developed as a result of contracting and assistance agreements likely will become commercial products and benefit the gen- eral public as well.
As PARC, I am responsible for the per- formance of
all delegable contracting
functions delegated by the head of the contracting activity, which includes appointing contracting officers in a man- ner that minimizes the potential for undue influence and protects them from internal or external pressure to perform improper acts.
What’s the greatest satisfaction you have in being part of the Army Acquisi- tion Workforce (AAW)?
It gives me great satisfaction to see a vac- cine, drug, product or medical device that my team has supported from basic research to development eventually being provided to the warfighter for their use. Even though I do not buy ships, tanks or airplanes, what I do purchase and pro- vide will not only benefit the warfighter, but it will most likely benefit the general public as well.
During your tenure with your organiza- tion, what was the biggest challenge you faced, and how did you overcome it?
One of the biggest challenges that I have faced is a total restructuring of the USAMRAA, which required changing from a purely customer-focused organi- zation to a hybrid organization that was structured by specialties—e.g., material, services or assistance agreements—while maintaining a customer focus. Initially, this was a difficult concept for the staff to comprehend. To be successful, my team had to be willing to make minor adjustments after the initial structural plan was rolled out. Clear and open com- munication with the staff was extremely
TEAMMATES
Before coming to acquisition, Martin, shown working with Charity Keen, USAMRAA administra- tive program coordinator, was an auditor for the Department of the Interior Office of Inspector General. (Photo by Crystal Maynard, USAMRMC)
important to the success of this major change.
What program accomplishment are you most proud of, and why?
Many years ago, I was involved in a pro- gram that investigated the effects of blast overpressure on the warfighter. Te find- ings from this research effort eventually led to improved hearing and body protec- tion for our warfighters, and that is very gratifying to see.
What one skill or ability is most impor- tant in doing your job effectively?
I feel that the most important skill that is necessary to perform my job effectively is to have an open mind and be creative to deliver the best acquisition strategy to ful- fill customer needs.
Can you name a particular mentor or mentors who helped you in your career? How did they help you? Have you been a mentor?
Troughout my career I have been fortu- nate enough to have many outstanding mentors. Even though many of
these
ASC.ARMY.MIL 11
individuals were not aware that I was obtaining a wealth of information from observing them, they were nonetheless very important to my growth as an acqui- sition professional. Because of my own experiences being mentored, I have now established several mentor-mentee rela- tionships with my staff. I am currently mentoring three people with varying lev- els of AAW knowledge. One is new to the AAW, one is a first-line supervisor and one is a mid-level group leader. I enjoy being able to share information and strategies that have been helpful to me in my move up the career ladder, and I also like to share the mistakes that I have seen people make in the pursuit of leadership positions.
What advice would you give to some- one who aspires to a career similar to yours?
Take advantage of every opportunity that is offered to you to expand your knowledge and experience in regard to contracting and leadership. Be willing to step outside of your comfort zone and try new and inventive ways to get things done.
—MS. SUSAN L. FOLLETT
ACQUISITION
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