SCIENCE & TECHNOLOGY
importance of “mutually beneficial and productive relationships with our indus- try partners.” During
the run-up to
the first Gulf War, “I saw how Ameri- can industry could achieve previously unthinkable levels of production of com- plex high-tech equipment, and rapidly deliver capabilities to deployed Soldiers that were he said.
critical
to mission success,”
“Greening” has also been an important, and still continuing, part of his career. “I was fortunate to have an opportunity to work alongside NCOs early in my career,” he said. “Learning and understanding how the Army is organized provides the foundation for the development of POR [program of record] concepts, program- matic strategies, product requirements and testing methodologies, as well as development of fielding, sustaining approaches.”
training and
Listening to Soldiers at field events is crit- ical, he added. “It is equally important for acquisition personnel to gain an under- standing of how Soldiers perform their individual and organizational tasks. If we understand the use cases for our products, which includes the usage environment that dictates constraints and limitations, as well as [understanding] the operators who will employ the capability, we are more able to provide a new or improved capability that easily transitions into ser- vice and achieves a high level of Soldier acceptance.”
When it comes to leadership, Doney espouses a “shovel the coal” philosophy: Shovel the coal yourself, that is, before you get to a position where you super- vise others who do. Doney specifically emphasizes
the importance of future
program managers (PMs) participating in “as many source selection boards as possible.” He also recommends the PM
+ GETTING THE MESSAGE ACROSS
The MFLTS undergoes testing during the Army Expeditionary Warrior Experiment 2016 at Fort Benning, Georgia. Soldiers used the MFLTS 2-Way translation app on the Nett Warrior device to speak with Soldiers from the 52nd Translator-Interpreter Company who played the role of Iraqi interlocutors. MFLTS translated on the spot from English to Iraqi Arabic. (U.S. Army photo)
course at Defense Acquisition Univer- sity (DAU). “Te staff instructors at the DAU PM course stand out as being particularly memorable,” he said. “Tese instructors created an experience that I continue to value greatly, as it thor- oughly prepared me for the next steps in my career.”
Doney’s parents were in public service. Teir example, and three college sum- mers as a temporary hire with the U.S. Army Corps of Engineers, led him to federal service. He joined the acquisition workforce immediately after graduating from college, working in the U.S. Army Research, Development and Engineer- ing Command community of scientists and engineers. “After 10 years of leading [research, development and engineer- ing] projects, I was asked to support a program management office and found a natural alignment of my personal and
professional abilities with program man- agement tasks that I found extremely challenging and rewarding.”
Tough he has been working in program management for the last 20 years, Doney can still recall one formative moment when he went “into the cauldron early.” As a relatively new GS-7 engineer, he briefed the three-star deputy command- ing general of the U.S. Army Materiel Command (AMC) on the status of an AMC-wide project that “had been expe- riencing some significant implementation challenges.” Tis drove home “the impor- tance of organizing information and effectively communicating, very early in my career.”
—MS. MARY KATE AYLWARD
ASC.ARMY.MIL
63
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