SPC – PV2 Reginald Arberry

From left to right: SPC Gilbert Pamphile, CPT Kaitlin Harrison, SSG Emily Merriman, SPC Phillip Wright, SPC Abbigail Brigman, and SPC Justin Hochstrasser (standing) participate in the 7th Infantry Division AG Fun Run 5K 2018.

Lancer Brigade – 2nd Stryker Brigade Combat Team, 2nd Infantry Division – Lancer S1 Team:

(Outgoing) S1 – MAJ Eric Williams

(Incoming) S1 – MAJ Jason Langer

S1 Senior HR SGT – SFC (P) David Harris

(Outgoing) HR Tech – WO1 Dante Steel

(Incoming) HR Tech – WO1 Rich Vazquez

Strength Manager – 2LT Sydney Portis

HR SGT – SGT Spencer Bates

HR SGT – SGT Brandon Williams

HR SPC – SPC (P) Jade Devarlezier

HR SPC – SPC Lopezestevez Carlos

HR SPC – PFC Johnna Granados

HR SPC – PV2 Miguel Ceja

Warrior Strike – 2nd Infantry Division DIVARTY – Warrior Strike S1 Team:

S1 – MAJ Lindsey Travis

S1 Senior HR SGT – SFC Gloria Harrell

Outgoing HR Tech – CW2 Junior Colon

Incoming HR Tech – WO1 Shanay Esaw

Assistant S1 – CPT Maxine Coleman

HR SGT – SSG Marjorie Ashley

HR SGT – SGT Veronica Mejia

HR SPC – Yadira Alberto

HR SPC – PFC Jasmine Vides

HR SPC – PFC Kyle Anderson

HR SPC – PFC Rene Sanchez

 

Please follow and like us: