Executive Officer, 2-381st Training Support Battalion
As the Executive Officer for the 2-381 Training Support Battalion, MAJ Gonzalez inspired team motivation through goal-oriented leadership. She successfully motivated a diverse team by setting clear, challenging goals aligned with the mission. She implemented reward systems and public recognition for milestone achievements, which drove team members to surpass expectations and maintain high standards of discipline and engagement. This focus on achievable yet challenging goals led to a measurable increase in unit efficiency and individual drive.
During her tenure, MAJ Gonzalez's long-term medical readiness strategy was a resounding success, with a remarkable 78% increase in individual medical readiness. This significant improvement directly impacted the readiness of several military police, engineers, and career counselor units, enhancing the collective readiness of USARC. The successful establishment of strategic partnerships from different commands, such as 420 ENG BDE, 200 MP BDE, and 3 BN, and conducting group QTC medical events were instrumental in achieving these results.
She fostered a culture of respect, diversity, and inclusion within the reserve center, creating an environment where each service member and full-time civilian felt valued and accountable. The XO improved unit cohesion by implementing group holiday events like a Halloween costume contest, a Thanksgiving pot-luck luncheon, and a Secret Santa gift exchange, which were designed to be inclusive and bring everyone together. This enhanced respect for individual differences and increased collaborative efforts across ranks, fostering a sense of belonging and unity. This cultural shift had a lasting impact, strengthening trust within the reserve center tenants, full-time civilians, and AGR staff.
MAJ Gonzalez's successful implementation of a monthly giving program resulted in a steady stream of recurring donations, providing sustained support for unit activities and a Dining-Out. She coordinated a successful capital campaign, exceeding the fundraising goal of $14 thousand in unit funds, demonstrating her financial acumen. Her negotiation of favorable contracts with suppliers ensured a memorable event and reduced costs by 15%, saving over $1200. The Dining-Out significantly improved camaraderie and esprit and boosted morale throughout the entire Battalion, demonstrating her ability to make cost-effective decisions without compromising quality.
She established a data-driven decision-making culture by integrating different communication platforms through teams, surveys, WhatsApp, and individual texting. These communication strategies involved regular data collection, analysis, and dissemination, leading to improved battle assemblies and better soldier outcomes with performance. She also strengthened organizational policies, ensuring compliance with regulations.
Executive Officer, 373rd Quartermaster Battalion
As the 373rd Quartermaster Battalion Executive Officer, MAJ Kempf took charge of an untested battalion staff coming out of COVID-19 conditions and developed the “Lightning Carrier Center of Excellence” to monthly train the inexperience battalion staff on MDMP. He developed a rigorous MDPD training schedule over battle assemblies to harness staff strengths, identify and address shortfalls, and integrate full time staff and TPU staff into a cohesive team. He molded the staff into a functional team capable of conducting battalion operations across a five-state region from Indiana, Kentucky, Tennessee, Alabama, to North Carolina. He aligned FY25 and beyond direct reporting unit (DRU) training calendars with battalions to ensure battle assemblies (BA) occurred over the same dates. He established a standing training meeting with all DRUs at 1900 on Saturday of each BA to provide additional training opportunities between battalion staff and company command teams.
During his tenure as the Battalion Executive Officer, MAJ Kempf demonstrated an exceptional level of commitment to the 373rd Quartermaster Battalion. He represented the battalion during three (3) major planning events to include the Quartermaster Liquid Logistics Exercise FY23 (QLLEX 23) and POST 24.7 and was responsible for setting the framework for a successful Annual Training (AT) during FY23 and FY24. He was directly responsible for facilitating Battalion staff operations and diligently managed a short-handed staff to maximize their effects. His efforts as the Executive Officer facilitated more than 960 cumulative hours of training for six (6) supported DRUs comprised of over 600 Soldiers.
MAJ Kempf spearheaded planning and execution of the first battalion-wide field training exercise (FTX) since 2019, baselining battalion staff performance and developing action plans to remedy shortfalls for future missions. During the FTX MAJ Kempf received all 6 DRUs, conducted staff operations, planned the successful planning of three weapons ranges and driver’s training, an ACFT, and battalion mass medical event. He conducted an in-depth AAR and developed mitigation plans to improve battalion performance. This planning lead directly the Battalion’s successful execution of the Petroleum Operations Sustainment Training (POST) 24.7 in Fort Barfoot, VA without incident. During the exercise he planned and executed Battalion Tactical Operations Center Displacement Operations; the first for the Battalion in recent memory. He also served as acting battalion commander for two days, overseeing the successful movement of over 800,000 GAL of product.
MAJ Kempf completely revamped the battalion’s FY25 yearly training brief (YTB). He pushed the battalion staff to conduct an in-depth review of DRU training plans with a focus on ReARMM training discipline. The result was a separate BN YTB workshop and brief resulting in a refined product prior to higher headquarters guidance. He established a coach-train-mentor approach with company leadership teams and battalion staff to ensure training plans were valid and aligned with ReARMM. MAJ Kemp coordinated a virtual staff ride with staff from the Petersburg Battlefield with a focus on Sustainment lessons learned and to enhance the professional development of the battalion staff.
Senior Wing Executive Officer, 6th Air Refueling Wing
Major Bhong C. Pasco distinguished himself in the performance of outstanding service to the United States as the Senior Wing Executive Officer, 6th Air Refueling Wing, MacDill Air Force Base, Florida, from XXXXXXXX to XXXXXXXX. During this period, the outstanding professional skill, leadership, and ceaseless efforts of Major Pasco resulted in major contributions to the effectiveness and success of the Air Refueling mission. He supported the Wing Commander daily in the leading of 4,300 Airmen and 19,000 joint service and civilian installation personnel as he guided the Wing through the Coronavirus pandemic, Air Mobility Command's first Air Force Force Generation Deployment, a category-5 hurricane base evacuation, and the myEval personnel system roll-out. In addition, he processed over 400 evaluations and was a key factor in the Wing garnering one Department Of Defense, nine Air Force, and fifteen Major Command awards. Moreover, Major Pasco served as the Lead Performer Liaison for MacDill Air Force Base's 2022 AirFest, showcasing United States airpower to more than 185,000 citizens and the Air Mobility Command Commander. Furthermore, he designed and led the Wing's first Full-Spectrum Readiness Exercise and was recognized for his efforts by the 18th Air Force Commander. The singularly distinctive accomplishments of Major Pasco reflect great credit upon himself, the 6th Air Refueling Wing and the United States Air Force.
