SHRINKING THE DIVIDE
NEW SLOTS FOR NCOS Tis year’s TWI cohort included acquisition NCOs for the first time, with two slots in the 51C military occupational specialty. Master Sgt. Kelly Butler will complete his yearlong tour with Amazon Web Services (AWS) in mid-August. Butler has learned the basics of cloud computing services, contract procedures and attentive customer service, ensuring that the products and ser- vices he handles meet customer wants and needs.
“I feel like a true member of the AWS team, since everyone is willing to share knowledge and experiences,” he said. “I am set up for success during my training here and am able to take ini- tiative on projects that are important to me.”
Sgt. 1st Class Patrick Dennis, who started his 12-month trek with Microsoft in August 2015, has learned from the com- pany, and the company has learned from him. He’s using his leadership skills and contracting expertise to help his team at Microsoft understand the Army acquisition process and get a deeper appreciation of federal contracting. In return, he not only picked up industry business practices, but he also realized that he has transferable skills that are valuable outside of the Army.
“I’m taking away a better understanding of how industry oper- ates, especially when it comes to contracts,” he said. “I’m working and seeing firsthand Microsoft’s section that sells services and products to all the government agencies.”
GETTING THERE What does it take to earn a spot and succeed in the program? Te companies tell the Army what specific qualifications they’re looking for—an MBA, engineering experience, Lean Six Sigma training—and assignment officers help candidates match their background and interests with the right company. Tat said, since the culture may be far different from the military way of doing business, all positions require assertiveness and flexibility.
TWI participants can design their own experience to some degree to help meet that challenge. For example, if you’re inter- ested in a particular company that’s not on the TWI list right now, reach out; the U.S. Army Acquisition Support Center (USAASC) might be able to find a way to make it work if the company is a good fit. Participants also work with the spon- soring company to design specific training objectives for their assignments.
Of course, the in-depth private-sector experience gained through TWI carries an obligation: Each participant must sign a three-for-one active-duty service obligation before starting the program, meaning a commitment to serve three years of active duty for each year of training.
CONCLUSION Selected TWI officers and NCOs represent the very best of Army acquisition. As a result, the screening process is extensive and thorough, with only our highest-performing Soldiers mak- ing the cut. Te application deadline for the FY17 TWI cohorts, for assignments starting in April and July 2017, is Nov. 3, with the selection board convening in mid-November.
Lt. Gen. Williamson and I expect our TWI Soldiers to go con- fidently to their partner companies, learn as much as possible, contribute, cooperate as full team members and then bring back that corporate knowledge to share and apply it for the rest of their Army acquisition careers.
For more information on the TWI program, go to
http://asc.army. mil/web/career-development/programs/aac-training-with- industry/; or contact Maj. Alex Babington, TWI program manager, at
alexander.c.babington.mil@
mail.mil or 703-805-2491.
The competition for each TWI cohort’s slot is tougher than ever. Three years ago, the selection rate was 70 percent; the following year, it was 50 percent; and the past year, 30 percent.
154 Army AL&T Magazine July-September 2016
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