Steffanie B. Easter
Jeffrey S. White
Bruce D. Jette
2016 March 7, 2016
2017 November 6, 2017 December 20, 2017
Easter was named principal deputy ASA(ALT) effective March 7, 2016, sup- porting the Hon. Katrina McFarland, who served as acting ASA(ALT) from February 2016 through October 2016 before retiring from civil service. A mem- ber of the SES since 2002, Easter came to OASA(ALT) from the Department of the Navy, where she was executive director for the F-35 Lightning II Joint Program Office, the most recent of several leader- ship positions as a Navy civilian.
“When I arrived in March 2016, I could not have envisioned just a few months later taking on increased responsibilities” as acting ASA(ALT) and the Army acqui- sition executive, said Easter in an Oct. 13 email to the ASA(ALT) team. “Tis honor has been one of the most reward- ing experiences of my civilian career. Leading the dynamic Army Acquisition Workforce and witnessing firsthand the extraordinary work you do every day for our Soldiers has been a great privilege.”
In more than 30 years of federal ser- vice, Easter received several awards, including the Navy Meritorious Civil- ian Service Award, the Navy Superior Civilian Service Award, the Navy Dis- tinguished Civilian Service Award, the National Women of Color Award for Managerial Leadership and the Black Engineer of the Year Award for Profes- sional Achievement.
Easter is credited with bringing a broader perspective to Army acquisition, based on her extensive Navy experience. As acting ASA(ALT), she presided over a number of significant developments, including:
• Te first year of the new Army Rapid Capabilities Office, formed in August 2016 to engage with traditional and nontraditional developers and use cre- ative contracting and collaboration mechanisms to encourage capability breakthroughs from the commercial sector.
• Establishing a strategy for the Army Acquisition Workforce (AAW) to successfully support the Soldier, based on nine objectives embracing efficiency, adaptability, knowledge, innovation and other key principles of professionalism.
• Large-scale efforts for continuous improvement of the AAW, such as the Human Capital Strategic Plan, a five-year plan to help establish goals, objectives and initiatives that support the AAW and help strengthen its foun- dation for the future.
• A renewed focus on acquisition reform from Army senior leadership, centered particularly on strategic
acquisition,
i.e., applying a more holistic approach across the acquisition life cycle and the entire Army enterprise to achieve greater efficiency, responsiveness and timeliness to meet current and future threats.
Easter’s leadership style also helped in this past year of transition. Upbeat and unruf- fled, she “brings a calm” to the challenges facing the AAW, said Joan L. Sable, chief of the Human Capital Initiatives Divi- sion in the Army Director for Acquisition Career Management Office, within the U.S. Army Acquisition Support Center.
“Her style is to expect and demand exper- tise, and she holds all accountable.” At the same time, Sable noted Easter’s talent for making herself and the complexities of acquisition accessible. At a contracting leader-development session in June 2017, for example, “Ms. Easter spoke of the
‘four Cs of leader development’ ”—com- mitment, communication, collaboration and courage—“and emphasized each with a leadership story from her past that also focused back on contracting.”
“Te transition [from McFarland to Easter and then to the present] was practically seamless because of the program and technical expertise as well as leadership Ms. Easter brought to the Army,” said Sable, who also noted that “having a black female at the helm of Army acqui- sition has been an opportune sight and has had a huge impact within our Army Acquisition Workforce. She makes a dif- ference within our community.”
—MS. MARGARET C. ROTH
ASC.ARMY.MIL
7
ARMY AL&T
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