GETTING CONTRACTING RIGHT
got an unexpected lesson in contingency contracting. Tis
large-scale, natural
domestic contingency was far different than the usual developmental assignment, and I learned a lot.
IDENTIFYING LEADERS One of the greatest responsibilities of Army contracting leadership is to identify and encourage the next generation of managers, watchdogs, contracting officers and leaders. Here, ACC CSM John Murray, center left, and CSM Angel C. Clark-Davis, U.S. Army Expeditionary Contracting Command, conduct the NCO of the Year board by video teleconference. (Photo by Edward G. Worley, ACC)
1986 to 1995. In what other position can one have such a critical influence on the purchasing decision and, more impor- tant, an impact on the environment and relationship among the government, its contractors and the people you work with on a daily basis?
We’ve all had vendors tell us they offer the only solution for the U.S. Army; their services are unique; they are the only one that can complete the project on time and on budget. In these situations, it’s the PCO who ensures that every contract is executed in accordance with Federal Acquisition Regulations and that every buy follows the law. Having worked with so many over the years, I am proud to serve with my fellow members of the Army Acquisition Workforce.
Tis is a great career field for civilians and military personnel. Contracting pro- vides direct support to our warfighters; whether it’s ensuring that they have the right equipment and tools, or providing
156 Army AL&T Magazine
meal and support services, our job is to ease the stress and contribute to their success anywhere and at any time, but especially in contingency environments.
CHANGE OF STATION For the past six years, I served as the executive director of the U.S. Army Con- tracting Command (ACC) – Warren, MI. What a great place to live and work. (Go, Lions!) In July of this year, when I accepted the DASA(P) position, I did something I really never thought I’d do: I left Michigan. I sold my house, down- sized and moved to the National Capital Region (NCR).
Although this marked my first permanent change of station move, it wasn’t my first time working in the NCR. Back in 2005, I did a four-month developmental assign- ment at Headquarters, U.S. Army Corps of Engineers in downtown Washington as the deputy to the contracting direc- tor and acting PARC. It was right after Hurricane Katrina hit New Orleans, so I
October–December 2013
Some may also remember that, about 18 months ago, at the beginning of FY12, I served as ACC’s deputy to the executive director, working in Huntsville, AL. It was there that I saw firsthand how the Army contracting enterprise operates and the importance of developing personal and professional relationships between headquarters and field offices. During my assignment, it occurred to me that it would be a great idea to rotate each of the directors in the field through the head- quarters in some form or fashion. And here I am, back in the NCR at HQDA. Now it’s my turn to spread the word about Army contracting’s most
tant asset— its people. I’ve
always believed that our success
relates directly to our workforce. We’re 7,700 people strong and growing, yet we’re a tight community. Many of us have years of training and the highest levels of certification. Others are relatively new members of that community, and those are the people who have my interest at the moment and inspire me every day. Tey are the next generation of managers,
watchdogs, contracting
officers and leaders who will continue Army contracting’s legacy of being good stewards of American taxpayer dollars. Our continued success rests on their backs, so it’s vitally important that we train and develop them to the best of our ability and give them the tools in their rucksack that they’ll need to succeed.
‘A TOUCH OF OPTIMISM’ As DASA(P), I am truly honored and humbled to serve as your voice within the Army and with DOD senior leaders.
impor-
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