PATHS TO LEADERSHIP
ROBERT ‘DEREK’ LONG
POSITION: Fixed Wing Special Electronic Mission Aircraft, Program Executive Office for Aviation, Redstone Arsenal, AL
CERTIFICATIONS:
Level III in program management; Level I in contracting
EDUCATION: M.S. in materiel acquisition management, Florida Institute of Tech- nology; B.S. in business administration and law, Western Carolina University
YEARS IN WORKFORCE: Military: 24; Civilian: 4
AAC MEMBERSHIP: Yes
Please describe briefly your career path. In what ways did it resemble or not resemble the Program Management Career Model?
I spent the first eight years of my active- duty career executing a traditional combat arms career path in the Army’s Field Artillery Branch, performing duties as a fire direction officer, platoon leader, battery commander and battalion and brigade staff officer. During a two-year assignment with the 188th Infantry Brigade at Fort Stewart, GA, I applied for accession into the Army Acquisi- tion Corps. I was accepted and afforded an opportunity for advanced civilian schooling with
the Florida Institute
of Technology at Fort Lee, VA, where I earned my M.S in materiel acquisi- tion management. My transition to the Acquisition Corps after company-grade command was consistent with the career path designed for members of the Army Acquisition Corps.
What do you think was the single most important thing you did to get where you are today?
Te most important thing I did was to trust in the Lord and do my very best with every opportunity the Army pro- vided me. I trusted my instincts and the
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people who worked for me to accomplish the tasks at hand, and placed emphasis on taking care of my Soldiers and the workforce. In return, they have always taken great care of me.
Did a mentor or mentors (or being a mentor) make a big difference in your career advancement? If so, how?
Mentorship is essential to career progres- sion. Learning from those who have gone before you provides incredible insight into what it takes to be a successful leader in today’s Army. I have had the great privilege of working for many excep- tional leaders who have taken the time to teach me the profession and provide me with invaluable insight into the art of taking care of people and managing orga- nizations. MG Tim Crosby [USA Ret.], formerly the program executive officer for aviation; Rusty Weiger, the deputy PEO for aviation; and COL Mike Cavalier [USA Ret.], the former program manager for the Joint Attack Munitions Systems Project Office, had a major impact on my career. As a result of the influence of all the mentors I’ve had, I have consistently sought opportunities for greater respon- sibility and accepted my role to mentor young members of the workforce when the opportunity is presented.
Were there career-broadening experi- ences that helped in a critical way?
My experiences working for the U.S. Army Special Operations Command in my first acquisition assignment baselined my perspective that our sole respon- sibility is to provide the absolute best equipment available to warfighters to enhance their ability to win and sur- vive on today’s battlefield. It was such an empowering experience to work for America’s very best.
What has been your biggest surprise as a member of the Army Acquisition Workforce?
My biggest surprise is the complexity. Te acquisition process operates in a very complex environment that requires continuous engagement with the many stakeholders that can influence a pro- gram’s success or failure. Te process demands that the program manager effectively manage stakeholder expecta- tions and facilitate positive solutions to program challenges when they arise. I am continuously amazed with the outstand- ing efforts made by high-quality people to get the job done in a challenging and complex operating environment.
Army AL&T Magazine
July-September 2015
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