EXIT STRATEGY
task now, in partnership with the PEOs and Army staff, is to build the processes, metrics and culture to make this hard work endure. For example, the PEOs are already leveraging the IMS to focus capability development on integrated fieldings to organizations like infantry, Stryker and armored BCTs. As we con- tinue to use the tool and incorporate more information, their feedback will inform adjustments to make the IMS more valuable to decision makers across ASA(ALT) and the Army staff.
Additionally, by FY17, the Sustain-
able Readiness Model (SRM) will officially replace Army Force Generation— ARFORGEN—as the Army’s sustaining readiness concept for force generation. Te SRM requires
munity to be tightly linked on fielding and training to units—there is no room for
individual “drive-by” fieldings. Te
Army is leveraging the processes and les- sons learned through SoSE&I’s five years
of experience in CS fielding to execute ASA(ALT) support to SRM development.
the acquisition com-
FAREWELL TO A REWARDING CAREER Strange as it sometimes could be, my experience at SoSE&I was actually a very appropriate capstone to my career as a systems engineer and in the Acquisition Corps. In any job in our field, the chal- lenge is how to align the requirements, resources and acquisition decisions to move forward on a particular portfolio. Having worked on the Stryker and Mine Resistant Ambush Protected (MRAP) vehicle programs at the height of the war effort, I had witnessed DOD’s abil- ity to execute rapid acquisition when the desire is there to do it. Tat intense and rewarding experience informed my approach to SoSE&I’s efforts in cyber, where we took the initiative to tai- lor existing acquisition methods to be responsive to evolving threats.
Working in acquisition, as I have for most of my career, it’s easy to blame the process. To flourish within the bureau- cracy,
I found it more productive to
focus on doing what it takes to get timely decisions—such as creating the right governance forums with the right stake- holders at the outset of a new initiative, so they didn’t feel snubbed and try to inter- vene down the line. At the same time, I also made it a point to get away from the bureaucratic churn to spend time with units, Soldiers, test sites and industry, which deepened my understanding of the acquisition continuum and refreshed my well-being for the next round. It does not get any better than working side-by-side with those who serve our country.
Tat’s why this retirement is bittersweet. Although I’ve been a part of exceptional programs, I’m most proud of the people who work like their lives depend on it, because somebody else’s does. A lot of people
in our business have truly been
in a marathon for the past 15 years, and continue to stick with it because they are making a difference in Soldiers’ lives. Teir amazing efforts will stay with me long after I walk out the Pentagon door.
AN AWARDING CAREER Fahey and COL Terrence Harris, director of the SoSE&I Capability Package Directorate, pres- ent awards in September 2015 to the SoSE&I Fort Bliss workforce. Fahey says that although he was part of incredible programs during his career, he is most proud of “the people who work like their lives depend on it, because somebody else’s does.” (Photo by Vanessa Flores, SoSE&I Public Affairs)
MR. KEVIN FAHEY retired from civil service on Dec. 1, 2015, as executive director for SoSE&I in the U.S. Army Office of the ASA(ALT). He was selected for the Senior Executive Service in 2000 and holds a B.S. in industrial engineering/ operations research from the University of Massachusetts. He is Level III certified in program management; Level III certified in systems planning, research and development, and engineering
- systems engineering;
and Level II certified in systems planning, research and development, and engineering - program systems engineering. He has been a member of the Army Acquisition Corps since 1992.
146
Army AL&T Magazine
January-March 2016
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