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fielding operations. As a result of these efforts, the Advanced Precision Kill Weapon System was successfully deployed in the- ater for the first time. Additionally, Green established a plan to accelerate conversion and depot repairs of almost 2,000 HELL- FIRE missiles to support contingency operations and foreign military sales customers.
She led efforts to partner with DOD customers to share depot costs, which reduced annual Army missile repair costs from $4 million to $3 million. She also supported the reset of equipment from five Army aviation battalions and executed a life cycle sus- tainment plan to support the engineering and manufacturing development phase of the JAGM. Over the course of her career, she also has supported the Patriot, the Multiple Launch Rocket System, the Avenger Air Defense System, the Javelin and the TOW Weapon System either directly or while serving as a staff lead for the associate missile director.
Green began her career as a GS-5 intern, working as an inven- tory specialist. “It was a big difference from teaching,” she said.
“I discovered early on that I really enjoyed it—and it paid well.” Training and career advancement opportunities led her to obtain required acquisition certifications, and she eventually became a member of the Army Acquisition Workforce. “I continued to follow this path because I knew it would be advantageous to advancing my career—and it was. It was instrumental in my appointment as one of the first assigned product support manag- ers at PEO Missiles and Space.”
Green didn’t anticipate that she’d still be at Redstone some 30 years later. “One reason I’ve stayed is the flexibility to move into different areas and take on new challenges,” she said. “I’ve never been bored and have found plenty of opportunities for promo- tion or reassignment. I also found a home away from home: Te people here are dedicated to completing the mission in a very collaborative environment.” Given her experience, Green’s advice to newcomers makes perfect sense: “Keep moving. Don’t stay in one place for more than five years. Once you are no lon- ger challenged in a position, it is time to move to something else. Expanding your experience in different arenas increases your knowledge base and opportunities for advancements.”
Her career has been marked by significant changes, including advances in missile system technology and personnel and orga- nizational shifts resulting from base realignment and closures (BRAC). Trough BRAC, AMCOM and the U.S. Army Mate- riel Command (AMC) both relocated to Redstone Arsenal. “In addition to those changes, the Soldier-focused life cycle initia- tive was implemented, and strategic planning was executed to establish the best processes for all of these organizations to work together effectively,” she said.
Green said she has benefited from the contributions of a hand- ful of mentors, most notably Lisha Adams, executive deputy to the commanding general of AMC; Barry Beavers, formerly the logistics director for the Joint Attack Munition Systems (JAMS) Project Office; Michael Hartwell, formerly the associate mis- sile director at the AMCOM Logistics Center; and Marvin Smith, formerly the deputy project manager for the JAMS Proj- ect Office. “Tey’re outstanding professionals who I wanted to emulate. Each of them gave me the latitude to excel by increas- ing my duties consistently—sometimes even when I did not want to. And they allowed me to be assigned to different areas, which expanded my skills in strategic planning, budgeting, con- tracting, supply chain and product support management. Tat range of experience helped me expand my career to levels I never dreamed I would achieve.”
THRIVING ON CHALLENGE
Green has always had a lot of respect for colleagues who were honored as Logistician of the Year as part of the Army Acquisition Executive’s Excellence in Leadership Awards. In 2016, she joined their ranks by winning the award—“definitely the highlight of my career,” she said. (U.S. Army photo by Gloria Bell, JAMS Project Office)
She’s now following their example. “I find it imperative to men- tor young employees at this point in my career,” she said. “I feel obligated to train them to become our successors and great leaders. It’s my way of giving back—ensuring that young people are equipped to make sound decisions that lead to great achieve- ments and mission success.”
—MS. SUSAN L. FOLLETT
ASC.ARMY.MIL
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