Isaac Jasso

• Senior Recruiter/Supervised three Recruiting Sub-Stations.

- Lead, managed, and supervised nine recruiters in three locations simultaneously.

- Established a positive work culture improving quality of life while promoting family involvement resulting in recruiter “buy-in”.

- Developed community relations with local media, businesses, and community leaders to establish brand awareness in the community.

- Trained and developed recruiters by implementing improved comprehensive selling techniques utilizing all eleven components of Marine Corps Systematic Recruiting and all six Marine Corps recruiting programs.

- Met and exceed monthly and yearly assigned quotas by category, and component.

- Developed effective plans based on the assigned objectives, ensured clear understanding, and efforts were systematically and strategically focused on.

- Set recruiter objectives and analyzed results of all prospecting activities which include cold calling, digital communication, home visits, classroom presentations, sourcing techniques and area canvassing.

- Maximized recruiter prospecting by monitoring and coaching them on all prospecting activities on a daily, weekly, and monthly basis; adjusting plans as required to ensure objectives were obtained.

- Served as the first step in the quality control process; screening and conducting administrative oversight on all applicant packages and submissions ensuring they were well informed to include their families throughout the whole process.

- Monitored and managed oversight on all applicant performance progress reports to facilitate meeting and exceeding physical and mental requirements and maintain a “service after the sell”.

- Recruited in colleges, high schools, sporting events, job fairs and local festivals.

- Received over 10 “Station of the Month”, “Station of the Quarter” awards; to include all recruiter’s received “Recruiter of the Month”, “Recruiter of the Quarter” awards and special obtainment of “High Valued Targets (HVT)” by exceeding assigned category and component quotas.

- Proved successful working within tight deadlines and a fast-paced environment

• Department Production Control Supervisor.

- Managed and Supervised manufacturing; repair and replacement of high valued equipment and parts.

- Reviewed, screened, initiated, and approved Maintenance Action Forms daily; screened for and incorporated Technical Directives as required on all aviation ordnance system components and support equipment ensuring accurate inquisitions as well as verifying maintenance data entry logs.

- Maintained and sustained on hand “Ready for Issue” inventory of 85% or higher with 100% accurate accountability ensuring assets were incompliance with the Naval Aviation Maintenance Programs (NAMP).

- Tracked, reviewed, and submitted personnel, unit inventories and status reports monthly and yearly.

- Maintained repair logs to document all corrective and preventive aircraft maintenance.

- Conveyed guidance and expectations set forth from higher authority on down to all eight supporting units: providing logistical support while incorporating Cross-Functional Collaboration.

• Quality Assurance Representative (QAR).

- Promoted a positive culture by influencing and enabling quality workmanship and safety throughout all maintenance departments.

- Reviewed, screened, and tracked trend analysis taking proactive preventive measures and identifying discrepancies to ensure the safety of all maintainers, aircrew, aircraft and support equipment to prevent potential mishaps.

- Managed and monitored nine programs (NAMPDRP, Maintenance Training, Egress, METCAL, NOMP, AWCAP, Explosive Cert/Qual NARs and AAE) enforcing strict adherence to all governing manuals and publications for maintenance practices and procedures; ordnance handling and safety.

- Conducted scheduled and unscheduled inspections and audits throughout all maintenance departments.

- Reviewed Aircraft Data Books during Functional Check Flight evaluations; briefing and debriefing aircrew of flight requirements and progress to achieve aircraft returning to “Full Mission Capable” status maintaining an 80% or greater on unit’s mission readiness.

• Collateral Duty Quality Assurance Representative (CDQAR)
• Quality Assurance/Safety Observer (QA/SO).

- Managed and supervised daily maintenance procedures, aircraft armament systems configurations and ordnance evolutions to meet the demands of occasional high tempo flight operations as well as routine flight schedules keeping safety the top priority.

- Thorough comprehensive understanding of the Unit’s purpose and expectations; exploited the division’s strengths and adjusted areas of deficiencies by increased proficiency training and proper utilization of resources resulting in increased certification and qualifications obtainment for both ordnance men and aircrew.

• Unit Fleet Administrator (FA).

- Utilized Advanced Skills Management (ASM) system to manage and monitor all required Licensing, Training, Certification, and Qualification obtainment for over 300 members within the unit.

- Tracked and scheduled required course enrollments for all maintainers and department heads ensuring proper documentation into the ASM database upon completion of course.

- Managed and monitored all required training plans for maintainers, aircrew, and administrative personnel on a weekly and monthly basis; integrated a structured milestone obtainment plan to facilitate continuous professional development.

- Conducted initial orientation and expectations brief to all new members checking into the unit; created and/or updated their ASM accounts and provided basic knowledge to navigate and upkeep their ASM accounts while promoting an inviting/open-door culture.

• Company Senior Lead Director.

- Unit’s direct point of contact; attended to all personnel matters, event functions, provided resources to include their families.

- Kept Commanding Officers well informed of all matters pertaining to the unit and provided feedback and gave recommendations.

- Directed and coordinated logistics for the Unit’s movement to Japan while simultaneously filling in the role of the S-4 Senior Manager (Embarkation and Logistic) in his absences. The Unit size consisted of 12 maintenance and administration departments, over 276 Marines resulting in a flawless and efficient transition with 100% accountability and zero mishaps or delays.

- Utilized Cross-Function Collaboration to conduct a proper turnover with the oncoming and outgoing units on work facilities, junior personnel living quarters, and stowage of personal belongings.

- Coordinated and scheduled overseas driving courses for Senior Officials and Senior Enlisted upon their arrival to Japan allowing for immediate operating and purchasing of privately owned vehicles which enhanced transportation capabilities for unit personnel.