TIMOTHY COLLINS

- Subject Matter Expert on unit maintenance program and competent logistician performing both maintenance and material parts manager roles without incident or mission failure.

- Served as the principle advisor to lower enlisted leaders on matters involving personnel management, logistics, resources and constraints.

- Maintained telephone and email contacts with vendors, neighboring units and civilians to ensure continuity within the leadership of the unit.

- Consolidated maintenance cross reference files for easy access and deleted obsolete materials such as outdated SOP’s and general correspondence.

- Responded to routine questions and advised newly assigned Commander concerning unit maintenance procedures and requirements.

- Trained soldiers in the proper technique used for trouble shooting engines, systems and repair parts; resulting in all soldiers knowing how to do their job for effective unit readiness.

- Responsible for the combat readiness, training, morale, discipline and welfare of 154 soldiers assigned to 1-9 FA, 2nd ABCT, 3rdInfantry Division

- Enforced strict standards of motor pool cleanliness and operations resulting in recognition at the Battalion, Brigade and Division level.

- Implemented automated systems that increased unit human resources and medical readiness to above 99%; achieving the top Forward Support Company in the Brigade.

- Developed detailed Master Driver Training and motorcycle mentorship program for the Battalion to improve individual readiness.

- Enforced a strict Command Maintenance Discipline Program (CMDP) standards resulting in an operational readiness rate of 94%.

-Invested heavily in the professional development of soldiers and Non-Commission Officers (NCOs) through counseling, Leadership Professional Development and Live Training Transformation.

- Responsible for the safety, accountability and training of 43 maintenance soldiers assigned to 703rd BSB, 2ABCT, 3rd Infantry Division.

- Developed Battalion maintenance Standards Operating Procedures (SOP) in accordance with the 2ABCT and 3rd Infantry Division SOP.

- Supervised the completion of over 3,400 scheduled and unscheduled services by the unit maintenance operations for 2ABCT.

- Trained 19 NCO’s in the Company Global Combat Supply System (GCSS)-Army procedures and system negotiation.

- Increased the CMDP score for the Battalion by 76 points and overall score of 93%. This was the highest overall score in 2ABCT at that time.

- Decreased the unit maintenance deadline report from 89 pages to 6 pages in just 5 months; resulting in increased unit readiness.

-Responsible for the health, welfare and processional development of 22 NCO’s and 46 soldiers.

- Managed the maintenance of unit equipment data, work orders in GCSS-Army, and provided maintenance reports to support Battalion headquarters with the current status of all Battalion equipment.

- Wrote the Battalion maintenance SOP from scratch within 4 weeks upon arrival to the unit.

- Supervised weekly reports in GCSS-Army and reduced maintenance backlog by 40%.

- Recognized training deficiencies within the Battalion maintenance program resulting in the training of 15 NCO’s on GCSS-Army.

- Reduced the vehicle breakdown time by maintaining a 98.7% readiness rate with significantly less than full Modification Tables of Organization and Equipment (MTOE).

- Supervised the completion of over 6,903 work orders during unit rotations; DEFENDER 2020 and Operation Atlantic Resolve.

- Increased focus on recoverable/reparable items management by reallocating over $5.1 million dollars back to the Brigades budget.

- Responsible for the logistic support and maintenance management of 2ABCT utilizing M1A2SEP, M2A3, M109A7 and multiple up armored wheel vehicle platforms and engineer equipment.

- Integrated SHARP and EO program into unit mission readiness by ensuring 100% training compliance within the Battalion. Training completed by over 250 soldiers.

- Coordinated with civilian agencies to get critical CLS IX parts expedited and effectively increased the Brigades readiness rate by 25.

- Managed 7 Battalion’s GCSS-Army system administrative accounts and tracked training requirements for 60 soldiers.

- Increased focus on recoverable/reparable item management by reallocating over $5.1 million dollars back to the Brigades budget.

-Ensured daily compliance with 7 Battalions worth of equipment through accurate monitoring of the Modification Management Information System (MMIS).

- Maximized automation systems and streamlined procedures for the unit by creating a 35% increase in accuracy of the maintenance reports.

- Processed over 740 high priority CLS IX requests resulting in a 96% operational readiness rate for the Brigade.

- Recognized training deficiencies in GCSS-Army within the Battalion maintenance program and trained 30 new clerks on the system.

- Enhanced the safety and quality of life of the Brigade motor pool for soldiers by increased morale and reduced safety infractions across the unit.

- Responsible for the health, welfare, training and mentorship of 1 NCOIC and 4 junior enlisted soldiers.

- Managed unit equipment in excess of $200 million dollars with no loss of Basic Issue Items during the rating period.

- Supervised and streamlined the Battalion maintenance program for over 1000 pieces of individual equipment to include medical, ancillary, and rolling stock assigned to the unit.

- Successfully managed Shop Stock List for the Battalion in excess of $870.5K with zero deficiencies found.

- Reduced the maintenance vehicle breakdown time by 30% maintaining a 98.7% readiness rate utilizing 65% of MTOE Strength.

- Created a positive work environment that led to the most effective and the best unit maintenance program in the Brigade.

- Maintained an operations readiness of 97% at all times throughout deployment: Operation Atlantic Resolve.

- Confident leader with abilities to analyze situations and take appropriate measures greatly increasing unit efficiency.