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[R&D] coordinator. After retiring from the Army, I worked for a defense con- tractor providing LSS capabilities to the Army. I earned a master’s certification in LSS from Villanova University, and when I returned to the workforce as a DA civil- ian 10 years ago, my LSS skill set was immediately put
to use supporting the
Project Manager for Joint Combat Sup- port Systems.
What do you see as the most important points in your career with the Army AL&T Workforce, and why? Is there a program or opportunity you wish you had pursued but didn’t?
Having the opportunity to participate as a team member on airworthiness test and evaluation projects was certainly the highlight of my early career. Te wide variety of highly technical test programs, extremely competent co-workers and the varied nature of test objectives proved highly rewarding. In the middle of my career, my last tour on active duty as an international research and development coordinator for the Army Materiel Com- mand proved an awesome assignment.
Te primary objective was to seek out, identify and facilitate formalizing cooperative research and development opportunities between the Army, Euro- pean allies and industry in the fields of aeromechanics, simulation, hyperveloc- ity and unmanned systems. Finding just a few golden nuggets where cooperation
ONE (OF TWO) FOR THE TEAM
Wallace, center, accepts a LEAP award on behalf of his team from Undersecretary of the Army the Hon. Brad R. Carson and LTG Thomas W. Spoehr, director, Office of Business Transformation, Office of the Undersecretary of the Army, Sept. 4, 2014, at a ceremony in the Pentagon’s Hall of Heroes auditorium. (U.S. Army photo by SSG Bernardo Fuller)
provided immediate mutual advance- ment in engineering capabilities and technology was both challenging and professionally rewarding.
Leading an enterprisewide Army ini- tiative to investigate, quantify and recommend fixes for the logistics burden that special tools place on our Soldiers remains the highlight of the later phase of my career. Originally seen from the trenches of a product office as a “bridge too far,” the global objectives became realistic and achievable once senior Army leadership became aware of potential operational and financial benefits.
Te one opportunity that I regret not seizing was assignment as the systems integration and maintenance officer for the 160th [Special Operations Aviation Regiment (Airborne)] “Night Stalkers.” Te
position provides airworthiness
engineering oversight at the point where cutting-edge technology is first opera- tionally deployed. Unfortunately, at the time, outside influences dictated that it was time for me to transition out of the military.
What’s the greatest satisfaction you have in being a part of the AL&T Workforce?
Te ability to make a real and tangible difference through leading LSS proj- ects, and mentoring and training other aspiring LSS professionals, are major sources of professional job satisfaction.
Successfully mentoring Green and Black Belt candidates through their training, initial projects and certification is highly satisfying. Te greatest satisfaction is see- ing enterprise-level change taking place as a direct result of LSS projects that I own as the project leader or mentor as a Master Black Belt.
Acquisition is a very broad term encom- passing a lot of different job specialties, with many career tools available to all of them. What advice would you give to someone who wants to get where you are today?
If there is one skill set that must be mastered, regardless of career field, it is program and project management. Being technically competent in your chosen field is a given. Success requires attain- ing the leadership skills and experience to effectively lead integrated product teams, facilitate meetings, manage
schedules
and lead others. Never stop acquiring new management skills through observa- tion. Study and emulate the great leaders you admire.
What’s something that most people don’t know about your job? What sur- prises outsiders most when you tell them about your job?
Most outsiders don’t realize that the Army maintains a mature continuous process improvement environment that’s driven by Better Buying Power, value engineering and Lean Six Sigma initia- tives. What surprises most people is the ability of someone at my level within a product office to actually drive change at the Army enterprise level through use of LSS initiatives.
—MS. SUSAN L. FOLLETT
ASC.ARMY.MIL
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