TIM VINSON
POSITION: Aviation Networks and Mission Planning, Program Executive Office for Aviation, Redstone Arsenal, AL
CERTIFICATIONS:
Level III in program management; Level I in business–financial management and life cycle logistics
EDUCATION: MBA and B.S. in business administration, New Mexico State University
YEARS IN WORKFORCE: 21 AAC MEMBERSHIP: Yes
Please describe briefly your career path. In what ways did it resem- ble or not resemble the Program Management Career Model?
My 21-year Army career provided numerous leadership opportunities. And within Army acquisition, I was an assistant program manager while on active duty, then an assistant program manager and deputy program manager (DPM) as an Army civilian. My early functional experience positions were operational staff and leadership positions while I was on active duty. Since my first Army civilian assignment as an NH-03 assistant product manager, my training and experience has mirrored the Program Management Career Model.
What do you think was the single most important thing you did to get where you are today?
Military leadership training and experience, coupled with support contractor leadership experience and Army civilian leadership and training experiences all rounded out my knowledge base. DAU PMT 401—the [Defense Acquisition University] Program Manager’s Course—and Senior Service College Fellowship (SSCF) enabled fur- ther knowledge growth.
Did a mentor or mentors (or being a mentor) make a big differ- ence in your career advancement? If so, how?
Yes. Mentors encouraged me to apply for a DPM position, to apply for the SSCF and to apply for the product director position. COL Tony Potts [currently deputy to MG Paul Ostrowski, deputy for acquisition and systems management in the Office of the ASA(ALT)] remains a valued informal mentor. During the two and a half years that I worked for him, and in the nearly five years since then, he has continually provided leadership coaching as well as practical insights about the defense acquisition process.
COL Tony Potts remains a valued informal mentor. During the two and a half years that I worked for him, and in the nearly five years since then, he has continually provided leadership coaching as well as practical insights about the defense acquisition process.
Were there career-broadening experiences that helped in a critical way?
My Army experience enabled hands-on leadership, training, opera- tions, logistics and deployment experience.
What has been your biggest surprise as a member of the Army Acquisition Workforce?
Although I entered the acquisition career field with 15 years of Army service, I had no idea about the challenges in navigating a program through the defense acquisition process. Tere are many stakeholders who get a say along the path to a milestone decision for a program. As [Assistant Secretary of the Army for Acquisitions, Logistics and Tech- nology] Ms. [Heidi] Shyu recently pointed out in her speech at the AUSA Global Force Symposium, on the acquisition accountability bus, the program manager is the driver, but “every single stakeholder … has a steering wheel and a brake. Notice they have no acceleration pedal.” So, stakeholder relations are an often overlooked, yet incred- ibly important program management skill.
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WORKFORCE
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