Te world of EHS showed him how things happen to the people who are building the products—and that, in the same way that one might look for ways to streamline a process, it is necessary to look for ways to avoid injury. Gegato said he was surprised at the level of detail that EHS people go into. And he found that level of detail to be pervasive at Intel, where the main product, microprocessors, is very small and very complicated.
“It [the job] deals a lot with OSHA,” Gegato said. “You’re dealing with a lot of federal and state regulations. It’s not contracting per se, but it’s auditing, which I’ve done a lot when I was with the Defense Contract Management Agency. You audit based on contracting. So I said, ‘Hey, that’s something I can do.’ ”
AN ‘OPEN DOOR’ It was during his third deployment, in Afghanistan,
that Gegato decided to
apply for TWI. He felt that his career was getting stale and he wanted a change of scenery, but the news of his acceptance didn’t inspire a sense of celebration. He looked at it more as another PCS, a per- manent change of station.
How different it would be didn’t really sink in until he got to Intel. “When I came here, I was welcomed with open arms. I got invited to participate in their functions.” Tere was never a sense of being treated like an outsider, he said.
“Automatically, I became a member of the team.”
But he had a lot to learn. For one thing, management in industry is vastly dif- ferent from management in the Army.
“Tere’s management here, you know who the bosses are,” Gegato said, “but you get the sense that everything here is open-door. Tere are no offices here. Supervisors, directors, even vice
A NEW CREDENTIAL
As a TWI officer at Intel, Gegato had responsibility for performing safety audits on construction projects at the Intel Ronler Acres Campus in Oregon. He helped coach contractors for Intel in matters of safety.
presidents—everyone works in a cubicle here. And it seems like everyone here is an equal.” Tat, he said, would never work in the Army.
Intel likes having Army officers on the team, Smoltz
said. “Since the people
who work with Joel know he’s with the Army, they presume he’s disciplined, regimented and very reliable,” Smoltz said. “Tis presumption is accurate. We’ve had several Army officers … and we’ve always been able to rely on them for strong performance. Knowing this only strengthens the trust we have that future officers will perform well.”
In retrospect, Gegato said he thinks the TWI program would be as valuable, if not more so, to younger officers with less
time in acquisition. He thinks his expe- rience with TWI, which has given him a fuller picture of contracting, will help him not only with the rest of his Army career, but also when he decides to retire.
Smoltz said he’d recommend that offi- cers “jump at such an opportunity that offers the ability to work in a large cor- poration in areas that are challenging.” Such experience, he continued, can be very rewarding, given the TWI partici- pants’ “ability to work with very smart and driven individuals and perform duties that most likely are completely outside of their current area of expertise.”
—MR. STEVE STARK
ASC.ARMY.MIL
139
WORKFORCE
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