Sample evals

Commands B Company, 2-22 Infantry Regiment, a light infantry rifle company of 132 Soldiers forward deployed in the Republic of Korea. Directs all aspects of company operations, including tactical training management, Soldier health and welfare, personnel readiness, and the maintenance and accountability of all assigned equipment and property. Plans, resources, and executes training to standard across the full spectrum of light infantry mission sets, ensuring the company remains operationally ready to execute any directed mission. Responsible for the discipline, morale, and professional development of all assigned Soldiers and leaders. Serves as the primary authority for all matters of command within the company and reports directly to the Battalion Commander.

CPT Vasquez commanded B Company through a demanding 9-month Korea rotation with zero training incidents across 14 live-fire exercises, maintained 100% equipment accountability, and earned the battalion's highest EIB pass rate at 92%. Consistently outperformed peers in every measurable category; one of the top company commanders in the battalion.

CPT Vasquez upholds the Army Values without exception and is a steadfast advocate for the SHARP and Equal Opportunity programs, fostering a climate of dignity and respect across a 132-Soldier formation. His personal conduct, professional honesty, and moral courage set the standard for junior leaders. No SHARP or EO incidents occurred in his command — a direct reflection of the culture he built.

CPT Vasquez maintained calm, decisive command presence throughout one of the battalion's most demanding rotational periods, absorbing significant command turbulence without visible degradation to unit morale or performance. Soldiers consistently performed at a high level in part because Vasquez projected confidence and stability even when the operational environment demanded it most.

CPT Vasquez identified friction in KATUSA integration procedures early in the rotation, developed a practical solution, and briefed his findings to battalion leadership — the approach was subsequently adopted as the battalion standard. Demonstrated the intellectual rigor to analyze a systemic problem, design a scalable fix, and communicate it effectively across echelons.

CPT Vasquez assumed command of B Company six months ahead of schedule following his predecessor's relief and immediately stabilized a formation in the opening weeks of a forward deployment. He led 132 Soldiers through sustained operational tempo with zero safety incidents across all live-fire training, demonstrating the composure and decisiveness expected of senior commanders.

CPT Vasquez validated all three of his platoon leaders during the rating period and personally mentored an NCO through the Ranger School selection process — she graduated, a direct result of his investment and advocacy. His deliberate approach to leader development produced measurable results at every level of the company and strengthened the battalion's long-term bench.

CPT Vasquez achieved 100% equipment accountability across a 9-month rotation, drove a 92% EIB qualification rate — best in the battalion — and executed casualty assistance for multiple Soldier families with professionalism and compassion. Revived the company 5K tradition and organized the battalion MWR 5K in December, sustaining unit cohesion through an operationally demanding period.

Serves as the Battalion S3, primary staff officer responsible for all operations and training for an Engineer Battalion. Plans, coordinates, and synchronizes battalion training, operational planning, and mission execution across subordinate companies and staff sections. Manages the battalion training calendar, ensures proper sequencing of collective and individual tasks, and oversees development and dissemination of orders and FRAGORDs in support of battalion and higher headquarters directives. Advises the battalion commander and executive officer on operational readiness, training proficiency, and mission planning. Coordinates with brigade and adjacent units to integrate battalion operations into higher echelon plans. Ensures all training events are properly resourced, scheduled, and executed to standard. This position directly impacts unit readiness, task force synchronization, and the battalion's ability to execute its assigned engineer mission across the full range of operations.

• Battalion Executive Officer
• Brigade Assistant S3
• Engineer Company Commander
• Brigade S3

• Joint Staff Planner
• TRADOC Instructor
• Congressional Fellowship

MAJ Smith leads with integrity and maintains a professional climate consistent with Army values. He actively supports the Battalion SHARP and EO programs, holding subordinates accountable to standards and fostering an environment free from harassment and discrimination.

MAJ Smith managed the Battalion training calendar through significant personnel turbulence, maintaining a functional program after losing two staff captains mid-year. He supported CTC rotation planning and coordinated FRAGORD production across the staff. MAJ Smith submitted training guidance on time for most quarterly cycles and completed an OER deadline tracker that improved staff accountability. He supported Brigade staff rides and contributed to combined arms planning events. MAJ Smith is on track to complete CGSC Distance Learning within the prescribed timeline. He communicates clearly across echelons and applies sound judgment coordinating competing staff priorities.

MAJ Smith is a capable BN S3 who maintained a functional operations and training program through staffing challenges and an operational training cycle. He meets the standard expected of a field grade officer in this position and is a dependable contributor to the Battalion staff. MAJ Smith is recommended for continued service in operational assignments that will broaden his planning experience and develop his potential as a field grade leader.

Serves as Team Leader responsible for the leadership, training, and welfare of a four-Soldier infantry rifle team. Directs all aspects of individual and collective training at the squad and platoon level, ensuring Soldiers maintain proficiency across a broad range of infantry tasks and battle drills. Maintains accountability and serviceability of all assigned weapons systems and individual and crew-served equipment. Responsible for the physical fitness, health, morale, and professional development of subordinate Soldiers. Provides direct leadership that forms the foundation of squad and platoon combat effectiveness; the quality of this role directly determines unit readiness and the ability of the platoon to execute its mission under any operational condition.

• o upholds Army values and actively supports the unit SHARP and EO programs; zero incidents or complaints within his team
• o invested four months guiding a subordinate through Ranger School preparation; his efforts culminated in the Soldier's selection for the course

• o led his team through an NTC rotation projecting confidence and composure; team recorded zero equipment losses for the rotation
• o assumed additional duty as squad armorer when primary holder PCS'd; completed two layouts without deficiencies

• o identified gaps in the team's pre-combat checks SOP and rewrote it to account for equipment fielded since 2019
• o completed BLC on the commandant's list, finishing in the top 10% of the course

• o ran qualification ranges for the squad on two separate occasions; achieved 100% qualification rates both times
• o contributed to squad PT planning, assisting the squad leader in developing and executing training plans

• o dedicated four months of PT and small unit tactics mentorship to a soldier subsequently selected for Ranger School
• o volunteered as the squad's casualty production cell representative during the BCT FTX, expanding his own tactical knowledge

• o team was the only element in the squad to complete the NTC rotation with zero equipment losses
• o contributed to the squad winning the battalion best squad competition

• o SGT Diaz is a dependable team leader who consistently met standard across all assigned duties and additional responsibilities during this rating period
• o SGT Diaz's attention to training, equipment accountability, and soldier development make him a valuable asset to any infantry formation

Serves as First Sergeant, A Troop, 1-8 Cavalry, the senior noncommissioned officer of an armor company of 130 Soldiers and 14 M1A2 SEPv2 main battle tanks. Responsible for the health, welfare, discipline, morale, and professional development of all assigned personnel. Advises and supports the commanding officer across all aspects of unit readiness, training management, and daily operations. Establishes and enforces standards in individual and collective training, ensuring the unit maintains combat proficiency and operational readiness at all times. Manages personnel accountability, equipment maintenance discipline, and the physical and mental fitness of the force. Serves as the primary link between the command team and the enlisted ranks, ensuring commander's intent is understood and executed at every level. The effectiveness of this position directly determines the unit's ability to deploy, fight, and win across the full spectrum of armored warfare operations.

• o upheld Army Values and SHARP/EO standards; fostered an inclusive climate free of harassment or discrimination in a 130-Soldier company
• o demonstrated unwavering integrity; tracked counseling completion across the company, driving on-time rates from 60% to 98%

• o set the physical and professional standard for the company; maintained bearing and discipline across all training and garrison operations
• o established immediate credibility with subordinate leaders upon assuming the position with no overlap from the previous 1SG
• o projected calm, confident leadership during BN gunnery; maintained zero range safety violations across all qualification tables

• o identified systemic gaps in company SOPs; rewrote the entire SOP binder, improving standardization across all platoons
• o developed a sponsorship program supporting the BN's PCS surge with structured integration for all arriving Soldiers
• o managed company weight control program; 3 of 4 enrolled Soldiers graduated, with the 4th remaining on track

• o led the company through a BN gunnery cycle, achieving a 96% qualification rate — highest in the battalion
• o coordinated company participation in 3 BN-level training events, ensuring full integration and Soldier readiness across each
• o guided the company through a change of command inspection with zero major findings, demonstrating disciplined leadership

• o mentored 2 platoon sergeants and 4 squad leaders; both PSGs were selected for promotion to E-8 during the rating period
• o selected as squadron-level senior tank gunner trainer; certified 9 NCOs as range OICs and SDIs, expanding the BN's qualified pool
• o drove UPL recertification ahead of timeline, maintaining compliance and reinforcing subordinate leader accountability

• o executed the company's first TCQC, achieving 100% crew qualification across all participating crews
• o sustained 96% gunnery qualification rate — highest in the BN — with zero range safety violations across all gunnery tables
• o drove counseling compliance from 60% to 98% timely completion, institutionalizing the standard across the NCO support channel

• o 1SG Whitaker delivered results across every pillar of company readiness — gunnery, discipline, training, and leader development — in a demanding combined arms environment
• o 1SG Whitaker is a proven senior NCO who raises standards wherever assigned; continue to challenge with increased responsibility

Served as Squad Leader for six 68W Combat Medics assigned to HHC, responsible for the medical readiness, training, and welfare of all assigned personnel. Supervised patient care operations at the Battalion Aid Station, ensuring quality care and adherence to clinical standards across the formation. Planned and executed Combat Lifesaver instruction for the entire battalion, managing scheduling, lane setup, and certification tracking. Maintained accountability for all squad medical equipment and ensured current licensure for all medics throughout the rating period. Advised the Battalion Commander and staff on medical readiness status and CASEVAC procedures, and represented the company as SHARP representative.

• o Sustain BN medical readiness above 90% throughout the entire rating period with zero deployment-limiting MEDPROS gaps.
• o Certify all squad members in TCCC and deliver CLS training to all incoming BN soldiers.
• o Develop subordinate medics toward promotion and increased responsibility.

• o Maintained BN medical readiness at 94% for the full rating period; zero MEDPROS-related deployment delays recorded.
• o Trained and certified 78 soldiers in CLS; identified and resolved critical gaps in BN CASEVAC SOP with updated TCCC-aligned procedures adopted by S3.
• o Developed two medics to SGT promotion board selection; earned ARCOM for performance during NTC rotation.

Uphold Army Values in all interactions and foster a command climate free of harassment and discrimination. Serve as the company SHARP representative and ensure subordinates understand reporting options and their rights. Model discipline and integrity as the standard for the squad.

• o Served as company SHARP representative; appropriately managed two SHARP cases involving subordinates through proper reporting channels and resolution.
• o Demonstrated consistent personal discipline and adherence to Army Values throughout the rating period, setting the behavioral standard for six junior medics.

Achieve and maintain a high personal ACFT score. Elevate squad physical fitness through a structured, deliberate PT plan. Expand combatives proficiency to reinforce physical and professional presence as a squad leader.

• o Scored 542 on the ACFT; designed and implemented squad PT plan that raised the squad's average ACFT score by 31 points over the rating period.
• o Completed Combatives Level 2 certification, reinforcing physical readiness standards and credibility as a squad leader.

Identify and close gaps in battalion medical and CASEVAC procedures. Develop technical expertise to advise senior leaders on medical capabilities. Apply critical thinking to improve unit readiness and SOPs.

• o Identified critical gaps in BN CASEVAC SOP; drafted updated TCCC-aligned procedures that were formally adopted by the BN S3.
• o Briefed BDE S3 on battalion medical capabilities during the BDE rehearsal, demonstrating technical depth and operational awareness above squad level.

Lead the BN Aid Station with zero patient care failures. Represent the squad and company through competitive recognition programs. Maintain command presence and tactical competence under operational conditions.

• o Led BN Aid Station operations throughout a two-week NTC rotation with zero patient outcomes below standard.
• o Selected as Battalion Soldier of the Quarter (Q2), reflecting consistent personal and professional standards recognized across the formation.

Develop all squad members through monthly counseling and deliberate career progression planning. Advance two medics toward E5 promotion board. Complete ALC to strengthen personal leader development.

• o Developed and promoted two medics to SGT through sustained counseling, mentorship, and targeted board preparation.
• o Conducted on-time monthly counseling for all six squad members throughout the rating period.
• o Completed Advanced Leaders Course (ALC), expanding leadership competencies applied directly to squad management.

Sustain BN medical readiness above 90% with zero deployment-limiting gaps. Deliver CLS certification to all incoming soldiers. Maintain complete equipment accountability and current licensure for all assigned medics.

• o Sustained BN medical readiness at 94% for the entire rating period; zero soldiers flagged for MEDPROS-related deployment delays.
• o Trained and certified 78 soldiers in CLS, meeting 100% of battalion tasking for incoming soldier certification.
• o Earned ARCOM for performance during NTC rotation; maintained full equipment accountability and current licensure for all squad members throughout the period.