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Component Automation System and the Force Management System. While a lot of his work seems pretty technical, he’s quick to point out that “it’s both an art and a science. We begin with words on paper, and as we explore and flesh out concepts, those words evolve into a strategic vision for the future.” He explained, “After we sketch out the road map and acquisition strategy, next comes the hard science of creating and deliver- ing a working product designed to transform an industrial-age personnel system into an online and mobile 21st-century talent management tool.”
For McNulty, agility is the biggest challenge. “We are execut- ing an extremely large agile software development. It is very natural for software developers to be agile, but is very unnatu- ral for the rest of the organization—particularly for a DOD or government organization. So we work really hard at constantly evaluating our command and control, our processes and our people to make sure we can improve quality, velocity and capa- bility,” he said.
McNulty got his start in acquisition 15 years ago. After nine years as a field artillery officer, earning an M.S. from Purdue University’s Krannert School of Management and serving on the staff and faculty at the U.S. Military Academy at West Point, he was eager for a new challenge and another opportunity to make a long-term, positive contribution to the Army. His first acquisition assignment was in Minneapolis, developing and building the Non-Line-of-Sight Cannon and Mortar at the Future Combat Systems program.
“Working alongside engineers and testers was a humbling
experience,” he admitted. “I thought I was both tactically and technically proficient, but how wrong I was. I learned more about systems engineering, physics, program management, con- tract negotiations, testing, human systems engineering, business management, ballistics and ammunition design than I could have imagined—everything that set the stage for me to be a lieutenant colonel, a colonel and a program manager.”
His early assignments also taught him the importance of build- ing relationships. “My first program manager called me his smoke jumper, and I took great pride in that,” he said. “By jumping headlong into challenging environments throughout my career, I’ve developed a large network of mentors and techni- cal and functional experts that I can reach out to for advice and guidance.” Tose relationships are key to program success, he added. “Delivering capability becomes far easier by nurturing relationships and a team approach to problem-solving.”
McNulty recommends that boldness for those looking to
advance their acquisition careers. “Jump right in, and learn to solve problems with all types of people,” he said. “We have an awesome and diverse workforce; everyone looks at life through a different lens and brings value to the team. Open your aperture by signing up for short-term assignments—source selections, tiger teams or developmental assignments.” If possible, he added,
“try to get yourself on a program that’s in development. Sustain- ing something is hard work, but building, testing and delivering a product is the hardest thing we do as acquisition professionals.”
It’s not all spreadsheets and whiteboards for McNulty, who recently received FCW’s Federal 100 Award for 2018. His pri- orities include making time to meet with senior leaders across the Acquisition Corps and reading something “short, new and powerful every single day across a multitude of disciplines.” And, like all of us, he tries to find the sweet spot between working and stepping away. “As program managers and members of the acquisition workforce, we could work every moment of every day forever and never be done. Tat’s why it’s important to balance people and mission. After 28 years in the military, I’ve learned it’s crucial to take care of yourself, your family, your friends and your teammates at all levels. I hope to be remembered not only for my work, but for my relationships with others.”
—MS. SUSAN L. FOLLETT
TRACKING ALL THE PIECES
McNulty manages the consolidation of the Army’s 200 human resources and pay systems. (Photo by Mike Danko, IPPS-A)
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