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How did you become part of the Army Acquisition Workforce, and why?
I started out at a defense contractor. For 12 years, I worked for different defense contracting companies, mostly on pro- gram integration, documentation review and prep work. So I learned about the acquisition life cycle by reviewing docu- mentation. Later I worked with system integrators, doing anything and every- thing that needed to be done. Bill Ruta, a system integrator who I supported for a Milestone B decision, eventually offered me the opportunity to become a civilian employee. He became deputy project manager at JCM (Joint Com- mon Missile, which later merged with air-to-ground missiles to become the JAMS office),
and suggested I apply
when there was a job opening. Being a civilian employee allows me to play a small role in getting a better weapon to the Soldiers in the field.
What do you see as the most important points in your career with the work- force, and why?
Transitioning from contractor to civilian employee was the biggest turning point in my career. As a civilian employee, the most important point has been the 1515 series—a designator for federal employ- ees in operations research, which requires substantial coursework
in mathemat-
ics—being labeled as a critical skills labor category in March 2009. Tat meant that now I’m in a job series that allows me to advance to GS-14 without supervisory requirements. Tere are not many jobs in the government where you can rise to that level without supervising people.
Can you name a particular mentor or mentors who helped you in your career? How did they help you?
As an Army civilian, I have the plea- sure of serving at JAMS under Mr. Bill Knox, the business management direc- tor, and Ms. Dawn Wood, the Cost Analysis Division chief. Tey both have provided tremendous knowledge, sup- port, patience and opportunities to excel while I was transitioning from program integration as a contractor to the cost world as a civilian employee.
Since my career has been spent at Redstone Arsenal, I have also had the pleasure of working for great military leadership. Tis includes COL Rob Barrie, project manager for cargo heli- copters in the Program Executive Office for Aviation, COL Ron Volkin of the MDA and LTC Phil Rottenborn, prod- uct manager for the Joint Air-to-Ground Missile Product Office. Tey have taught me the importance of
trusting
your team members and giving positive feedback. All of my mentors have set the bar high as excellent employees and stewards of the taxpayers’ dollars, and always exemplifying a strong work ethic. It has been a challenge not to consider
As a defense contractor, I had the great experience to learn so much about the DOD acquisition process—how all the functional areas come together to cre- ate a product and the importance of dedication to one’s work—from so many other contractors, civilian employees and military leaders. Mr. Rick Curns, presi- dent of Opdec Inc.; Mr. Rusty Borman, senior consultant for the Missile Defense Agency (MDA); Mr. Bill Ruta, project manager for Close Combat Weapon Sys- tems; Mr. Carlton Brewer, Huntsville general manager and vice president for 5-D Systems Inc.; and Dr. Jose Martin, chief engineer within the MDA Targets and Countermeasures Program, top the list of my mentors while working as a contractor.
myself a failure when I compare myself to the example they have shown.
What’s the greatest satisfaction you have in being a part of the workforce?
It’s a moment I’m still looking forward to: when my product gets to the Soldier and hits the target for the first time. Can’t wait! HOOAH!
As a program, we’ve been terminated and had our name changed and been merged with others, so we’ve been in the develop- ment phase longer than we intended. But we just had a successful Milestone B deci- sion, and now we’re looking forward to getting something fielded by 2018.
What advice would you give to some- one who aspires to a career like yours?
Be a sponge and absorb as much as you can. Learning how all the pieces come together has been a huge part of my career. I was extremely fortunate to have been exposed to the acquisition process prior to becoming a member of the cost community. It is not enough just to know cost. Having an understanding of all the functional areas and a basic knowledge of the system is essential to building a cost estimate.
Another lesson I have learned along the way is that having good communication skills is essential. Take all the training and classes on communication that you are offered. Building a cost estimate requires one to communicate with all the functional areas. Being able to express what you need and understanding what you have been given to put into your esti- mate allows you to be able to articulate your final product.
—MS. MARY KATE AYLWARD
ASC.ARMY.MIL
103
BBP 3.0
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