pilot

program manager

analyst

intelligence analyst

security forces

U.S. Air Force

The Air Force was a mix of a good workplace at times to a very stressful environment at other times.  Obviously military operations require a certain amount of risk, and those risks need to be taken seriously with a balance of having a good time as a group of people who depend on each other.  Generally, as an Air Force pilot my typical work day would vary an incredible amount.  As a Special Operations pilot, I would fly about two times per month.  It is my feeling that this amount of flight time was not adequate to retain proficiency, but due to budget cuts during the height of the war on terrorism we were forced to be proficient with as little as 20 hours a month of flight time.  On a flying day, I would typically show at the base around 1 PM to start mission planning for a flight to include planning the training route we would fly, preparing the crew briefing and filling out flight plans and any additional paperwork needed for the mission.  Around six in the evening we would bring all players to include flight crew and we would brief the details of the flight.  Around 7:30 in the evening we would fly a six hour mission under night vision goggles at low level (500 feet above the ground) to an airdrop, a helicopter air refueling mission, or a blacked out landing on a dirt runway.  Usually the end of the mission would have us practicing instrument procedures and takeoffs and landings at the base or other local airfields.  Following the mission we would have a thorough de-briefing before heading home.  During the de-briefs, any mistakes that were made were discussed to prevent them in the future

On a non flying day, which was the majority of days I would concentrate on my "Additional Duties" as the Mobility Officer for the squadron.  This was a managment job where I was in charge of the squadron's mobility budget, equipment, and supplies.  the purpose of the job was to deploy a then brand new Air Force Squadron to combat from it's initial beginings.  The 79th Rescue Squadron and the 319th Special Operations Squadron where two units that I volunteered for, and I had to build the mobility programs for both squadron's from scratch.  I was given a budget and several inlisted personel whom I supervised.  The first task of the job was to purchase the equipment needed for the unit to effectively deploy.  With our budget, we had to buy everything from computers, to staplers to Assault weapons and pistols to be carried by the crews in flight.  Once the equipment was purchased we had to prepare the equipment and personel for deployments.  On the cargo and equipment side, I had to work with agencies on base and throughout the Air Force to create, organize, catalog  and weigh cargo to be deployed on airlift assets to the theater of combat in Iraq and Afghanistan.  On the personel side of the job, we were responsible for mobility training, record keeping and the deployment of all personel in the squadron.  In many cases we had to get all our members of the squadron official passports, immunizations so that they could safely deploy.  Another aspect, was arranging airlift transportation for individuals in the squadron to the various bases where we deployed.

In the Air Force, you tend to shift jobs every few years.  I also served as a tactics officer, where I was responsible for creating real world training scenareos for our aircraft back in the U.S. that would better prepare them for combat operation overseas.  This included scenario based training in the aircraft, as well as classified briefings on our best tactics relative to the enemies equipment and tactics.

Two other additional duties were as the squadron's Drop Zone Control Officer and Landing Zone Safety Officer.  Often times myself and an enlisted member of the squadron would drive to austere areas of the Arizona desert to control the drop zone or landing zone for our aircraft.  Usually it would include setting out an Infared light source on the runway or drop zone, taking wind readings for the drop, and retreiving practice parachute loads post airdrop while relaying how close the crew had come to actually dropping the practice load on target and on time.

The best part of the job was getting to be a pilot and flying operational missions.  Unfortunetly, I did not get to fly as often as I would want to really enjoy the job.

As to co-workers, I would say that I'm split on my feelings.  I met and worked with many really fine individuals in the Air Force.  I have the utmost respect for the enlisted individuals I served with during my seven years in the Air Force and feel they are the ones that make the force work.  As to my fellow officers and pilots, I am mixed somewhat.  For the most part, I had great friends in the pilots that were of equal rank throughout most of my Air Force time.  They are good hard working educated individuals who were required to retain a high level of professionalism in a very stressfull time in this nations history.  I personally was dissapointed with individuals between the rank of Major and LT Colonel.  I felt those individuals became careerists who were much more interested in being promoted and advancing their political aspirations then they were in mentoring and helping the younger company grade officers whom they commanded.  The only exception I would make to this feeling is a handfull of Majors and Lt Colonels I flew with in various phases of training.  Those individuals in the training command were in a position to help and mentor, but on a squadron level I felt that us younger pilots where in "an eat your young" situation.  Any mistake an individual made on the job, or in their personal life was often times known by the people in charge.  Generally, I never felt that many of these individuals ever really took the time to mentor or help us younger officers.  In the Air Force, I felt that their was a huge bias against single individuals.  When additional duties needed to be accomplished the single people were called first, while the married individuals seemed to get a pass due to their families.  Furthermore, I felt that commanders tended to want to promote married officers over single individuals, unless the single folks were willing to have basically no life other then the Air Force.

I felt the Colonels and few Generals I met or knew seemed to care about the forces and people under their command, but the main managers seemed to be apathetic to the younger officers whom they commanded.

I'd say the hardest part of the job is all of the various responsibilities put on mostly younger officers.  To work a full time managment job, while retaining proficiency as a combat pilot was very tasking on an individual.  Sadly, on the pilot side of the house their were several accidents that lead to fatalities during my time in the Air Force.  Most of these accidents were the result of a lack of flight time by aircrew and problems in proficiency.  Rather then increase the hours of flight training for aircrew, the Air Force just put more stress on its crews by adding additional stressful checkrides and tests in an attempt to prevent future accidents.  Everything was put on the individual, and basically bandaids were placed on easily fixable problems.

Supervised and coordinated activities of personnel assigned to police military unit. Excelled in leading others in ground operations during Operations Enduring and Iraqi Freedom.  Supervised and coordinated the activities of several crew members while operating and maintaining weapons and equipment worth millions of dollars during military operations.  Secured U.S. and Coalition assets valued at over $10 billion while in a deployed location.  Diligently searched over 400 vehicles and thousands of personnel while ensuring the safety of 14,000 coalition forces overseas.  In Pass and Identification administrative office, registered military servicemembers, retirees, and their dependents in the Defense Enrollment Eligibility Reporting System (DEERS).  Explained in written and oral correspondence eligibility requirements for TRICARE benefits.  Entered, updated, and maintained personal information into computerized database of uniformed services members, their family members, and others eligible for benefits.  Operated office equipment such as fax machines, copiers, and phone systems, and use computers for spreadsheet, word processing, database management, and other applications.  Answered telephones and gave information to callers, took messages, or transferred calls to appropriate individuals.  Greeted visitors or callers and handled their inquiries or directed them to the appropriate persons according to their needs.  Set up and maintained paper and electronic filing systems for records, correspondence, and other material.  Located and attached appropriate files to incoming correspondence requiring replies.  Opened, read, routed, and distributed incoming mail or other materials and answered routine letters.  Completed forms in accordance with company procedures.  Examined applications for military passes and identification.  Review documents for accuracy and completeness.  Participated as a valuable team member in the protection of the Joint Chief of Staff General James E. Cartwright while in a combat area.  In combat and in garrison, patrolled premises to prevent and detect signs of intrusion and ensure security of weapons and equipment.  Monitor and authorized entrance and departure of persons to maintain security of premises. Investigated and seized evidence at war zone ambush sites, insurgency sites, buildings, and enemy properties.  Conducted investigations and interrogated enemy prisoners of war as a team member of a military task force.  Received written and verbal reports from suspects, witnesses, and confidential informants.  Prepared and wrote reports of investigations and daily activities such as equipment, weapons, and property damage, theft, or presence of unauthorized persons.  Escorted individuals to specified locations, providing for the protection and that of others.  Monitored command frequencies in order to detect distress calls and responded by allocating military resources.  Communicated with receiving operators in order to exchange transmissions.  Conducted pre-combat checks for periodic maintenance of equipment inspections and routine radio checks in order to ensure that operational standards were met.  Assumed responsibility for safekeeping of money and valuables taken from prisoners, lost or stolen articles, and property held as evidence.  Supervised work of other Police Officers who searched suspects.  Supervised Dispatcher engaged in sending and receiving police communication via telephone and radio systems.  Received notification and informed commanding officer of calls and orders received over police communication systems.  Recorded information, such as name of arresting officer and prisoner's name, address, and charge, to complete precinct activity reports for commanding officer.  Commanded subordinate officers and subordinate personnel on assigned duty and assumed responsibility for efficiency and discipline of workers under command.  Questioned callers to determine their locations, and the nature of their problems to determine type of response needed.  Received incoming telephone or alarm system calls regarding emergency and non-emergency police service, and after hours calls.  Determined response requirements and relative priorities of situations, and dispatched units in accordance with established procedures.  Recorded details of calls, dispatches, and messages.  Entered, updated, and retrieved information from teletype networks and computerized data systems regarding such things as wanted persons, stolen property, vehicle registration, and stolen vehicles.  Maintained access to, and security of, highly sensitive materials.  Relayed information and messages to and from emergency sites, to law enforcement agencies, and to all other individuals or groups requiring notification.  Scanned status charts and computer screens, and contacted emergency response field units to determine emergency units available for dispatch.  Observed alarm registers and scan maps to determine whether a specific emergency was in the dispatch service area.

MILITARY TRAINING: SEP 2000
AIR FORCE COURSE: L3ABR3P031 002, Security Forces Apprentice
LENGTH: 10 Week, 1 Day.
COURSE DESCRIPTION FROM SERVICE COURSE FILE:
(Description Dates JUN 1955 - NOV 2004)
Trains security forces personnel to perform the duties of security force apprentice. Training includes career field history; training and supervision; force protection OPSEC principles; threats to USAF installations and resources; legal considerations and provisions; general security forces duties; application of force; weapons; air base defense and contingency operations; Security Police (SP) operations. Prerequisite: Student must be prepared to perform rigorous physical activities to achieve field training objectives. ECL: 70. Special Requirements: 1. Student must meet weight and fitness standards according to AFI 40-502. (AIR FORCE TRAINING HISTORY COURSE: L3ABR3P031 002)

MILITARY TRAINING: AUG 2004
AIR FORCE COURSE: L8ALR3P031A0H1A, Military Working Dog Handler Course
LENGTH: 55 Days.
COURSE DESCRIPTION FROM SERVICE COURSE FILE:
(Description Dates JUN 1955 - AUG 2005)
The instructional design for this course is Group-Paced. The course trains airmen, sister Service personnel, and other government agency personnel to perform duties prescribed in AFI 36-2108 for Military Working Dog Handlers in AFSC 3P0X1A (or sister Service equivalent). Training includes: Safety procedures, maintenance of dogs; kennel and equipment; principles of conditioning; utilization of dogs; document training and utilization records, perform as decoy and maintaining proficiency of dogs in obedience, obedience course, aggression, scouting, patrolling, vehicle patrol, conditions under gunfire, and substance detection, maintaining proficiency of dog teams, advising on the use of dog teams, explosives and chemical security and safety, legal considerations and security of drugs. (AIR FORCE TRAINING HISTORY COURSE: L8ALR3P031A0H1A)

MILITARY TRAINING: JAN 2005
AIR FORCE COURSE: L3AZR3P071 010, Traffic Management and Accident Investigation
LENGTH: 3 Weeks, 2 Days 17 Days.
COURSE DESCRIPTION FROM SERVICE COURSE FILE:
(Description Dates MAR 2004 - AUG 2004)
Page Last Updated: 19 Mar 2004 Provides training for US Armed Forces personnel and DoD civilians performing Military Police duties in the knowledge and skills needed to perform as a traffic investigator. Scope of training includes; Analyze Accident Components, Hit and Run Investigations, Diagramming, Legal Aspects, Accident Photography, Planning Traffic Management, Drug and Alcohol Enforcement, Formulas, and Accident Reports. (AIR FORCE TRAINING HISTORY COURSE: L3AZR3P071 010)




MILITARY TRAINING: DEC 2005
AIR FORCE COURSE: PME CODE 0, Airman Leadership School
LENGTH: 23 Days.
COURSE DESCRIPTION FROM SERVICE COURSE FILE:
(Description Dates JUN 1955 - OCT 2011)
Leadership and Management (LMM 1101): Role and responsibilities of airmen; theories, techniques, and practical application of leadership/followership; supervision; management; stress management; problem solving; concepts of human behavior; standards of discipline; effective counseling techniques; evaluation of enlisted personnel; and current social issues. Managerial Communications (LMM 1102): Principles of oral/written communications for airmen, theories/concepts of communications, factors influencing communication process, speaking techniques including oral presentations, and principles of effective writing. Military Studies (LMM 1103): Organization, mission, and history of Air Force; dress and appearance; drill/ceremonies; customs/courtesies; respect for flag; military deterrence; democratic process; code of conduct; and personal readiness. Introduction to Total Quality Management (LMM 1104): Introduction to the total quality approach to management. Includes the quality Air Force commitment; seven-step continuous improvement process; quality environment, tools, metrics, roles and responsibilities; and effective team-building concepts. (AIR FORCE TRAINING HISTORY COURSE: PME CODE 0

MILITARY TRAINING: JUN 2008
AIR FORCE COURSE: L3ACR3P071 0C0A, Security Forces Craftsman
LENGTH: 2 Weeks.
COURSE DESCRIPTION FROM SERVICE COURSE FILE:
(Description Dates MAR 2008 - NOV 2008)
This course replaces Course L3ACR3P071-003 to comply with the new AETC course numbering system only. This course satisfies the Career Field Education and Training Plan's (CFETP) formal school requirements for the award of the 7-skill level in the Security Forces career field. The course provides training for those personnel in 7-level upgrade training on: Squad weapons maintenance and fundamentals to include the M203 Grenade Launcher, M240B Machine Gun, M249 Automatic Rifle, employment of the M18A1 Claymore Mine, and the M67 Hand Grenade. Air Base Defense topics include: Priorities of work, routines in defense, employing obstacles, and preparation of warning/operation orders. (AIR FORCE TRAINING HISTORY COURSE: L3ACR3P071 0C0A)


A typical day at work varied depending on the position I was currently in. It could range from that of a security guard, patrolling an assigned area while staying vigilant for signs of a threat to that of a police officer, taking on a more active role in seeking out offenders through the use of selective enforcements, random vehicle inspections, running radar, and responding to calls ranging from domestic disturbances to stolen vehicles. I also spent a good amount of time as a 911 dispatcher, which consisted of dealing with complainants at the station and effectively dispatching routes while plotting cordons, safe routes, casualty collection points, and entry plans when necessary. As a supervisor, I was also personally responsible for eight to twelve troops at a time, ensuring they were all trained to the highest standards, while ensuring their quality of life was the best the unit could provide (IE helping with any issues that were detrimental to their work performance, to the best of my abilities and referring them elsewhere when necessary.) Due to the military situation it was more than just managerial work, it became mentorship, and I greatly enjoyed that part of the job.

If there was one thing I can certainly say I learned from my time in the Air Force, it would be versatility. Working such a variety of jobs under one title, deployments to the middle east, and also writing performance reports, award packages, all while be selected for training schools required the ability to keep a list of priorities and always ensure the mission got done. This gave me a great ability to manage my time well in order to take on and complete multiple projects at the same time.

Management was almost always good in my time in the Air Force, though there were a couple rough patches and numerous transitions in management, which inevitably would shift policies in the direction of new management. This again fostered versatility and an understanding that the new management was going in a new direction because that was a better direction, more inline with accomplishing the mission in the most effective way.

Co-workers in the Air Force more times felt like a second family than people you worked with. When you are posted with people for twelve to fourteen hours at a time you get to know one another. You also get a feel for each others professional styles and find a way to mesh, in order to make the most effective team you can. I found this to be a very positive experience, working with people from every imaginable background to accomplish the same goals and get the job done.

If I had to pick some hardest parts of the job, they would definitely be deployments to the middle east taking you away from home for six months to over a year at a time and fighting as hard as you can to maintain a good quality of living for your troops. There were more times than not solutions to both of these hardships. With deployments I would just take it one day at a time and focus on getting done what needed to be done. For my troops, I would use the chain of command in order to take care of them to the best of my ability. There were times when because of the mission, my troops could not be at home for the birth of a child or the funeral of a family member. This was absolutely the hardest part, knowing I fought tooth and nail, but did not really accomplish anything. Usually troops were aware that I was doing this and fully appreciated it, sometimes they were not aware and probably hated me for it.

The most enjoyable part of the job was without a doubt the sense of accomplishment from a job well done. It was not always easy to see the effects of your work. If a good police officer has anything to measure his work by, I suppose it would be safe neighborhoods that someone would be proud to call home. Other times it was more readily apparent: the safe arrival of a convoy, the arrest of a criminal, or even the launching of a multi-billion dollar rocket with zero security breaches. My personal favorite part, however, was the mentoring of my troops. To see them succeeding in their careers and moving up the chain, getting ranks early, and assisting their peers in getting better. This was not always easy, some people are not the easiest to motivate. It takes a special care in getting to know someone to truly understand what motivates them. Because it was not easy, I suppose that is what made it the most personally rewarding.

Overall I would rate my time in the Air Force as very positive. Some days were not the best, but every day can't be perfect. Most individuals I worked with were all working as hard as they could to complete the mission. We worked as a team and understood how each part of the team worked. This fostered a respect up and down the chain of command and led to continuous mission success.

What can you contribute to a new employer?

I am confident hard worker, and I have a diverse military background in management.  I am flexible to schedule changes, so transitions will be easy.  I am also able to take on multiple tasks while prioritizing and organizing accordingly.
	
What is your greatest strength? And why?

I believe that my greatest strength is my ability to investigate.  Throughout my career I have been the “go to” person for discrepancies and problems within projects or programs.  The outcomes of those findings have been beneficial for their counterpart solutions.

What do you think is your greatest weakness? And why?

My greatest weakness is patience.  If time management is an issue when completing deadlines, my knack for patience grows thin.  Attending to suspensions while an agenda is pressing, slows progress.   

How would you describe your greatest accomplishment?

Serving in the Armed Forces will always be one of my greatest accomplishments.  While acting as an ambassador for my country, I was able to live, travel, and work with foreign nationals.  I broadened my familiarity with culture, and diversity for a variety of different experiences.

Describe a time when you disagreed with your boss.  What was the result?

My supervisor decided that she would be the delegate for our office during an inspection since she was the most experienced.  I disagreed, and suggested the whole office be present so that a mixture of members from different positions is available for response.  She disagreed and went ahead with the decision to pursue it alone.  The result ended in an unsatisfactory rating for our inspection.

What is the most difficult thing you have ever done?

While working as an administrator at the Naval Air Station in Pensacola, Florida a hurricane damaged 98% of our assets.  Even with preparation for the storm, we were unable to preserve our buildings and offices.  Initiating operations without equipment and resources was extremely difficult. 

What is the largest project you have ever worked on?

As a manager in Aviano Air Base, Italy, our team had to expand to a separate location for training.  I lead the assignment to build a tracking program that would document resources, training, and personnel.  The report, and analysis consisted of 11K training items, 84 personnel, and 123K resources worth $2.3M.  The trip was successful!  

What do you see yourself doing 5 years from? How do you plan to get there?

I see myself in a top management position of a well-established company.  I can do this by building up my achievements within my realm.  By then, I will have my Masters degree in Business Management, since I am already enrolled in the BBA program.  

Describe a challenge you faced, and how you addressed it.

A challenge that I faced was to become a Property and Housing Manager.  The job was far from my every day functions, but I needed to expand my employment for greater opportunities.  I addressed it by gaining knowledge of how the process worked, through examining instructions and regulations.  I soon became proficient in the subjects pertaining to contracts and laws surrounding Housing and Property Management.

What makes you a better choice than any other job seeker?

I am globally diverse!  Not only have I worked in a variety of places in the US, but I have also worked abroad in places such as Germany, Spain and Turkey.  I have also faced a number of different scenarios that many other candidates may not have any knowledge of, like natural disasters and relocations.    

Choose a previous job you held, and describe what you learned from it.

Being a Property Manager is certainly different, specifically because you’re handling the living environment of your customers.  Working in a traditional office where the results are controlled through analysis, I find it easier to pinpoint the solutions.  With managing a residence, people have different standards of living; therefore, the same analysis is not always the correct answer.      

Choose a previous job you held, and describe what you liked most about it.

I enjoyed working as a Fighter Squadron Program Manager at Langley, Virginia; Kunsan Air Base, Korea; and Aviano, Italy.  These positions enabled me to challenge myself as it gave opportunities for growth, and proficiency.  In this particular position, you are given multiple tasks while controlling the progress of over four different programs.  The job was very rewarding.  

Choose a previous employer, and describe what you liked most about the company.

Working at the 35th Fighter Squadron in Kunsan Air Base, Korea was tremendous due to the amount of continuity.  Communication, time management, and teamwork were all integrated into short-term and long-term plans; for that reason, the amount of work accomplished was done with little error.

A typical day in the air force for me started out with physical training in the morning at about 7 am for one hour then starting work at 8:30 where I would receive briefings from co-workers about the regional and tactical weather patterns and forecasts.  From there I would take over the desk for that particular field of operations and begin by analyzing the current weather data to further grasp what was happening.  As they were published I would interpret and apply numerical, graphical, satellite and radar data to my forecast worksheet and build a daily forecast.  All the while every hour on the hour I would take a weather forecast and disseminate it.  If any inclement weather was anticipated I would timely issue any forecast watches, warnings and advisories.  At the end of my shift I would prepare a short and concise weather briefing to convey the weather situation to the following person.  At times my work days were quite different from that with such things as training over the computer or in the field(which was the best part of the job), in or out processing a base, traveling to or from a deployed location or training facility, or there would be some changes to the typical workday itself such as having to prepare and lead a verbal briefing for aviators, task force commanders, and/or weather personnel.  It was widely varied.

I learned many many skills during my time in the military from general computer skills, to proficiency in excel, powerpoint, outlook, and word, I learned tactical vehicle driving, tactical movement, public speaking, proficiency in light armaments, CPR, battlefield first responder medical training, how to be professional and confident in front of those who significantly outrank you, I was trained in survival, evasion, resistance and escape, and more.

Management could have been much much better, often times you would be given multiple orders that seemed to conflict and so you would be inhibited from completing your orders until your supervisor could get clarification.  It is really easy for someone who is book smart but not a real leader to get into a leadership position simply by ranking.  You gain rank simply by taking tests, and as long as you study and have half a brain you will pass the test and go to the next rank.  Its really quite simple and easy.  That said you find yourself many times having to take orders from someone who has no skills in motivating or leading period.  

You will find that your co-workers are usually great people, extremely varied coming from all walks of life from nudists to hill billy folk and everyone in between.  That said, you will find that many people in the military are highly competitive and there is even an almost high school esque band of clicks that will form.  These are mostly in the younger airmen and will eventually end by either those airmen maturing or leaving the service.  Its difficult to maintain those groups when you and your buddies are constantly being shipped from here to there every couple years and with people gaining or losing stripes left and right.   

For me the hardest part of this job was the level of stress, never before had I ever had so much responsibility thrust upon me so quickly, I was responsible for the safety of personnel and other military assets like aircraft worth millions if not more.  I would often come home from the end of the day and veg letting my mind be completely void of all work related things, I rarely talked about work at home for that reason.  

The most enjoyable part of the job was all the training.  For me basic training was a breeze, it was as simple as keeping your mouth shut and doing what you were told no matter how badly your muscles burned or how little sleep you had gotten the night before.  But throughout my time in the Air Force I received other training like how to drive a humvee, how to deploy a claymore, how to shoot a grenade launcher, how to respond to a gunshot wound in the field, how to cross miles of terrain with a paper map and compass, how to survive in the wilderness, evade capture, resist interrogation and torture, and escape captivity.  I learned so much more and it was all a blast, I would very much like to do all of this training over again it was all some of the most fun I have ever had in my life and wouldn't trade it for the world.

Obviously, any military role will be very involved. I think the Air Force is the best of the 4 services because of the amount of training and responsibility it gives to members. The focus on knowledge and programs was a plus because that enabled its members. The camaraderie and crew concept is something you won't see in the civilian world. This experience will change how you see life in general. The down side is that performance reports are far too administratively focused and rigid rather than giving an accurate snapshot of performance. This matters because promotions for officers rely heavily on how someone appears on paper. The so-called fast-burners are identified way too early and tend to be very poor leaders who are more focused on, you guessed it, how they appear on paper rather than true leadership qualities. I have seen good leaders, but many unit-level leaders in command really disappointed me, and many were the so-called fast burners. Some of these experiences really choked the morale out of a squadron because unlike the civilian world, people can't just quit, at least not in a traditional way, so many leadership abuses were more egregious because attrition couldn't happen like it does in the civilian world, so the problems grew bigger before getting noticed. I have seen very good leaders too though. I just think the Air Force Culture needs to change performance reviews, both for officers and enlisted. I've seen Army and Marines performance reviews, and they seem far more accurate; reviewers seem to give an accurate depiction of their troops rather than playing formatting games and navigating rigid wording options. Along the same lines, I think that combat experience should be more valued in the Air Force. The people deploying frequently and refining operational leadership were not getting promoted as fast as mission support personnel who looked better on paper because they held leadership roles in bigger squadrons but weren't dealing with dynamic and unpredictable combat decision-making. This led many to feel they were simply a combat work horse whose effort and sacrifice wasn't rewarded or appreciated in the end. The Air Force is a life-changing experience, and I loved all the training and crew experiences, but the Air Force falls on its own sword with its administrative structure because it creates systemic issues. One more thing...it's very difficult for women to have a family in the Air Force. Women who plan to put in more than 5-6 years will find tremendous challenges with being able to have a family. I bring this up because I did not see that sacrifice on the male side. Yes, it's challenging for families in general due to TDYs, deployments, and late hours, but men could still have someone at home to raise the family, even if they deploy. Women simply don't have those same options with current social norms. The Air Force is not responsible for those social norms, but women in the Air Force will suffer and sacrifice more for those norms nevertheless. I hope things change--I really do. When I got out after 11 years of active duty, I did not know or see a single female colonel (O-6) or general officer (O-7 - O10) who had their own children--it was either step-children, no children, or unmarried. For the O-4s and O-5s, it was very few, and among the few, most had their children when they weren't active duty officers--either in the reserves, prior-enlisted, or in the Guard (i.e. only 1 weekend per month, 2 weeks per year). I don't think that's a good record. The Air Force has some work to do on equalizing some inequity, fixing the performance report issues, and creating more work/life balance for some career fields. Other than that, it's great. Hope that helps some of you!

Having served in the Air Force for 20+ years, I would like to share my thoughts and experiences regarding various aspects of the Air Force. Here is my review:

A Typical Day at Work:
A typical day in the Air Force is dynamic and varied, with a strong sense of structure and purpose. Whether on a military base or deployed overseas, the day begins early and is filled with a range of responsibilities, from training exercises to mission preparations. The work environment is fast-paced, demanding, and often requires quick decision-making and adaptability.

What I Learned:
Joining the Air Force provided me with invaluable opportunities for personal and professional growth. I learned the importance of discipline, teamwork, and attention to detail. The comprehensive training programs equipped me with technical skills and knowledge specific to my role, as well as valuable leadership abilities that can be applied in various situations. The Air Force instills a sense of selflessness and service, fostering a deep commitment to duty and the well-being of others.

Management:
The Air Force's management structure is well-established, ensuring effective coordination and execution of tasks. Superiors provide guidance, mentorship, and support to subordinates, fostering a positive and productive work environment. They prioritize the professional development and welfare of their team members, encouraging growth through continuous learning and advancement opportunities.

Workplace Culture:
The Air Force's workplace culture is characterized by a strong sense of camaraderie, respect, and shared purpose. There is a deep bond among service members, as we work together to accomplish common goals and overcome challenges. Diversity and inclusion are highly valued, with people from various backgrounds coming together to form a cohesive unit. The culture emphasizes professionalism, integrity, and accountability, fostering an environment of trust and mutual support.

The Hardest Part of the Job:
Undoubtedly, the Air Force presents unique challenges. The nature of the work can be physically and mentally demanding, requiring individuals to operate under high-pressure situations and make critical decisions. Separation from loved ones during deployments can also be emotionally challenging. Additionally, maintaining a healthy work-life balance can be demanding, especially during intense operational periods. However, the Air Force provides resources and support systems to help personnel navigate these challenges and maintain their well-being.

The Most Enjoyable Part of the Job:
The most enjoyable part of serving in the Air Force is the sense of pride and fulfillment that comes from making a meaningful contribution to the nation's defense. Being part of a highly skilled and dedicated team, working towards a common mission, instills a sense of purpose and accomplishment. The bonds formed with fellow service members create lifelong friendships, and the memories made during challenging missions and shared experiences are truly unforgettable. Moreover, the Air Force offers opportunities for travel, personal growth, and exposure to diverse cultures, further enhancing the overall experience.

In conclusion, my time in the Air Force was a transformative journey filled with valuable lessons, personal growth, and a strong sense of purpose. The dedication to duty, professionalism, and the support received from the Air Force community fostered an environment conducive to success. While the challenges were demanding, the rewards, camaraderie, and the opportunity to serve the nation made it an extraordinary and fulfilling experience.



Like all branches the U.S. Air Force is like their own contained towns or cities at a base that need a wide array of jobs. Because of needing thousands of employees of varies trades and occupation you may find Veterans with a wide range of experiences.

The main thing to know is that there is a group of people out there that care for others, and a group that is toxic. I can't say any specific job out there is one way or another because people move around all the time. Only time you should be stuck at a singular base for an extended period of time is if your state-side, but you can always apply to have an Overseas assignment. A chance to move around every year, every two years, or more. A chance to escape a toxic environment.

If you have been checking the pay, and thinking the "Base" pay is low, well that's because you get other allotments to help, which varies depending on your location. If your stationed at a location, like Hawaii, that is expensive, then the allotments provided will be higher.

If you have a family or plan on one, then there is bonus pay, and workshops that can help you plan for a newborn. Which reminds me, I rarely saw a workshop offered that costed me money. A lot of the resources on a base were free, but you just had to know where to ask or where to look.

There are also incentive bonuses to retain skilled that have served up to their time where they need to decide to re-enlist. Be sure to check this often when your a year out, because the listings of these bonuses get updated from time to time. If you miss your window for a bonus, then you may be re-enlisting with no bonus money.

After basic training and technical training, all new Single members that joined the Air Force will probably be at a "Dorm." This is not the typical barracks that are from old war movies. This is like one person room or two person suites.  Allowing everyone to have a much higher level of privacy. There is no electric, water, or sewage bill. You can get your own phone or internet service for your room. While at the dorms, food at the dinning facility is free. However, because of this don't expect a lot of bonuses or allotments while staying in the dorms.

Finally, I've seen a lot of individuals out there happy and others unhappy with their jobs. If you are currently deciding on one job in the Air Force is the right job for you, then you can look at jobs that civilians have, and you can tell if it's going to be stressful or not. This is only a rough estimate, as not every job is 1 to 1 the same from Civilian to Military jobs. However, the main thing you got to remember is that your pay is a Salary. There is no waiting for commissions or pyramid schemes. You get paid twice a month, regardless if your work is closed for holidays, your on vacation for a month, or if your on maternity leave. The pay will reliable, and will hold you out whatever storm life may bring. If it doesn't, then your Military family will be there for you. Go to the Shirt if you have any problems, they will help you with anything that life may throw at you.

Also, I miss the picnics and activities. Like water gun fights at an Aircraft Hanger.

If you’re a young adult considering joining the Air Force, you're looking at a path that's both challenging and rewarding. Here’s a detailed look at what the Air Force offers and how it caters to young recruits.

1. Career Opportunities and Growth

The Air Force presents a wide array of career paths, from technical roles in cybersecurity and engineering to positions in logistics and healthcare. For young adults eager to dive into specialized fields, the Air Force provides extensive training and development opportunities. You’ll find that many roles come with clear career progression and the potential for advanced education, which can be a major plus if you're driven to climb the professional ladder.

2. Training and Development

The transition from civilian life to military service is significant, but the Air Force offers comprehensive training programs designed to ease this shift. Basic Military Training (BMT) is rigorous but equips recruits with the essential skills needed to thrive. For young adults, this means a structured environment where you can develop discipline, leadership, and resilience. Beyond BMT, you'll benefit from advanced training in your chosen field, often with cutting-edge technology and methods.

3. Education and Benefits

One of the standout features of the Air Force is its commitment to education. Young adults can take advantage of the Post-9/11 GI Bill, which provides substantial financial support for college tuition and other educational expenses. Additionally, there are numerous opportunities for further training and certification in various fields, making the Air Force a great option if you’re looking to gain qualifications and experience.

4. Lifestyle and Community

Life in the Air Force comes with a unique lifestyle. The camaraderie and sense of purpose can be incredibly fulfilling. The Air Force is known for its focus on work-life balance, with programs designed to support mental and physical well-being. For young adults, this means you’ll be part of a community that values both professional achievement and personal growth.

5. Challenges and Adjustments

Like any military branch, the Air Force has its challenges. The demands of military life, including deployments and rigorous schedules, can be tough to handle. Young recruits might find the transition from civilian to military life especially challenging, with the structure and discipline being a significant shift. However, the support systems in place, including mentorship programs and peer support networks, can help mitigate these difficulties.

6. Social Impact and Leadership

Joining the Air Force isn’t just about a job—it’s about serving a greater purpose. For many young adults, the opportunity to contribute to national defense and global peace is a compelling reason to enlist. The Air Force places a strong emphasis on leadership and personal development, providing young recruits with experiences that can shape their character and professional outlook for years to come.

Conclusion

The Air Force offers young adults a robust platform for career development, education, and personal growth. It’s an environment that values dedication and provides a range of benefits designed to support its members. While the challenges are real, the rewards—both tangible and intangible—can be profound. If you’re ready for a structured environment with a clear path for advancement and a strong sense of community, the Air Force could be an excellent fit.

Top Job Titles	Average Salary
Pilot 12 salaries reported	$116,933 per year
Program manager 9 salaries reported	$102,779 per year
Analyst 3 salaries reported	$60,333 per year
Intelligence analyst 1 salary reported	$1,875 per month
Security forces 4 salaries reported	$2,582 per month

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