$ BBP 3.0
“As a DASC, I’m able to shape all aspects of planning, budgeting and execution, financial management, logistics, procurement, technical requirements and program management issues for several programs of record.”
execution for a multibillion-dollar port- folio. She leverages a range of skills in her work, using her engineering and techni- cal expertise as an SME, oral and written communication skills to deliver infor- mation, and collaboration skills when working with stakeholders.
“Being a DASC has been one of the high- lights of my career thus far,” Wetzel said.
“I have the opportunity to influence Army decisions, and I have a front-row seat for seeing the acquisition process in action. Tis position has given me an apprecia- tion for how things work, from budgeting to requirements to fielding equipment, and I’ve had the good fortune to inter- act with congressional members. Tat has given me a unique perspective on the relationship Congress has with the Army and DOD.”
Wetzel was recruited out of college in 2004 by the U.S. Army Evaluation Cen- ter (AEC), a subordinate organization of the U.S. Army Test and Evaluation Com- mand (ATEC). She accepted the position for two reasons: She needed a job, and she saw the value in civil service. “Te need to provide Soldiers with well-engi- neered, -tested, -evaluated and -managed
equipment is what has kept me here,” she added.
Wetzel worked within the ATEC fam- ily of subordinate commands through 2012, holding posts with AEC’s Sur- vivability Evaluation Directorate, the Developmental Test Command’s Avia- tion, Missiles and Unmanned Systems Division, and AEC’s Aviation and Fires Evaluation Directorate. Over the course of her career, she noted, “I have had an excellent network of first-line supervisors and senior leaders who believed in my potential, recognized my skill set, gave me career advice, encouraged me to apply to leadership training and developmen- tal assignments and supported my career decisions.”
From 2012 through 2015, Wetzel took part in the Competitive Development Group/Army Acquisition Fellowship (CDG/AAF) program sponsored by the U.S. Army Acquisition Support Center. CDG/AAF provided her the opportu- nity, as someone who had worked in test and evaluation, “to gain experience in program management, work in different positions, participate in unique leader- ship training opportunities and network with others within the Army acquisition community,” she said.
CDG/AAF participants are responsible for determining the types of develop- mental assignments they’re interested in pursuing,
and network with program
management personnel to pursue those opportunities. As such, said Wetzel, CDG/AAF “was
the first time I in advance the types of took
control of my career and planned three years
become a more training
and broadening assignments I wanted to
knowledgeable
Acquisition Corps member and future senior leader in the Army Acquisition Workforce.”
Her developmental assignments included rotations as a test and evaluation lead for the project manager (PM) for the Distributed Common Ground System – Army (DCGS-A) within the PEO for Intelligence, Electronic Warfare and Sensors, and a project lead supporting the PM for the Warfighter Information Network – Tactical in the PEO for Com- mand, Control and Communications
– Tactical. She served as a DASC in the OASA(ALT)
Intelligence Directorate
while in the CDG/AAF, and, when the fellowship was complete, accepted a full- time position within OASA(ALT) as the DASC for DCGS-A.
Interested in a similar career path? Wet- zel has three pieces of advice. “Learn through classes, certifications and those around you: My career has benefited from taking leadership classes, earning advanced degrees and taking courses to earn certifications. I constantly learn from my co-workers and always ask ques- tions in all forums,” she said. Second, focus on networking and collaboration skills. Increasing technical skills and becoming an SME are equally as impor- tant as the ability to work with others.
“Troughout my career thus far, I have received insight
into acquisition-related
topics and career opportunities through networking and collaboration. Under- standing how to cooperate and network with others are both necessary to suc- ceed in the small community of Army acquisition,” she said. Finally, Wetzel rec- ommends developmental assignments and career-broadening experiences. “Having an understanding of other jobs and learn- ing new skills makes for a well-rounded AAW employee and makes you competi- tive for future opportunities.”
—MS. SUSAN L. FOLLETT
$
ASC.ARMY.MIL
111
BBP 3.0
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