multiple programs available for acquisi- tion personnel, and the more someone takes advantage of these programs, the more rounded that person will be. And it will set them up better for advancement in their careers.”


Although he’s no longer in uniform, Watts still uses the leadership experience he gained from his active-duty tenure.


“Te supervisory and organization skills I learned as a noncommissioned officer come into play on this job when it comes to working with people, and the experi- ence I gained in logistics, maintenance and supply operations are invaluable in keeping things moving.”


Originally designed to target snipers or those emplacing improvised explosive devices, LMAMS is a Soldier-carried and Soldier-launched loitering missile system that allows precision engagement of enemy combatants without exposing warfighters to direct fire. Te system allows Soldiers


on the ground to engage with targets they cannot see. It can fly to a specific position or be diverted with its wave-off capabili- ties to minimize collateral damage.


LMAMS started out as a rapid acqui- sition system and is fielded under multiple joint urgent operational needs statements. “It’s not a program of record yet, but we’re working toward that. We work with HQDA and obtain funding through overseas contingency opera- tions funds to buy and develop what we need,” Watts explained. “We’re working with the Maneuver Center of Excellence and the Capability Development Integra- tion Directorate, and the courses I took through Defense Acquisition University have been really helpful as we go through that process.”


Whether LMAMS will become a program of record is unresolved. “We’re on the verge, but it’s tough to say where it will go. It’s important that we demonstrate


what it can do and how it can fit into the Army’s needs.” Despite the uncertainty, Watts is grateful for the experience he has had. “Being able to stay in this job and see a new system through the process of becoming a program of record is very interesting. Having the mentorship of some of the CCWS leadership and learn- ing from their experiences also has helped me tremendously,” he said.


He added, “Te most important lesson that I’ve learned is to treat people with respect and kindness. I apply that in my work by trying to understand where others are coming from, in their opinions and respective positions. Always trying to see any situation from both sides has greatly enhanced my work, and I hope it has enabled me to become a better co-worker and leader.”


—SUSAN L. FOLLETT


LEADING FROM THE FRONT


Watts still uses the leadership experi- ence he gained from his 20 years in the Army. “The supervisory and organization skills I learned as a noncommissioned offi- cer come into play on this job when it comes to working with people,” he said. (U.S. Army photo by Chuck Braziel, PEO MS)


HTTPS: / /ASC.ARMY.MIL


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LOGISTICS


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