search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
ENGINEERING A SUCCESSFUL PATH


J JONATHAN B. HILL


COMMAND/ORGANIZATION: Integrated Air and Missile Defense (IAMD) Project Office, Program Executive Office (PEO) for Missiles and Space


TITLE: Chief, Performance Management Division


YEARS OF SERVICE IN WORKFORCE: 17


DAWIA CERTIFICATIONS: Level III in production, quality and manufacturing and in engineering; Level I in program management


EDUCATION: Ph.D. in industrial and systems engineering (expected in fall 2019) and M.S. in engineering management, University of Alabama in Huntsville; B.S. in mechani- cal engineering, University of Alabama


AWARDS: Distinguished Departmental Fellow, University of Alabama Department of Mechanical Engineering; numerous awards for contributions to the IAMD Battle Command System, the PEO for Avia- tion’s Unmanned Aircraft Systems Program Management Office (UAS PMO), the Technical Management Division of the UAS PMO, the U.S. Army Aviation and Missile Research, Development and Engineering Center’s Engineering Directorate and the Shadow Tactical Unmanned Aircraft System


onathan Hill has received numerous awards over the course of his acquisi- tion career, including recognition for his support of reliability growth for the Integrated Air and Missile Defense (IAMD) Battle Command System; criti- cal contributions to the Unmanned Aircraft Systems Program Management


Office (UAS PMO) within the Program Executive Office (PEO) for Aviation; and contributions to improving alignment between UAS PMO and the U.S. Army Aviation and Missile Research, Development and Engineering Center (AMRDEC).


But it’s his first award that holds the most meaning for him: recognition for contri- butions he made in 2007 to improve the safety of the Shadow Tactical Unmanned Aircraft System. Hill and his team partnered with Defense Contract Management Agency personnel at Fort Huachuca, Arizona, to reduce aircraft incident rates for the Shadow by 50 percent for two consecutive years.


“Tat award was meaningful for two reasons: It was the first time in my career that I was recognized for my work, and I learned that good work gets rewarded,” he said.


“Second, but most importantly, it demonstrated that my work had a direct impact on Soldiers in the field. People often think that since the Shadow is unmanned, when it crashes, it’s not a big deal—no one gets hurt, and it’s only equipment that’s lost. But it is a big deal: Soldiers in urban operations rely on the surveillance informa- tion that the Shadow provides, and without it, they can find themselves walking into harm’s way.”


Hill is chief of the Performance Management Division within the IAMD Project Office within the PEO for Missiles and Space, responsible for the safety, reliabil- ity, configuration and data management, production, quality and manufacturing of the IAMD system of systems. “Being a part of the Army Acquisition Workforce provides opportunities to solve unique technical challenges every day,” he said.


“Most people assume that engineers work nearly in isolation with little interaction, when in fact almost everything we do is done through teamwork. Working in a team environment allows us to develop better solutions to problems and requires the ability to work well with others.”


He oversees a team of approximately 18 government and contractor personnel.


“For me, the hardest part of my job is the difficult conversations that supervisors often have to have with the people they lead,” he said. “No one wants to hear that there’s something they’re not good at or there’s a skill they need to get better at; even constructive feedback can be hard to hear. But those conversations are neces- sary. Tey’re an important part of growth and improvement, both personally and for our team as a whole.”


132


Army AL&T Magazine


January-March 2019


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148  |  Page 149  |  Page 150  |  Page 151  |  Page 152