SPOTLIGHT: MAJ HAVARD WHILES
Te man with the power
MAJ HARVARD WHILES COMMAND/ORGANIZATION:
Program Management Expeditionary Energy and Sustainment Systems, Program Executive Office Combat Support and Combat Service Suppor
TITLE: Assistant product manager, Product Manager Large Power Sources
DAWIA CERTIFICATIONS:
Level II in program management YEARS OF SERVICE IN WORKFORCE: 3 YEARS OF MILITARY SERVICE: 13
EDUCATION: M.S. in strategic intelligence, National Intelligence University; MBA, University of Phoenix; B.A. in administration of justice, Rutgers University
AWARDS: Bronze Star Medal (with two Oak Leaf Clusters (OLCs)); Meritorious Service Medal; Army Commendation Medal (with three OLCs); Army Achievement Medal; National Defense Service Medal; Armed Forces Expeditionary Medal; Presidential Unit Citation; Meritorious Unit Citation; Army Superior Unit Award; Army Service Medal; Overseas Service Ribbon; Parachutist’s Badge; Global War on Terrorism Expeditionary Medal; Global War on Terrorism Service Medal; Combat Action Badge; Iraq Campaign Medal
“ U
ncommon and accidental” is how MAJ Havard Whiles describes his career path, which started with the deci-
sion to join the Virginia Army National Guard, after a one-year break following nine years of active-duty service, and ended with a post as assistant product manager (APM) for the Program Execu- tive Office for Combat Support and Combat Service Support.
As APM for power generation, he’s respon- sible for four systems in different phases of the acquisition cycle:
the Advanced
Medium Mobile Power System (AAMPS); the Deployable Power Generation and Dis- tribution System (DPGDS) Prime Power Unit; and the Tactical Quiet Generator and its replacement, the Large Advanced Mobile Power System (LAMPS).
“Te biggest challenge I face is commu- nication, internally and externally,” said Whiles, who works with teams at Joint Base Lewis-McChord, WA, Fort Bliss, TX, and Fort Belvoir, VA, several Army depots and stakeholders around the United States. He resolves the problem in part by walk- ing to meet coworkers, regularly logging up to 10,000 steps a day.
Regardless of his destination, Whiles is mindful of his customer. “When I travel for new material in-briefs or fieldings, I make a point of
interfacing with the warfighter, our number one stakeholder, 186
to make sure I stay in sync with their requirements and they understand what we can do for them.”
What do you do in your position, and why is it important to the Army or the warfighter?
I’m responsible for four systems in various stages of the acquisition cycle. I serve as the AMMPS team lead for interactions with units during new material introduc- tory briefs and total package fieldings. Te AMMPS program is currently in produc- tion and deployment. We are fielding to all Army brigade combat teams (BCTs), and this has been a great opportunity for me to meet and talk to warfighters about their requirements.
DPGDS is a recapitalization effort of an existing system to modernize this capabil- ity in the Army and potentially the Air Force, and we’re working with our con- tracting counterparts to advance this effort. Te LAMPS program is approaching the end of the engineering, manufacturing and development (EMD) phase and we are currently testing the EMD articles.
A large part of my day-to-day tasks involves running our office, as an executive officer or operations officer for my product man- ager. I manage schedules, staff meetings, functional meetings, internal and external task tracking and long-range planning efforts not assigned to anyone else.
Army AL&T Magazine October-December 2015
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