Materiel Agency. “When I first started, I didn’t think I’d still be here 20 years later,” she said, “but it’s such meaningful work that I can’t imagine doing anything else.”
What do you do, and why is it impor- tant to the Army or the warfighter?
As the civilian deputy to the principal assistant for acquisition, I support our program managers in developing, select- ing and fielding solutions
that help
medical and health in
saving lives
and preventing illness and death for our warfighters.
As the MEDCOM ACMA, we support more than 850 acquisition workforce professionals across Army medicine. It is critical that we educate, grow and influ- ence our acquisition workforce so we have the best research, development, contract- ing, test and sustainment teams available to meet the needs and requirements of our warfighters and clinicians.
How did you become part of the AL&T Workforce?
I first became part of the AL&T workforce in 1998, when I worked as a supervisory biomedical engineer and chief of the Technology Support Division at the Army Medical Materiel Agency.
During your career with the Army AL&T Workforce, what changes have you noticed that have impressed you the most? What change has surprised you the most, and why?
Tons! For one, we used to have to sub- mit large paper packages to the Army Acquisition Support Center for certifica- tion, and it took weeks or months to find out if you obtained certification. Now, it’s all electronic via CAPPMIS [the Career Acquisition Personnel and Position
WORKFORCE ADVOCATE
As the ACMA for MEDCOM, Rosarius is responsible for ramping up efforts to raise awareness of what it means to be part of the acquisition workforce, including the opportunities and benefits. “The biggest challenge I face is education,” she said. (Photo by Heather McDowell Duong, USAMRMC Public Affairs).
Management Information System], and it takes less than 48 hours. CAPPMIS is a fantastic tool.
I’m frequently surprised by the misunder- standing by military and civilians of the word “acquisition.” Most believe it just means procurement or contracting, when it really supports the entire life cycle, from the early science to program management to sustainment and disposal. It is a mis- sion for me to educate as many people in Army medicine as possible as to what acquisition really means.
What’s the greatest satisfaction you have in being a part of the AL&T Workforce?
Te knowledge of the acquisition pro- cess and the ability to help us save lives through our product development and fielding, and the ability to mentor and support our AL&T Workforce.
Acquisition has changed profoundly in many ways in the past 25 years. How do you see it changing in the future, or how would you like to see it change?
I believe that [Undersecretary of Defense for Acquisition, Technology and Logis- tics Frank] Kendall is trying to streamline efforts. I would like to see less contracting requirements and more acquisition leeway to determine and select the best solutions for our clinicians and warfighters. Tere are so many requirements and layers of requirements that burden the system and senior leaders. Tere’s just not enough staff to support the added bureaucracy, when solutions can be delivered success- fully without such bureaucracy.
What’s something that most people don’t know about your job? What sur- prises outsiders most when you tell them about your job?
We support more than 850 acquisition workforce members across the world, in Korea, Hawaii, Germany and across the continental United States. Our acquisi- tion professionals assist in saving lives.
—MS. SUSAN L. FOLLETT
ASC.ARMY.MIL
165
WORKFORCE
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