The aviation brigade needed to reorganize to better support light infantry brigades with multi-disciplinary task forces. A key part of the reorganization was consolidating several weapons systems into a single company-sized aviation unit. As the leader of this unit, the individual: Managed over 200 airframes and 1,500 personnel across nine subordinate battalions. Completed aircraft inspections and redistributed airframes between organizations. Led the new consolidated aviation unit, which had nine independent relationships, to support division operations involving four different airframe types and up to 30 aircraft under day, night, and night vision conditions. The individual safely directed complex aviation operations and movements, while achieving high readiness rates and qualification standards for pilots.

1. Leadership Case Study
Directed and Led Complex Aviation Operations
Situation:
World events demanded the deployment of smaller, more agile task forces to respond to potential crises worldwide.
The 101st Airborne Division needed to establish habitual relationships between three light infantry brigades and
other “slice” elements in order to create several multi-disciplinary task forces. The Aviation Brigade had nine
subordinate battalions with more than 1,500 people and over 200 airframes. Several key weapons systems were
disproportionately distributed and needed to be consolidated in a single, company-sized unit. This unit would serve
as the lynchpin of the reorganization effort and ensure the division had uniform, dedicated support. Executed
standard requirements in every aviation assignment, including management of air and ground training, flight
scheduling and aircrew standardization, vehicle maintenance and the petroleum, oils, and lubricants (POL) sections.
Action Plan:
• Received 23 helicopters, exchanging 2 and transferring 10 to nine independent organizations. Completed
intensive airframe inspections to the satisfaction of all parties involved.
• Maintained and operated 13 aircraft; fielded and tested two state-of-the-art weapons systems. Led the most
diverse company-sized aviation unit with nine independent habitual relationships.
• Directed a threefold unit mission, trained subordinate leaders to run independent operations from distant
locations, and deconflicted competing customer requirements.
• Led 50-member organizations on three separate occasions. Executed annual flying hour programs up to
4,600 hours with an annual operating budget of $2 million.
• Managed pilot training in a constrained environment of abbreviated one-year assignments. Ensured pilot
and aircrew progression on a series of tasks with a goal of achieving pilots-in-command (PIC) operating
under day, night, and night vision goggle (NVG) conditions.
• Coordinated flight operations with flight and unit maintenance sections while achieving fleet readiness of
80 percent at all times. Launched 50 percent of the fleet on weekly missions.
• Orchestrated flight operations with 4 different airframes and up to 30 helicopters to support allied ground
units.
• Managed three exclusive weapons systems and a specialized ground force in support of a 20,000-member
division.
Results:
Completed the central element of the Aviation Brigade reorganization and maintained bottom-line accountability for
$200 million in assets. Fielded two unique weapons systems and later directed operations for four. Directed
complex aviation operations and troop movements safely involving four different airframes with up to 30 aircraft.
Conducted 17 percent of flight operations under NVGs, increasing the number of qualified NVG PICs by 45
percent while exceeding the assigned standard of day/night PICs by 25 percent. Recorded zero deficiencies when
measured against 12 separate flight evaluations and 32 records checked; received a commendation for overall
performance. Led each unit in incident- or accident-free operations under day, night, and night vision goggle
conditions.