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“Moving abroad with the Army has given me an appreciation for what the military goes through with each PCS [permanent change of station]. My office operates at a high tempo, so jump- ing in required a steep learning curve on local policies,” said Cowell, who spent two years on active duty to help pay for col- lege. “Being overseas allows me to be more closely involved in supporting our deployed troops. Our office also awards con- tracts that provide humanitarian assistance, from emergency supplies for refugees to infrastructure improvements within small villages. As a civilian, an overseas assignment in Army contracting is an extraordinary opportunity, and I’m honored to be given the opportunity.”
What do you do in the Army? Why is it important?
I support the warfighter by providing contract vehicles to acquire products and services needed to accomplish the mission. As a contracting officer, I have the opportunity to positively affect the lives of Soldiers, DOD civilians and the contractor workforce by working hard to advise on the right type of con- tracts awarded at a fair price and delivered on time. If I do my job well, the Army’s mission is effectively supported and people are provided for.
What has your experience been like? What has surprised you the most?
I’ve found that most everyone wants to do their jobs well and that breakdowns are usually the result of bad communication. Contracting can be a much simpler process if the time is taken to explain the “why” behind the regulations. As I gain experi- ence, I find it more and more important to help the customer get a perspective on why certain aspects of the acquisition process are necessary.
What are the biggest differences between doing your work outside the United States and doing the same thing stateside?
In many ways, contracting is contracting wherever you are, but there are differences. Overcoming the language barrier is tough when dealing with local contractors, but we have a great team of local nationals within the TCC who help us in this area. Stay- ing current on the established exchange rates is also challenging. In most contracts here, we price in euros and fund with dollars using an exchange rate directed by the undersecretary of defense (comptroller). Te rate changes periodically, so it’s imperative to remember to use the current rate at the time of contract award.
What one skill or ability is most important in doing your job effectively?
Business skills are key; however, I believe it all boils down to effective communication. I have to work with my customers to help them communicate their requirements clearly. When negotiating contract actions, I have to communicate the gov- ernment’s objective effectively with the contractors. Lastly, I need to be able to document the contract file sufficiently, so that someone can come behind me and understand why I made the decisions that I made.
What advice would you give to someone who aspires to a career similar to yours?
Find ways to enjoy what you do, and be willing to take chances to get the most out of the contracting career field. I’m driven to be part of the generation that helps Army contracting find smarter and more efficient ways of accomplishing our mission. Change excites me and encourages me to seek out new ideas.
If you could break the rules or make the rules, what would you change or do?
I would like to figure out a way to change the compensation structure within the contracting field to tie incentives to negoti- ated savings. It’s challenging to obligate all the funding that is provided, and speed of execution still needs to be part of the equation; however, I believe we could help move the culture in a better direction if our review and our compensation were directly tied to how hard we negotiated on the government’s behalf.
—MS. SUSAN L. FOLLETT
ASC.ARMY.MIL 103 What’s the hardest part of your job? How do you overcome it?
Fighting apathy. Tere is a strong push to obligate funding, so often it’s not a popular decision to slow down an acquisition in order to negotiate. I’m sure many of us have heard something to the effect of, “We have the funding, so what’s the problem?” I’m not against obligation goals, and there are times when we need to execute contract actions quickly. But often we give in because of pressure from our customer or the temptation to take the easy way out and accept a contractor’s proposal as is. I want to be part of the change in the government acquisition culture, and this has to start with me. I find personal satisfaction when I can combine quick action with strong negotiations.
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