From Battle to BUSINESS


A U.S. Army Reserve of ficer’s experience launching multiple startups illustrates, on an operational level, the degree to which military management and leadership skills can foster success in entrepreneurship—and how the skills honed by running a business can enhance the leadership of Army Reserve Soldiers. Further, understanding and knowing how to apply commander’s intent or strategic vision is a useful approach in an entrepreneurial atmosphere.


by MAJ Maurice G. Pritz Jr. L debriefs.


“I identified that as a major issue down at the tactical level,” Teamey said. So he started working on the problem as a consultant with Dr. Mari Maeda, then a program manager at DARPA. Tat led to developing the cloud-based Tactical Ground Reporting System (TIGR), which the Army and Marine Corps ultimately fielded globally to their troops.


At DARPA, Teamey worked largely as a subject-matter expert, he said. “I wasn’t there to program. I was there to explain to the programmers what the user interface should look like so it would be easy to use, and then explain how the connectivity should work so Soldiers at the company level and below could talk to each other. It was more to describe the vision and let somebody else figure out how to implement it.”


Teamey, a military intelligence officer in the U.S. Army Reserve (USAR) and a recipi- ent of the Bronze Star Medal and the Defense Meritorious Service Medal, finds


ASC.ARMY.MIL 87


TC Kyle Teamey got bitten by the entrepreneurial bug when he came off active duty in 2005 and began to work with the Defense Advanced Research Projects Agency (DARPA) to help solve a problem that plagued the military: Tere was no efficient means of sharing information between units for recording patrol


SCIENCE & TECHNOLOGY


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