CHANNEL YOUR INNER AUTHENTICITY
As a child, Kelly Tisch will never forget watching her late grandfather—an Army pris- oner of war during WWII—receive his Bronze Star (See "Te Longest Battle," Page 116). It didn’t come easily, but as she’s learned from his experience, nothing worthwhile ever does. His heroic efforts, pride and dedication made an impression on Tisch, and years later inspired her to pursue a career with the Army at the civilian level that would be both challenging and fulfilling.
KELLY TISCH
COMMAND/ORGANIZATION: Program Executive Office for Command, Control and Communications – Tactical (PEO C3T) on a developmental assignment to the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology (OASA(ALT))
TITLE: Deputy product manager, on devel- opmental assignment as deputy director, OASA(ALT) Secretary of the Army for Acquisi- tion Logistics, Intelligence and Simulation Hardware Directorate
YEARS OF SERVICE IN WORKFORCE: 13
DAWIA CERTIFICATIONS: Advanced in program management and business financial management
EDUCATION: Currently pursuing an M.A. in global leadership and management at Lawrence Technological University, Senior Service College Fellowship, B.A. in sociology, Haverford College
AWARDS: Special Act or Service Award (July 2019), Department of the Army Meritorious Civilian Service Award (July 2019), Special Act or Service Award (July 2021)
“I love that in some small way I am giving back to my late grandfather,” she said of bring- ing her own brand of authenticity to her developmental role as deputy director for the Office of the Assistant Secretary of the Army of Acquisition, Logistics and Technology, Secretary of the Army for Acquisition Logistics, Intelligence and Simulation Hardware Directorate. “He was incredibly proud to have served, and every day I walk in the Penta- gon I pass the WWII veterans display and I think of my grandfather and his sacrifice.”
Tisch supports the Deputy for Acquisition and Systems Management (DASM) Office in a hardware directorate for the Program Executive Office for Intelligence, Electronic Warfare and Sensors and the Program Executive Office for Simulation, Training and Instrumentation. Both portfolios provide critical support to our Soldiers. “It’s been inter- esting to learn about this organization and its responsibility to provide critical acquisition rigor and analysis to key senior leaders, Congress and DOD. I provide support and repre- sentation for intelligence, electronic warfare, cyber, sensors and simulation program efforts and quick reaction capabilities. I have only ever supported the Army from a PEO or deputy product manager perspective, and that support was specifically at PEO C3T [Program Executive Office for Command Control Communications ‒ Tactical].” Now, she is more aware of how other PEOs manage and run their respective programs. “I’m not halfway done with my developmental training and I have already learned an incred- ible amount from my director, my team, the PEOs, the DASM and other stakeholders.”
She began her Army career as an intern with Communications-Electronics Command at Fort Monmouth, New Jersey. “I didn’t realize how much purpose and passion I would find in my first job as a program analyst. I loved that job!” She said she found the role of a program analyst to be the most critical role in the program management office. “I felt like I was the action officer program manager. I knew I needed to become savvy in the business, logistics and technical aspects of my programs, so I aimed to be the point person to ensure strong communication amongst the stakeholders including surfacing and mitigating risks, clarity of purpose and overall acquisition rigor,” she said. “I was fortunate to have an awesome boss who threw everything at me the first two years includ- ing contracts, budget, cost and owning program reviews. He would give me acquisition homework over the weekend ranging from reviewing the FAR [Federal Acquisition Regu- lation] to fiscal law to how the Army runs. I loved it all and wanted more.”
Tisch said her boss told other program management office team members, including the technical and logistics folks, to run their work by her, because if she couldn’t under- stand it, then it wasn’t simple enough. “At first, I would laugh and ask if I should be
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Army AL&T Magazine
Spring 2023
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