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diseases, clinical and rehabilitative medicine, medical simula- tion and health information technology, medical chemical and biological defense, and special-interest research programs directed by Congress.
He oversees research conducted within the command’s world- wide laboratory system, which includes six labs in the continental United States and three outside. “Tese programs ensure that the Army has the capability it needs to prevent disease and injury and, in the case of illness or injury, to treat the effects of those injuries no matter where or how Soldiers are deployed,” he said.
USAMRMC research focuses on enduring needs—treat- ing combat injuries, for example—and explores ways to apply new technologies. Ludwig cited a handful of new approaches that hold promise for Army medical research and development (R&D), including synthetic biology, which offers ways to cor- rect problems at a basic, cellular level, and biomedical modeling, which can predict system functions better than conventional laboratory experimentation. Also promising are developments in systems biology, which looks at the Soldier as a system of systems and aims to improve system interactions. “Research in all of these areas could mean solutions for problems we’ve long considered intractable, such as post-traumatic stress disorder,” Ludwig said.
Ludwig’s involvement with acquisition started out of obligation: It became a requirement for employment during the early stages of his career. “It was only through years of personal and profes- sional maturation that I came to understand how important a detailed understanding of the acquisition process is to ensuring that I can fully support the Army’s R&D mission,” he said. “Te entire reason my position is needed by the Army is to ensure that the warfighter possesses the necessary medical capabili- ties to fight and win wars. Given the complexity of the DOD acquisition process, it would be impossible to meet that mission without being a part of the acquisition workforce.”
Ludwig identified two events in particular that helped shape his understanding of Army acquisition and helped him develop the skills to lead within USAMRMC. First was his decision to seek a broadening personnel assignment out of the medical labo- ratories and into an R&D oversight position at USAMRMC headquarters. “My laboratory experience provided valuable basic knowledge of the Army’s needs and gave me the opportunity to develop a scientific and professional reputation,” he said. “But by moving to USAMRMC headquarters, I grew to understand the scope of the military medical requirement and was able to put into perspective the purpose of the Army medical laboratories.”
Also important was completing the Sustaining Base Leadership and Management (SBLM) course at the Army Management College. “Attending SBLM helped provide the basis of my understanding of how the Army runs and functions within the broader DOD,” he said. It is essential, he said, to accept difficult assignments and seek out others who are more knowledgeable and experienced. “Tat means taking broadening assignments and having the confidence to engage in conversation with other leaders.”
He urged others interested in a similar career to take advantage of educational opportunities offered through the military or civilian education system and to attain acquisition certifications and membership in the acquisition workforce and Army Acqui- sition Corps. “Lastly, and most importantly, exude confidence in all you do without being overconfident,” Ludwig said. “Such confidence sets the stage for open dialogue that serves to build highly effective teams and drive toward success.”
—MS. SUSAN L. FOLLETT SHARING EXPERTISE
Ludwig addresses the 2017 Military Medical Partnership Conference and Expo in Ellicott City, Maryland, in March. (U.S. Army photo by Melissa Myers, USAMRMC Public Affairs)
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