"First Sergeant, take charge of the company". Those words still resonate clearly in my mind as Command Sgt. Maj. Sterling Otto formally placed the awesome responsibility of First Sergeant of the 14th Engineer Battalion's Forward Support Company squarely on my shoulders on Dec. 2, 2008.

It was a beautiful day at Contingency Operating Base Adder, Iraq where the unit was in the midst of a challenging 15 month deployment. To any bystander that simple ceremony may have looked like any other change of responsibility repeated a hundred times every year. For me however, that day was anything but typical.

As a Combat Engineer, I always assumed that if I was ever fortunate enough to become a First Sergeant, it would be in a Sapper company. In fact, the 14th's transformation to a modular engineer battalion was only in February 2007 and Operation Iraqi Freedom 08 is the first time that the battalion deployed with an FSC. Clearly, I had a lot of catching up to do as the new "Fury 7."

It did not take long to realize that the Forward Support Company is the lifeblood of the battalion. We have unique capabilities and equipment that are essential to mission accomplishment. One of these capabilities is maintenance. As a modern Engineer organization, we cannot build and fight without our combat vehicles and equipment. It is the FSC, with the majority of the battalion's maintenance personnel, that keeps the fleet operational under extreme conditions. The maintenance bay is a constant buzz of activity, with mechanics continuously turning wrenches, conducting inspections, services, and hanging replacement parts to keep vehicles in the fight. Seeing this team in action gave me a new appreciation for the Army maintainers that often go unrecognized.

Another vital component of the Fury team is our Distribution platoon (Distro). The enormous responsibility for moving equipment, spare parts, and building material around the battlefield rests solely with these 28 Soldiers. Distro drives thousands of miles each month to remote construction sites, delivering the supplies that our construction detachments need to accomplish their mission. Without Distro, the battalion's construction projects would never get off the drawing board.

Their commitment and professionalism is tremendous, equal to or better than any good sapper platoon. The Forward Support Company also has the privilege of providing the Personal Security Detachment for the Battalion Commander and Command Sergeant Major. This group of 13 Soldiers, made up primarily of our field feeding section, moves the battalion command team safely around the battlefield. On call 24/7, they are required to have their arms, equipment, and vehicles ready to go at a moment's notice. Like Distro, they have driven thousands of miles in combat conditions under a variety of threats. They take pride in their unique mission and do a superb job at representing the company and battalion at numerous bases across Iraq.

So how does a Combat Engineer First Sergeant contribute to this diverse company of Soldiers with these unique missions? How does my experience with minefields, breaching, and demolitions play a role in a Forward Support Company? After all, the Modified Table of Organization and Equipment calls for a First Sergeant from the maintenance field. While that may be true, it makes me no less responsible or accountable for performing the duties I have been charged with.

There have been many challenges to overcome during my first six months as First Sergeant. The fact that I am not the subject matter expert in maintenance and logistics has been difficult. Routine matters now require more patience and research. What is the career progression path for a food service specialist? What about a water purification specialist or a wheeled vehicle mechanic? What are the correct PMCS procedures for a Heavy Equipment Transport Truck? What certifications does an automated logistical specialist need in order to remain qualified on the Standard Army Maintenance System-Enhanced? Some of these answers have come easily, others have proved more elusive.

The most important thing I have learned is that you have to check your ego at the door. You have to rely on your subordinate non-commissioned officers as a knowledge base and trust them more than ever to train their subordinates. A wise Sergeant Major once said "being a good First Sergeant is about taking care of Soldiers." After this experience I could not agree more. I discovered that I can be a positive influence without being an expert on all 19 Military Occupational Specialties in the company. Soldiers have to be physically fit. They have to know how to use their weapons. They need to be promoted on time and have their pay problems dealt with promptly. They need to know how to prepare for the board. NCOs need to know how to counsel and mentor subordinates. The commander needs to be advised on the health, welfare, and morale of the company. I believe these are the reasons we have First Sergeants.

To say this has been a learning experience would be an understatement. I had to move out of my "comfort zone" to be sure, but I think that will ultimately make me a more well- rounded leader in the future. Serving as an FSC First Sergeant is a very rewarding experience that I would recommend to any Sapper First Sergeant.