Death Dealer Radar is the FRG Newsletter for Delta Battery, 3rd Battalion, 2nd Air Defense Artillery Regiment. This month, we take a look back on key training highlights and ceremonies in preparation for deployment.
This document reflects my personal assessment, based on your input, of the most immediate opportunities to improve the quality of our Corps and our warfighting capabilities. My guidance
reflects what the Nation expects from its Corps of Marines, our approach to leadership, and our warfighting philosophy. My intent is to direct actions at the institutional level with a particular emphasis on leadership, warfighting, and balanced readiness across the force. To ensure a common understanding of the end state of our efforts, the planning guidance begins with a brief summary of what we do for the Nation, who we are as Marines, and the future operating environment.
One of the most critical components of law enforcement is proper training and to be more specific, training that is relevant to the type of work officers are providing. This philosophy ensures that officers utilize proper judgement exercised in the environment they are working from to reduce possible litigation and ensure officer survival in the worse-case scenarios. Marine law enforcement professionals focus tremendous amount of time towards firearm training, but the reality of officers actually conducting live fire from patrol boats on a national scale is slight at the best.
This short session will focus on the logistics involved in developing and applying a shoot-from-the-boat type of training and incorporating all of the safety angles involved. It will also involve working with other State agencies in accomplishing this training task.
During the 2015 National Association of Boating Law Administrators Conference, Kansas and Oklahoma paired together to provide the first ever, Marine Tactical firearms training course. A short preview of this event will be provided during this training session. The training aspect, although complex, does not compare to the logistical requirements that are involved.
The focus of this seminar will not be directly geared towards the standards of shooting tactics, but towards the logistics involved, so individual agencies may leave the seminar with a basic understanding that no matter how small of an agency or limited budget that this type of training can be done in a safe and educational manner. Agencies can take their existing policies and tactics and apply them to this type of training. From experiences training law enforcement officers within our State, most agencies do not have their marine officer trained in the use of firearms from their vessel to a threat, nor do they understand the concepts of cover and concealment when it comes to hull material of a vessel. Differing aspects between land patrol and marine patrol include environmental elements such as the sun, moon, waves, current, wind, and moving vessels. The concepts of this program should allow individual states to set up their own maritime law enforcement patrol vessel training program whether incorporating live fire, simulations, or other types of adaptive training methods.
The Beacon is a publication of the 124th Fighter Wing. In this issue: Outstanding Unit Award, SFS Airmen Secure Enemy Village, Warrior of the Month: Master Sgt. Bonnie Davis, Mission to Thailand, and more
This document reflects my personal assessment, based on your input, of the most immediate opportunities to improve the quality of our Corps and our warfighting capabilities. My guidance
reflects what the Nation expects from its Corps of Marines, our approach to leadership, and our warfighting philosophy. My intent is to direct actions at the institutional level with a particular emphasis on leadership, warfighting, and balanced readiness across the force. To ensure a common understanding of the end state of our efforts, the planning guidance begins with a brief summary of what we do for the Nation, who we are as Marines, and the future operating environment.
One of the most critical components of law enforcement is proper training and to be more specific, training that is relevant to the type of work officers are providing. This philosophy ensures that officers utilize proper judgement exercised in the environment they are working from to reduce possible litigation and ensure officer survival in the worse-case scenarios. Marine law enforcement professionals focus tremendous amount of time towards firearm training, but the reality of officers actually conducting live fire from patrol boats on a national scale is slight at the best.
This short session will focus on the logistics involved in developing and applying a shoot-from-the-boat type of training and incorporating all of the safety angles involved. It will also involve working with other State agencies in accomplishing this training task.
During the 2015 National Association of Boating Law Administrators Conference, Kansas and Oklahoma paired together to provide the first ever, Marine Tactical firearms training course. A short preview of this event will be provided during this training session. The training aspect, although complex, does not compare to the logistical requirements that are involved.
The focus of this seminar will not be directly geared towards the standards of shooting tactics, but towards the logistics involved, so individual agencies may leave the seminar with a basic understanding that no matter how small of an agency or limited budget that this type of training can be done in a safe and educational manner. Agencies can take their existing policies and tactics and apply them to this type of training. From experiences training law enforcement officers within our State, most agencies do not have their marine officer trained in the use of firearms from their vessel to a threat, nor do they understand the concepts of cover and concealment when it comes to hull material of a vessel. Differing aspects between land patrol and marine patrol include environmental elements such as the sun, moon, waves, current, wind, and moving vessels. The concepts of this program should allow individual states to set up their own maritime law enforcement patrol vessel training program whether incorporating live fire, simulations, or other types of adaptive training methods.
The Beacon is a publication of the 124th Fighter Wing. In this issue: Outstanding Unit Award, SFS Airmen Secure Enemy Village, Warrior of the Month: Master Sgt. Bonnie Davis, Mission to Thailand, and more
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Death Dealer Radar: Volume 1, Issue 1 (April 2018)
1. Death Dealer
Radar
01 APRIL 2018
VOLUME 1, ISSUE 1
Delta Battery, 3rd
Battalion, 2nd
Air Defense Artillery Regiment
www.facebook.com/DeathDealers32
Getting Started
The last quarter has kept the soldiers of Delta Battery engaged and
focused towards their upcoming deployment to assume their mission
for the Central Command Area of Responsibility (CENTCOM AOR).
Throughout this preparation, the soldiers of Delta Battery have trained
and conducted evaluations on numerous tasks, including CBRN
confidence training, small arms qualifications, AMD table training,
mandatory pre-deployment training and more. These tasks, while
demanding, have prepared the formation to assume their mission and
uphold the Army’s standards.
The demands that have kept the Soldiers working late and dedicating
time to the mission have finally paid off. This month our soldiers have
begun arriving in CENTCOM. The Soldiers’ moral is high and they are
ready, now more than ever, to fight and win their nation’s wars.
In the upcoming weeks, the soldiers of Delta Battery will be validating
their hard work to assume their mission. Throughout this process the
Battery must also change responsibility of not only the mission but the
property and living areas. Soldiers will continue to work hard in order
to assume responsibility of their new area of operations as well as
settle into what will be their new home for the upcoming months.
By 1LT Hrdlicka, Aaron M.
Inside This Issue
Getting Started 1
Battery Lane Training Exercise 2
Battalion Town Hall 3
Casing Ceremony 4
Saying Goodbye 5
Command Team Corner 6
1LT Hrdlicka (Battery Executive Officer) & SFC Linville
(Launcher Platoon Sergeant) pause for a “selfie” in the
EGAS chamber
2. PAGE 2
Death Dealer Radar
Battery Lane
Training Exercise
A major training highlight this month was Delta Battery’s Battery
Lane Training Exercise (LTX). The LTX was a two-day event where
the Death Dealers conducted training and refreshing the basic
warrior tasks and battle drills.
On day one, soldiers conducted round robin training on basic skills
that each soldier must train on annually in order to maintain their
proficiency and combat readiness. These skills are separated into
five categories; shoot, move, communicate, survive and battle
drills. These categories contain a number of skill sets including
land navigation, react to contact, identifying improvised explosive
devices (IEDs), clearing an objective and more.
The second day focused on skill evaluations while operating as a
Platoon. Soldiers executed a series of lanes that evaluated a
number of the skills that were trained at the individual level. This
allowed the soldiers and leaders to assess the way they operated
as a team in order to accomplish the mission.
The Battery LTX was a demanding training event that took weeks
of planning and tested the skills at all levels for planning, training
and executing tasks. The event was able to highlight both
strengths and weaknesses within the Unit and allowed the Battery
to improve as a whole at all levels. This event helped improve the
Units’ overall confidence and combat effectiveness.
BY 1LT HRDLICKA, AARON
“Good units do routine things,
routinely well.”
-CSM Coleman
SSG Bonney conducts radio communication training with
PFC Campbell (Above)
SGT Kashinsky lead land navigation training for SPC
Luttrell, SPC Balleza amd PFC Palma (Below)
3. PAGE 3
Death Dealer Radar
Battalion
Town Hall
On 07 March 2018, the Battalion command team hosted a Town
Hall at the Fort Sill Conference Center open to all family members
of the Lethal Strike Team.
The Town Hall highlighted and informed family members on the
Unit’s mission in the CENTCOM AOR to defend critical assets in
support of the Combatant Commander’s critical priorities. Below
are some key highlights from the Town Hall:
• R&R leave will not be granted and emergency leave will be
assessed on a case-by-case basis.
• Entitlements for the deployment include tax exclusion and
approximately $4,100 in additional pay.
• Families are entitled to 16 hours of free child care per
child per month through the Fort Sill CDC.
• Prohibited items include but are not limited to: drugs,
alcohol, pornography, and non-issued weapons.
If you would like more information or the full slide deck from the
Town Hall, please contact the Family Readiness Group Leader,
Samantha Hrdlicka, at deathdealersfrg32@gmail.com.
BY 1LT HRDLICKA, AARON
Rear Detachment
This month Rear Detachment for 3rd Battalion, 2nd Air Defense Artillery Regiment was activated in preparation for
the deployment. The Battalion appointed CPT DiTomaso and 1SG Marmol as the command team for Rear
Detachment. Throughout the deployment, the Battalion will consolidate the Family Readiness Meetings and they
will be a team effort organized by all FRG Leaders and hosted by CPT DiTomaso. Rear detachment will also play a
vital role by preparing new soldiers to deploy forward in accordance with the Army’s standard readiness model.
CPT DiTomaso (Rear Detachment Commander)
michelle.l.ditomaso.mil@mail.mil
4. PAGE 4
LTC Camacho (Battalion Commander) and CSM Coleman
(Battalion CSM) case the Battalion Colors. (TOP)
COL Chen (Brigade Commander) addresses the
soldiers and families of the Archer Brigade during
the casing ceremony. (Above)
3rd
Battalion, 2nd
Air Defense Artillery Regiment
stands at “Parade Rest” in preparation for the
Battalion’s Casing Ceremony. (Left)
Death Dealer Radar
Battalion Ceremony:
Casing of the Colors
Flags and colors date back to the beginning of civilization and have
been carried by armies since the ages of Babylon, Imperial Egypt,
Chaldea and Assyria. Holy texts even mention the use of banners
and standards. From the earliest of times warriors used a banner
or symbol to identify their units and it would serve as a rallying
point for the soldiers. By the end of the Revolution, Americans
followed the British tradition of carrying two flags, the national
flag and a battle or Army color.
Today, the colors, with battle streamers attached, join their units
in formations during ceremonies to signify their history and roles
in past campaigns. The Unit’s colors will also follow and signify the
presence of the commander and his/her headquarters.
When a unit or the headquarters of a unit undergoes a permanent
change of station (PCS), the colors are “cased”, literally furled and
placed inside a canvas case, to signify that the command has
ceased operations in that location. The colors are then “uncased”
at the new location to signify that the command is operational at
its new location.
On March 23, the 3rd Battalion, 2nd Air Defense Artillery
Regiment conducted their Battalion Colors Casing Ceremony in
preparation for their upcoming deployment to the U.S. Central
Command Area of Operations. The colors will be un-cased upon
arrival and mission assumption in their area of responsibility.
BY 1LT HRDLICKA, AARON
5. PAGE 5
Death Dealer Radar
Saying
Goodbye
When an Army unit deploys or conducts a significant movement
to change their area of operations (AO), they often have to
balance personnel to manage handing over their current AO and
assuming responsibility of a new AO.
The first element that is sent to the new AO is commonly referred
to as the advanced echelon (ADVON) or Torch Party. The purpose
of the ADVON/Torch is to light the way for the main body
element.
These soldiers and leaders are charged with the responsibility to
begin the relief in place process and prepare the new AO for the
incoming main body. In the upcoming days, they will prepare
training plans, living quarters and become familiarized with the
AO. This will ensure the main element has representatives that
can ensure the easy transfer of authority from the outgoing unit
to the incoming unit.
During the month of March, the soldiers of Delta Battery not only
balanced the demanding training, property transfer of
responsibility, ceremonies, preparing their personal lives for
deployment, and Soldier Readiness Processing (SRP), but also sent
their ADVON to the CENTCOM AOR. The Death Dealer Soldiers
met and exceeded the expectations of the command team
through their dedication allowed for the successful mission
accomplishments during the month of March 2018.
LTC Camacho (battalion Commander) extends a handshake to 1LT
Neddermeyer (Fire Control Platoon Leader) as she boards the aircraft. (Above)
CSM Coleman (Battalion CSM) says goodbye to soldiers on ADVON. (Top Right)
Chaplin Ravenscraft (Battalion Chaplin) says goodbye to PFC Palma (Launcher
Crewmember). (Bottom Left)
BY 1LT HRDLICKA, AARON
6. 1SG Johnson, MarquesCPT Parris, Megan
Our Soldiers and Leaders have powered through six months of multi-echelon training in
preparation for our deployment to the USCENTCOM AOR. We are focused and engaged and
ready to assume our forward deployed mission. The strength of our Army is our Soldiers, and
the strength of our Soldiers is our Families. Thank you to the Families and Friends of Delta
Battery who have supported our late days and early mornings. Thank you for supporting our
Soldiers. We are the best of the best, and we will execute our mission, unflinching, to assure
our allies, deter our enemies, and defend our critical assets. We do this with your support.
Thank you.
–CPT Parris
If you have questions or comments, please let us know by:
- Commenting on the Battery Facebook Page at: www.facebook.com/DeathDealers32
- Emailing the FRG Leader at: deathdealersfrg32@gmail.com
Death Dealer Radar PAGE 6
7. ADDRESS
Soldier’s Name
D BTRY, 3-2 ADA
APO, AE 09853
PHONE:
BN Staff Duty: (580) 442-1545
BDE Staff Duty: (580) 442-8922
FRG E-MAIL:
deathdealersfrg32@gmail.com
D BTRY, 3-2 ADA We’re on the Web!
Visit us at:
www.facebook.com/DeathDealers32
Delta Battery FRG Leader
Samantha Hrdlicka