PATHS TO LEADERSHIP
MIKE WILLS POSITION:
Long Range Precision Fires, Program Executive Office for Missiles and Space, Redstone Arsenal, AL
CERTIFICATIONS:
Level III in program management and contracting
EDUCATION: M.S. in management, Naval Postgraduate School; B.S. in business management, University of Dayton.
YEARS IN WORKFORCE: 20+ years AAC MEMBERSHIP: Yes
Please describe briefly your career path. In what ways did it resemble or not resemble the Program Management Career Model?
I transitioned from aviation to Army acquisition because I saw it as an opportunity that could be used throughout my career, includ- ing the transition from active duty. While on active duty, I was blessed with multiple assignments that offered me the ability to broaden my experience, including assistant product manager for the Air Warrior Product Manager for Air Warrior Commander in the Program Executive Office Soldier; Defense Contract Management Agency (DCMA) Aircraft Program Management Office South business chief; DCMA Boeing Mesa government flight representative; and DCMA Aircraft Program Management Office. My assignments and schools have been very consistent with the career model.
What do you think was the single most important thing you did to get where you are today?
Learning from the knowledge and experiences of my other team members—peers, subordinates and bosses—to expand my own abilities. Also, I never turned down the opportunity to learn something new or embrace a new challenge. Tat includes stints as acting business chief and joining the Long Endurance Multi- Intelligence Vehicle [LEMV] Red Team. [LEMV was intended to provide Intelligence, surveillance and reconnaissance support for ground troops through unmanned, medium-altitude long-endur- ance unmanned aerial vehicle operations. Te Army canceled the LEMV project for cost reasons in February 2013.]
Did a mentor or mentors (or being a mentor) make a big dif- ference in your career advancement? If so, how?
I have not had a formal mentor, but have engaged with senior members of my organization when assessing career opportuni- ties and when addressing program issues. Additionally, I have provided mentoring to subordinate personnel, providing them insight into career opportunities to make them more competi- tive for positions of increased responsibility. I do not have insight into any formal mentoring programs, but the informal approach I have engaged in has provided me the insight for making career decisions. I don’t think my career development would look much different had I been involved in a formal approach.
Were there career-broadening experiences that helped in a critical way?
Graduate school and the opportunity to have a range of experi- ence played key roles. Every assignment has provided increased scope and responsibility, which has broadened my career and made me competitive in positions of increased responsibility.
What has been your biggest surprise as a member of the Army Acquisition Workforce?
It’s not really a surprise, but the Army has made a significant com- mitment on talent management and providing opportunities to our workforce. Among the programs I’ve participated in are the Executive Program Management and Army Acquisition Leader Preparation courses and the Acquisition Leadership Challenge Program. I’ve also provided opportunities to people in my organi- zation, including rotational assignments at Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)), deployments to theater supporting PEO Aviation or ASA(ALT); programs for pursuing advanced degrees at colleges or the Naval Postgraduate School, for example; and the Senior Service College Fellowship.
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Army AL&T Magazine
July-September 2015
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