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Jeff Barnes joined the US Navy in 2000 straight out of high school.  He spent six years in the Navy, most of that time onboard a nuclear submarine as a nuclear trained machinist mate.  After leaving the Navy, Mr. Barnes took on a career at Hartford Steam Boiler Inspection & Insurance Co. where he was quickly promoted to a regional manager position.  Also during his time at HSB, Mr. Barnes started a nonprofit website focusing on the health and wellness of children and ran a small investment firm on the side.

Mr. Barnes is an experienced manager and leader, with expertise in change management, cross-functional organization and leadership, project management, and the many intricacies of starting a business.  He also has a multitude of experience working in large organizations with a wide range of responsibilities.


Mr. Barnes joined the US Navy in 2000 and was trained in nuclear theory and operations.  He was assigned to a nuclear powered submarine, the USS Jefferson City (SSN 759) in 2002 where he worked as a machinist mate.  He quickly advanced through the ranks, and by 2005 he was promoted to a level of E-6, or Machinist Mate First Class.  The speed at which Mr. Barnes was promoted was unprecedented, and he received a great deal of recognition and responsibility with his ascension.

Mr. Barnes was tasked with leading the largest division onboard the submarine for the last two years of his service, in addition to being the ship’s Assistant Quality Assurance Officer.  Both of these positions provided Mr. Barnes with an opportunity to grow as a leader and manager, as well as to gain experience in project management and logistical support.  As the supervisor for his division, Mr. Barnes helped the ship complete many maintenance turnarounds ahead of schedule and under budget with no work related injuries.  His division excelled when required to perform under extreme duress, and was recognized as a key component to the ship’s overall mission readiness.  As a result of Mr. Barnes’ efforts, the submarine was able to stay on patrol for the entirety of its deployments, resulting in an above average rating for its overall deployment, and earned the coveted “Battle Effectiveness” award.

Mr. Barnes lead his division through many difficult situations, including a six month deployment, 18 month nuclear renovation, and countless maintenance turnover situations.  As a result of his professionalism, leadership abilities, and commitment to excellence, Mr. Barnes received the Navy Achievement Medal in 2006 at the end of his military career, along with other meritorious commendations along the way.

Shortly after being honorably discharged from the Navy in 2006, Mr. Barnes began his career at the Hartford Steam Boiler Inspection and Insurance Company (HSB) as a loss control professional.  As part of his duties, Mr. Barnes was required to perform government-required inspections on machinery, risk analyses inspections, claim investigations, and property inspections on a wide variety of industries.  He managed the Central Coast of California, including the San Francisco Bay Area, as part of his territory, and performed countless loss prevention and risk management inspections for the company.

In 2009, Mr. Barnes was promoted to the regional field services management role for the Pacific Northwest.  In this role, he manages a group of loss control professionals in Montana, Wyoming, Idaho, Oregon, Washington, Alaska, Hawaii, and Northern California.  Mr. Barnes manages the largest geography of any of his colleagues in the company.  His duties include the day to day review of loss prevention and risk management reports, work schedule and logistics management, customer service, employee management and training, and inter-departmental collaboration.  Along with these duties, Mr. Barnes acts as the government’s liaison for his company in each of the several jurisdictions he manages.

Mr. Barnes has shown great leadership skills and managerial courage, resulting in marked improvement in efficiency and productivity for each of his direct reports.  His ability to grasp the big picture point of view and translate it into a workable and easy to define solution has caused his team to significantly improve productivity and reduce costs by a margin of 20%, ten percent more than his next closest colleague in the same time period.  Mr. Barnes has also been instrumental in training both new and existing employees and managers on the computer systems the company employs.  Specifically, Mr. Barnes has trained several employees and managers on the use of Microsoft products, PeopleSoft programs, and Gantt charts and schedules.

Mr. Barnes works closely with many different government organizations in each of the Northwestern United States, and has fostered very close relationships with the government employees in each.  In fact, Mr. Barnes has helped many of these organizations to realize potential cost savings by implementing new operational techniques or systems, or by just adjusting current practices to improve productivity.  He has worked with several different government boards to effectively change and implement rules and regulations, and prevented such rules and regulations from passing that could pose potential threats to his organization.  Mr. Barnes’ superb communication skills has allowed him to gain audience with many government officials that are otherwise indisposed to corporate interaction.

Mr. Barnes is considered a talented manager and leader by his colleagues and superiors, and maintains a very close relationship with his employees.  He continues in his role as the Pacific Northwest Field Services Manager for his company, and takes great pride in ensuring high quality service and has an achievement oriented mentality.


Mr. Barnes began his post-secondary education in the Navy while stationed in South Carolina.  He was trained in nuclear physics and theory, and was continuously ranked among the top 5% in his class while in the Nuclear Power Training pipeline.  During his qualification time, he was the first to complete his program and become a nuclear trained technician.

Mr. Barnes’ continued his education while in the Navy by completing correspondence courses and testing out of college level courses for credit.  Although he worked over 100 hour work weeks onboard a submarine, he was able to complete 75% of his undergraduate education in approximately two and a half years.  After being discharged from the Navy, Mr. Barnes finished his undergraduate studies within one year and received a Bachelor’s of Science in Applied Science and Technology from Thomas Edison State College.  His focus was nuclear engineering technology.  Mr. Barnes was working full time while he completed his degree program.

In 2009, Mr. Barnes desired to go back to school to earn his Master of Business Administration.  He was accepted to the University of Washington, Bothell as part of the newly organized Leadership MBA.  While there, Mr. Barnes completed several courses aimed at business strategy, statistical analysis, operations management, venture capitalism and private equity, along with several leadership courses.  He completed his degree in two years while continuing to work full time as a manager at HSB.  Mr. Barnes traveled approximately 50% of the time while completing his MBA, yet he still managed to achieve a strong GPA and complete all required coursework.

Mr. Barnes continues his education on a daily basis by reading many business, philosophical, theoretical, and political publications.  He is an avid proponent of lifetime learning, and believes that every individual should practice the art of Kaizen, or continuous improvement throughout their lives.


Mr. Barnes has received several awards and commendations throughout his career.  He has achieved a great deal in a relatively short period of time, principally because of his commitment to quality and excellence, and his exceptional work ethic.  Below is a list of achievements for Mr. Barnes.


  • Mr. Barnes completed his nuclear training program first in his class and received some of the highest marks and recognition from his superiors.  He was routinely assigned advanced skill level tasks which he gladly accepted and completed with ease.
  • In his undergraduate studies, Mr. Barnes completed advanced level calculus, physics, and psychology courses through correspondence learning.  He had no instructor and was forced to learn all of the required material by reading through the college textbooks and teaching himself.
  • As part of his MBA training, Mr. Barnes received recognition from the Director of the Business program by being assigned as the only student on the business advisory council for the university.  Mr. Barnes’ was in charge of working with C-level executives and academics to organize and coordinate meetings wherein the council determined the required coursework for the business school students.


  • Received the Navy Good Conduct medal for six years of unblemished service.
  • Was awarded the “Sailor of the Quarter” award for performing above and beyond the call of duty on numerous occasions.  Mr. Barnes was tasked with leading the largest division onboard the submarine, handling the ship’s quality assurance records, and assisted in the management of the scuba team to ensure the safety of all personnel and the submarine while in foreign ports.
  • Promoted to a rank of E6 within four and a half years in the Navy.  The average time to achieve this rank is generally eight years.
  • Received the Navy and Marine Corps Achievement Medal for performing in an exemplary fashion in a capacity beyond his rank.  Mr. Barnes was tasked not only with managing his division, but also with managing the watch station in charge of the nuclear power plant onboard the submarine, and assisted in control room operations while on top secret missions.
  • Completed Navy Dive School and joined the ranks of a small percentage of qualified Navy Scuba Divers.  Navy Dive School requires extreme physical and mental preparation and focus, and forces candidates to endure five weeks of intense psychological and physical training.


  • Completed all initial indoctrination training and earned commissions 50% faster than expected or required as a loss control professional.  Initial commissioning time from hire date is generally six months to one year; Mr. Barnes completed his commissioning within three months of being hired at HSB.
  • Received promotion to the level of Field Services Manager within three years of being hired at HSB.  Mr. Barnes’ promotion showcases his exceptional leadership, communication, and managerial skills as this position takes ten years to obtain for most individuals.
  • Identified staffing issues and shortfalls leading to a 40% increase in staff within two years.  Voluntary attrition and increased customer base lead to a shortfall in staff which needed to be addressed in order to provide services to customers without sacrificing quality.
  • Attended sales presentations as the resident expert for engineering services in order to successfully close multi-million dollar accounts.  Mr. Barnes’ division was directly responsible for the retention of several accounts, totaling over $2 million in annual premium.
  • Conducted numerous training presentations for colleagues and employees, resulting in improved understanding and acceptance of change management initiatives. Mr. Barnes directly trained over 20 individuals on complex operating systems designed at improving productivity which yielded a 20% decrease in operating costs without sacrificing quality.
  • Instituted monthly webinar training sessions for employees tailored to case-specific performance issues.  Improved morale and boosted productivity by 21% in two years by identifying and correcting performance related issues and removing system limitations.
  • Was the first manager in the region to successfully implement electronic data exchanges with local government authorities.  Improved working relationship and increased brand reputation significantly through continuous interaction and engagement of government officials.
  • Conducted statistical analysis of nationwide data to identify discrepancies in work habits and system processes.  Improved functionality of existing scheduling programs by streamlining the flow of data and reduced end to end processing time by several days.
  • Worked on a team tasked with identifying pitfalls and creating organizational objectives focused on improving overall service delivery and quality.  Created symbiotic relationship between organization’s goals and objectives and base-level employee performance metrics.

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