WORKFORCE
How did you become part of the Army Acquisition Workforce, and why?
I worked in the private sector for a company that was downsizing operations because of the economic downturn in 2009. At the same time, BRAC [the Base Realignment and Closure Commission] was moving jobs to APG, and I accepted a position as an intern contract specialist. Although I had opportunities outside of the Army, I was interested in doing something that mattered in my career. My father served in the Army for 20 years, then worked as a contractor and finally as a civilian employee support- ing Navy software programs; therefore, I was very excited to be given the opportunity to support warfighters and follow, at least a little ways, in his footsteps.
What do you see as the most important points in your career with the Army Acquisition Workforce, and why?
I had the opportunity to serve as a team lead on the contracting officer’s repre- sentative (COR) project to ensure that ACC-APG records in VCE-COR [a Vir- tual Contracting Enterprise tool] were complete and in compliance with the regulations, and as a team lead contract- ing officer on a temporary assignment to a different division in ACC-APG. Both of these assignments provided insights from different perspectives and expanded my contracting knowledge. Develop- ing the ability to see the big picture of an acquisition and the impacts of different approaches has been instrumental to my ability to make sound business decisions.
Has a mentor or mentors helped in your career? How? Have you been a mentor?
I have not had an official mentor, but the branch chiefs and division chiefs I have supported have always acted as mentors. Tey have taken the time to teach me,
exploring acquisition options, patiently answering my numerous questions and talking out topics until I understand. I have learned a lot from each of them. I act as a mentor now and make it a priority to facilitate a learning environment and fos- ter critical thinking. I often learn as much as those I mentor.
What one skill or ability is most impor- tant in doing your job effectively?
Communication, both written and oral. Tere is nothing I do that does not require good communication skills. When writing and reviewing documents, I need to ensure the entire story is accurately, concisely and clearly conveyed. Good communication skills are invaluable in meetings when developing acquisition strategies, during negotiations when defending the govern- ment’s position, and when helping others on my team through new or difficult situa- tions. Te most important communication skill anyone can possess is the ability to be a good listener. By listening effectively, you can understand the perspectives of others and more effectively work toward the opti- mum solution to resolve any issue.
Is there a skill that you learned outside your present career that has come in handy in your work for Army acquisition?
During my work outside of the gov- ernment, I learned the importance of possessing good customer service skills. In sales, customer service is something that can lead to a business’s success or failure; the same can be said for any government program or agency. As a contracting officer, I am always looking for ways to provide anyone with whom I work fast, effective and exceptional customer service. My focus is on getting the customer what they need, while adhering to the rules and regulations by which I am bound. Tis can be a challenging balancing act, but
the lessons I learned in sales taught me the value of finding win-win solutions.
If you could break the rules or make the rules, what would you change or do?
Our laws, regulations, policies and reviews, however frustrating they can be at times, are there for a purpose. Tat said, we can always do things better, faster and smarter. I am a big proponent of continuous process improvements. Small changes, combined over time, result in monumental improve- ments. If I could effect one change, it would be to facilitate a more collaborative working environment between customer and buyer. One of the biggest sources of frustration I have encountered is between the program office, the customer, and the acquisition support team, the buyer. While both are working to achieve the same goal, each activity has its own priori- ties and perspectives. To facilitate better collaboration between the two, I would initiate a six-month job rotation between contracting and program office personnel. If each activity had insight and under- standing into the other’s requirement and acquisition processes, their expanded per- spectives would facilitate better document execution, synergized processes and more effective collaboration.
What advice would you give to someone who aspires to a career like yours?
You will never know it all, so never stop learning! Take an active role in your career by seeking out different types of work and job rotations. Remember that everyone you meet knows something you don’t, says Bill Nye. Ask questions, keep an open mind, work collaboratively, develop an environment of information shar- ing, be organized, respect everyone and work hard.
—MS. SUSAN L. FOLLETT
ASC.ARMY.MIL 151
WORKFORCE
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