48 worked, validator-clean EPB examples — single-sentence performance statements organized by the four Major Performance Areas, each with its exact 350-character count. Not legacy EPR bullet farms: these match the current AFI 36-2406 / myEval action + impact format. New here? Start with our guide to how to write EPB performance statements.
These are models, not fill-in templates. Every character count is exact and verified against the same engine the generator uses; every statement passes it. The names, ranks, units, and figures are illustrative — an example only works once you swap in your own accomplishment with numbers you can defend.
Reference protected personal information with the “Data Masked” marking instead of entering it, and never paste classified or CUI material into any drafting tool, this one included.
Every row below clears the same bar: third person with rank + last name, a finite past-tense action verb, one standalone sentence, and a measurable result, all inside 350 characters that myEval enforces, using approved acronyms only. The gauge reads that budget — learn it once, then read 48 of them at a glance.
Filter the ledger by Major Performance Area, or scroll all four. Counts stay aligned so the column reads like a register; copy any statement to model it.
Showing 48 of 48
MPA 01 Job Proficiency · Initiative · Adaptability — production, readiness, quals, surge, and fixing what breaks.
SrA Whitfield diagnosed and cleared 73 backlogged F-16 avionics write-ups during a 30-day phase, restoring the line to 100% fully mission capable and generating 41 sorties with zero repeat discrepancies.
A1C Okonkwo resolved 612 Tier 2 NIPR trouble tickets in 90 days, closing 98% inside the 4-hour standard and cutting the wing's open-ticket queue from 340 to 22.
SSgt Delacroix triaged 1,840 patients across 14 flu-season shifts, sustaining an 11-minute average door-to-provider time and zero documentation errors on 100% of charts audited.
TSgt Brennan qualified 22 patrolmen on the new TCCC standard six weeks early, lifting the squadron's combat-ready rate from 71% to 100% ahead of a no-notice UCI.
SrA Castellano reconciled 1,260 GTC transactions across 3 deployment lines, clearing a $94K aged-debt balance and closing the quarter with zero delinquent accounts unit-wide.
A1C Mbeki built 9 intel target packages under a 12-hour surge window, feeding 47 ISR sorties and driving a 31% increase in confirmed track resolution for the AOC.
SSgt Petrov rebuilt the wing's mobility line during a no-notice TDY tasking, processing 214 personnel in 19 hours and launching the deployment 2 days ahead of the AFFORGEN window.
TSgt Halloran overhauled the unit's MILPDS in-processing workflow, clearing a 430-record backlog in 11 days and cutting average member wait time from 27 days to 4.
Capt Driscoll led a 6-person team through a degraded-network exercise, restoring C2 connectivity in 38 minutes and sustaining 99.4% uptime across 1,200 users for the AOR.
MSgt Vance directed recovery of 4 grounded C-17 jets after a hydraulic fleet bulletin, returning all 4 to flyable status in 72 hours and protecting 18 scheduled airlift missions.
SrA Yamamoto stood up the clinic's after-hours lab cell solo during a 3-tech shortfall, running 1,100 specimens monthly at a 99.8% accuracy rate with zero recollects.
SSgt Aliyev cross-trained on 2 new weapon systems in one cycle, becoming the flight's sole dual-qualified CDI and clearing 280 inspections that would have stalled the line.
MPA 02 Inclusion & Teamwork · Emotional Intelligence · Communication — mentoring, teamwork, resilience, and briefings.
SSgt Rivera mentored 6 first-term Airmen through upgrade training, qualifying all 6 ahead of schedule and lifting the section's pass rate from 71% to 100% across two quarters.
TSgt O'Neal rebuilt a fractured 14-person flight after a leadership gap, restoring team trust scores from 58% to 92% on the unit climate survey and cutting attrition to zero in 9 months.
SrA Brooks led 22 weekly suicide-prevention and resilience briefings for 140 Airmen, driving an 80% jump in wingman-program sign-ups and connecting 11 members to mental-health resources.
MSgt Alvarez forged a cross-shift mentorship program pairing 18 junior cyber technicians with senior NCOs, accelerating 9 upgrades by 4 months and producing the squadron's first 100% retention year.
Capt Dawson de-escalated a heated interpersonal conflict between two work centers, brokering a shared workflow that ended 3 months of grievances and restored on-time output to 100%.
SrA Castillo coached 4 struggling medics through the TCCC qualification, raising the team's first-time pass rate from 60% to 95% and certifying all 19 technicians before the deployment cutoff.
TSgt Park briefed 200 personnel on the new evaluation system across 8 sessions, fielding 90 questions and cutting EPB rework submissions in the personnel office by 45% the following cycle.
SSgt Nakamura championed an inclusive shift-swap board for 31 security forces defenders, resolving 100% of schedule conflicts and improving the post-coverage satisfaction score from 64% to 91%.
A1C Foster organized peer study groups for 12 finance Airmen ahead of the certification exam, lifting the office pass rate from 75% to 100% and mentoring 3 of them onto the wing honor roll.
MSgt Holloway counseled 5 at-risk Airmen facing separation, building tailored recovery plans that returned all 5 to full duty and preserved $310K in trained-talent replacement costs.
SrA Bennett translated complex intel findings into a 1-page brief for 60 aircrew, sharpening mission planning and earning the wing commander's adoption of the format across 4 squadrons.
SSgt Delgado mediated a stalled handoff between maintenance and logistics, aligning both teams on a single tracker that eliminated 25 weekly errors and recovered 16 labor hours each week.
MPA 03 Stewardship · Accountability — budgets, equipment accounts, inventories, audits, supply, and facilities.
SSgt Boone reconciled a 4,200-line vehicle parts inventory across 3 warehouses, recovered $214K in misplaced stock, and closed the annual audit with zero discrepancies for the first time in 6 years.
TSgt Okafor managed a $1.8M facility O&M budget, reprioritized 22 work orders, and delivered every project under cost, returning $96K to the squadron before fiscal year close.
SrA Cho audited 1,140 GTC transactions across 38 cardholders, flagged 17 policy violations, and recovered $11K in disallowed charges with zero findings at the wing-level review.
MSgt Iverson overhauled the clinic's controlled-medication inventory process, reconciled 2,600 line items monthly, and sustained 100% accountability through 4 consecutive DHA inspections.
SSgt Pruitt tracked a $640K munitions account, standardized issue-and-turn-in for 9 work centers, and cut inventory variance from 6% to under 1% across two quarters.
Capt Salazar managed the unit's $4.2M annual budget, realigned 14 funding lines mid-year, and executed 99.6% of available funds with zero anti-deficiency violations.
TSgt Marsh rebuilt the squadron's equipment custodian program for 11 accounts, reconciled 3,300 assets valued at $7.1M, and erased a 2-year backlog of 140 overdue line items.
SrA Delacruz managed a 64-system IT asset account, recovered 92 unaccounted laptops worth $138K, and brought the hand-receipt audit to 100% accuracy in 30 days.
MSgt Cardenas oversaw a $2.9M GTC and travel program for 410 members, cut delinquency from 8% to 0.4%, and resolved a 90-day voucher backlog within one pay cycle.
SSgt Ramos audited the armory's weapons account, inventoried 1,470 serialized items by hand, and corrected 23 record errors, passing the no-notice UCI with zero discrepancies.
A1C Tran reconciled a 900-line medical supply room, eliminated $19K in expired stock, and reorganized the storage plan to recover 30% of usable shelf space for the flight.
Capt Beaumont managed a $12.4M intel-systems sustainment account, deferred 6 low-priority buys, and reinvested $310K into mission-critical spares, sustaining 100% system readiness.
MPA 04 Decision Making · Innovation — process redesign, automation, new SOPs, and eliminating waste.
TSgt Esparza rebuilt the squadron's manual flight-scheduling process into an automated tracker, cutting build time from 6 hours to 25 minutes weekly and eliminating 14 deconfliction errors per quarter across 40 aircrew.
SSgt Fontaine designed a self-service ticket-triage SOP for the help desk, deflecting 1,100 routine requests monthly to a knowledge base and freeing 3 technicians for higher-tier IT work.
MSgt Calloway led an AFSO21 event that mapped the clinic's patient check-in flow, removing 7 redundant steps and trimming average wait time from 38 to 11 minutes for 220 patients daily.
SrA Greer automated the armory's weapons-inventory count with a barcode script, replacing a 2-hour manual tally and catching 3 logging discrepancies that a hand count had missed for months.
Capt Hassan chartered a CPI team that redesigned the wing's GTC reconciliation workflow, clearing a 600-transaction backlog in 9 days and standardizing a checklist now used by 12 units.
TSgt Jennings built a shared intel-products dashboard that consolidated 4 disconnected trackers into one feed, cutting analyst report-prep time 45% and surfacing 9 reporting gaps in the first week.
SSgt Marchetti standardized the flightline tool-control SOP after a dropped-tool scare, introducing a shadow-board audit that drove accountability lapses from 11 to 0 over two inspection cycles.
MSgt Boateng overhauled the unit's onboarding pipeline for inbound personnel, merging 5 separate in-processing checklists into one and shrinking new-arrival ready time from 14 days to 4.
A1C Hollis wrote a spreadsheet macro that auto-validated 2,300 monthly supply line items against the equipment account, eliminating 6 hours of manual cross-checking and 40 data-entry errors.
Maj Underwood decided to pilot a paperless lodging-voucher process at the FOL, scrapping a 3-form paper trail and accelerating member reimbursement from 21 days to 6 across 90 travelers.
SSgt Ferreira diagnosed a recurring bottleneck in the finance in-box, then split intake into two priority lanes that slashed average pay-inquiry turnaround from 5 days to under 1.
TSgt Quintana automated the security forces blotter handoff with a digital pass-down form, ending 30 minutes of nightly rewrite and capturing 100% of shift events for the first time.
Finite, past-tense verbs you can stand behind, grouped by area. Match the verb to the MPA you are writing — then attach the number that proves it.
executedproducedgeneratedsustainedqualifiedcertifiedrestoreddiagnosedrepairedinspectedcompletedprocessedsurgeddeployedfieldedoperatedleddelivered
mentoredtrainedcoacheddevelopedsupervisedguidedcounseledbriefedresolvedunifiedchampionedinstructedonboardedralliedledfostered
managedtrackedauditedreconciledsafeguardedallocatedaccountedinventoriedsecuredmaintainedcontrolledrecoveredvalidatedbalancedstewardedoversaw
streamlinedautomatedredesignedoverhauledstandardizedeliminatedcutslashedacceleratedmodernizedconsolidatedengineeredpilotedimplementedreducedoptimized
Avoid — these hide your contribution: Responsible for · Worked on · Helped with · Assisted in · Tasked with · In charge of · Duties included · Participated in · Was involved in · Supported · helping · assisting
Each pair shows a believable weak draft, the exact reason it fails review, and the fix. The last one is over the 350 cap — proof that the move is to cut to one accomplishment, not to trim adjectives.
Responsible for maintaining the squadron's vehicle fleet and keeping everything running smoothly all year.
Opens with the hard-FAIL phrase "Responsible for" (a duty, not an action). No rank or last name, present-tense framing, and zero metrics — "running smoothly" measures nothing a reviewer can stratify on.
SrA Kowalski serviced 38 fleet vehicles on a revised maintenance schedule, cutting deadline days 44% and keeping all 38 mission ready through a 6-month deployment surge.
Takeaway — Swap the duty phrase for a finite verb ("serviced") and replace "smoothly" with a fleet count, a percent cut, and a timeframe.
Helped train the newest Airmen in the flight and was always there to support the team however they needed it throughout the whole year.
Opens with the banned word "Helped" (hard FAIL), no rank or name, no past-tense finite ownership, and zero measurable result — "support the team" is a sentiment, not an accomplishment. The validator can't find a number to anchor on.
SSgt Abara led 8 new Airmen through in-processing and mentorship, qualifying all 8 in core tasks 3 weeks early and raising the flight's on-time training rate from 70% to 98%.
Takeaway — Name who you developed, how many, and the before/after rate — "helped" hides the contribution you can actually prove.
Responsible for the supply account and helped keep track of all the equipment and parts for the whole shop, making sure nothing went missing and that we stayed accountable.
Opens with the hard-FAIL duty phrase "Responsible for" and leans on "helped" — both hide the actual contribution. No rank or name, no finite past-tense action the writer owns, and not a single number: "all the equipment," "nothing went missing," and "accountable" are claims a reviewer cannot stratify on.
SSgt Ocampo reconciled a $3.6M equipment account of 2,800 line items, recovered $74K in unaccounted assets, and closed the annual inventory with zero discrepancies.
Takeaway — Replace "responsible for" with a verb you can defend, then attach the dollar value, the count, and the clean result.
SrA Park managed the section's mobility bags and was responsible for tracking all the gear, ordering replacements, conducting the monthly inspections, and also training the new Airmen on the inventory system, while helping out other shops whenever they needed support throughout the entire year, keeping everything accountable and mission-ready at all times for the flight.
Twenty-two characters over the cap and trying to be five statements at once — myEval rejects it on length alone, and the reader never finds the one accomplishment.
SrA Park audited 312 mobility bags across 4 shops, corrected 89 shortfalls, and restored the unit's deployment readiness to 100% two weeks before a no-notice inspection.
Takeaway — When you are over, don't trim adjectives — cut to a single accomplishment and let the numbers carry it.
SSgt Larkin was responsible for improving the unit's training tracking and helped consolidate spreadsheets to make currency reporting better and more efficient for the members.
Hard FAIL opener 'was responsible for'; also uses 'helped.' No measurable result, vague 'better and more efficient,' no rank+last-name action verb driving a number.
SSgt Larkin rebuilt the unit's training-tracker, eliminating 5 standalone spreadsheets and cutting monthly currency-reporting time from 4 hours to 20 minutes for 60 members.
Takeaway — Replace 'was responsible for / helped' with a finite verb and a before-to-after number.
Ready to write your own? Draft and validate your own statement.
Brevet drafts to this exact shape, then a deterministic validator checks every rule — the 350 cap, action + impact, the acronym policy — before you paste into myEval. The model suggests language; the validator enforces the law.
Generate an EPB statement →This page collects 48 worked EPB performance-statement examples organized by the four Major Performance Areas — Executing the Mission, Leading People, Managing Resources, and Improving the Unit. Each example shows the exact character count against myEval's 350-character limit and follows AFI 36-2406 (22 Aug 2025). Unlike older EPR bullet lists, every statement here is written to the current single-sentence, action-plus-impact standard.
By the four fixed Major Performance Areas (MPAs), the same taxonomy myEval uses. Every accomplishment in an EPB maps to exactly one MPA, so the examples are grouped the way you actually fill out the form: roughly a dozen per area, plus an action-verb bank and a set of weak-to-strong rewrites that show why a statement fails review and how to fix it.
A strong statement is one standalone sentence in third person with rank and last name, a finite past-tense action verb, the specific action, and a measurable result — a number, percentage, dollar figure, or time saved — all inside 350 characters. Example: "SrA Carter diagnosed and repaired 47 F-16 hydraulic faults during a 90-day surge, sustaining a 98% mission-capable rate and enabling 312 sorties with zero ground aborts." If it reads like a duty description, it is too weak.
myEval enforces a hard 350-character limit per Major Performance Area block, including spaces and punctuation, and 250 characters per Higher-Level Reviewer statement. Anything over the cap is rejected by the system. Every example on this page shows its exact count so you can see how much room a complete action-plus-impact statement actually takes.
Use them as models, not as fill-in-the-blank text. The names, numbers, and aircraft in these examples are illustrative — your statement has to describe your own accomplishment with figures you can defend. Copy the structure and the verb, then swap in your real action and measurable result. Never enter classified or CUI material into any drafting tool, and use the "Data Masked" marking for protected information.
Finite, past-tense verbs you can stand behind: led, rebuilt, audited, recovered, diagnosed, streamlined, mentored, reconciled, directed, automated. Avoid "responsible for," "assisted with," or "helped" — they hide your contribution. This page includes an action-verb bank grouped by MPA so you can match the verb to the area you're writing.
Yes. Every example reflects AFI/DAFI 36-2406 (22 Aug 2025) and the EPB format in myEval — single-sentence performance statements mapped to the four MPAs, not the legacy EPR bullet format. Policy changes over time, so always confirm against the current instruction and your rater's guidance before submitting.