WORKFORCE
protect the warfighter. I developed a communications strategy that identified all federal and industry stakeholders, held recur- ring meetings to hone specific requirements and engaged senior leaders at a very high level. Tis was all a big pivot point in my career, since it meant building the team out in all aspects—fund- ing profiles, team expertise, etc.”
Working as a joint product manager also meant working with the U.S. Department of Health and Human Services (HHS) and the Food and Drug Administration (FDA). “I had the opportu- nity to form very strong partnerships and working groups with the Biomedical Advanced Research and Development Author- ity, HHS and the FDA early on in my career. Many of the joint working groups between these organizations still function today,” she said. Tese relationships and connections, she explained, have helped the JPEO respond aggressively to COVID-19. As the acting deputy JPEO for Assisted Acquisition and Medical, Kilgore led coordination of the DOD’s COVID-19 Joint Assisted Acqui- sition (JA2) efforts in support of HHS. JA2 supports HHS by bringing together medical and acquisition specialists, innovative technology and agile business practices that enable procurement of vaccines, diagnostics and medical countermeasures and indus- trial base expansion for the domestic production of life-saving products for DOD and the nation.
“People are surprised to learn every single COVID-19 vaccine, diagnostic and therapeutic product we have in this country was procured by the JPEO-CBRND,” Kilgore said. “Tey are often unaware of the extent of our impact in COVID-19 acquisition, and the JPEO-CBRND does this every day for all of the CBRN defense needs for the warfighter and joint force.”
When Kilgore served as acting medical director in the Office of Deputy Assistant Secretary of Defense (DASD) for Chemical and Biological Defense, she gained a new appreciation for working at the Pentagon and the grander strategic view of the nation. “I saw for myself how Congress and the DOD interact,” she said. She would tell aspiring leaders in DOD, “If a senior leader asks you a question, it is very likely because someone else at the Penta- gon, in Congress or at the White House is asking the question. Te coordination efforts between the Pentagon and Congress are something I am grateful to have learned more about before enter- ing my current position, where I interact regularly with Pentagon leaders.”
Kilgore said that the Army Civilian Education System Advanced Course was a great learning experience for her. She explained how she had the opportunity to meet with Senior Executive Service
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(SES) members and get advice from them. One of these leaders, in particular, stood out for offering great advice. “Being techni- cally ready, skilled and having a little bit of luck … that is what helps someone move into new positions and grow,” she said. “Luck helps in terms of which positions open up, but most importantly, it’s your reputation, skills and readiness for the role that help your name rise to the top.”
As an Army acquisition professional, Kilgore’s greatest satisfac- tion is being able to witness the delivery of defense products to the force and the nation from start to finish, and the ability to touch all aspects of the development process. “Tere are so many capabilities we cover from R&D [research and development], contracting, legal authorities, etc. You have to be a bit of an expert in each one of those elements,” she said. “I have learned work- ing in the industry means being more of a specialist, but in my position with the SES, I get to be more of a generalist and watch every project aspect unfold.”
Kilgore’s first piece of advice to new personnel entering the acquisition workforce is to fully understand your strengths and weaknesses, and where the latter is concerned, ask yourself how you grow and ideally ask others for help in overcoming or making up for areas where you are not as strong.
“You have to trust your team and learn to delegate,” Kilgore said. “I say this to women and mothers, in particular: Prepare your- self for when the big opportunity comes up and don’t let your current situation stop you from applying for a certain position. When you start a new position, think about where you want to be in three years. Make short- and long-term goals. Set yourself up for your future positions beyond the one you’re currently serving, understand where development opportunities exist, take advan- tage of them and figure out how to get the experience you need to progress. Finally, when you are preparing to enter a particu- lar position, don’t be deterred by how someone else serves in the role. You may be more organized or skilled at certain aspects of the role and you can make it your own, you don’t have to emulate everything someone else is doing.”
— HOLLY DECARLO-WHITE
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