“Te hardest part of my job is also the best part,” he added. “Every requirement met allows new capabilities to be con- sidered, which then drives a new set of requirements. It requires us to constantly innovate, which is exciting.”


What do you do in your position, and why is it important to the Army or the warfighter?


I work with the requirements and acqui- sition community to provide improved power and energy capabilities for the Army. Tese include lighter-weight alter- natives for wearable Soldier use and more resilient electrical grids for basing appli- cations. Specifically, this involves solving technical hurdles related to developing and transitioning prototype systems. Tis includes developing the engineering and scientific tools required to design a mili- tary-relevant system, and a combination of experimental characterization and simulation.


What’s the greatest satisfaction you have in being a part of the Army Acqui- sition Workforce (AAW)?


Although we leverage a large amount of commercial solutions, our requirements drive us to develop advanced technology. Tis results in us advancing the state of the art, which is very satisfying, as it not only benefits the warfighter but poten- tially the economic strength of the nation.


During your tenure with your organiza- tion or command, what was the biggest challenge your program faced, and how did you overcome it?


Early on in the program, there was a requirement for a form factor that could be worn on the tactical vest while meet- ing power requirements. No other fuel system had been able to provide this


capability. Based on Soldier feedback and rapid prototyping, it was possible to develop a product that met this require- ment. Te potential weight saving is impressive—almost


four times lighter


for extended missions than the existing rechargeable battery. Tis translates into a battery weight savings of 14 pounds and enables fielding of Soldier systems that provide increased capability but usu- ally require larger amounts of power.


If you could break the rules or make the rules, what would you change or do?


I would simplify the contracting pro- cess. Presently the contracting process is too long, making it hard to partner with innovative companies that thrive in fast- moving, agile partnerships.


You joined the AAW from the private sector. What do you see as the biggest dif- ference between working in the private sector and working in Army acquisition?


Actually, the research and development [R&D] environment is more similar than different. In my corporate position, the largest focus was on increasing share- holder value, which usually translated into developing useful products for customers. In the Army, the largest focus is on pro- viding value to the warfighter—in other words, transitioning useful products.


What one skill or ability is most impor- tant in doing your job effectively?


Perseverance. Te R&D process takes a long time. Also, DOD is a big organi- zation, and it’s not simple to affect the course of a big organization. To effect meaningful change, you have to be com- mitted for the long haul.


Is there a skill that you learned out- side your present career


that has ASC.ARMY.MIL 67


come in handy in your work for Army acquisition?


Communication skills. Air Liquide is a French multinational corporation, and when I worked there, I realized the impor- tance of learning from folks with different experiences. Tis was important because transitioning a product successfully requires consideration of a number of dif- ferent stakeholders.


Can you name a particular mentor or mentors who helped you in your career? How did they help you?


Tere are far too many people to men- tion who have provided mentoring to me. Te entire Power Division has been very helpful, which makes work an enjoyable experience. Especially helpful was the focus on transitioning technology—in other words, how will this help the Sol- dier? Sometimes that means pointing out problems and then going the extra mile in providing ideas and guidance on the solutions. It also helps that we have world experts in our technology space, specifi- cally power and energy.


What advice would you give to someone who aspires to a career similar to yours?


Plan your work, and then work your plan hard. As much as you can control it, all your work should have an end product that you believe will improve something. Tis means getting lots of feedback and separating the hype from the reality. Also, set up and achieve milestones to ensure forward progress: a requirement, a test bed, a technical report, a patent, a prototype, etc. Finally, be flexible. Being a scientist or an engineer includes inventing, and some- times you have to reinvent yourself.


—MS. SUSAN L. FOLLETT


SCIENCE & TECHNOLOGY


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