WORKFORCE
an organization that already gave its engi- neers a pretty big role. I found that I really enjoy managing all aspects of cost, sched- ule and performance by trading between the three during planning and execution.”
After Gady switched to the product management role, his manager asked him to consider competing on the selection board for product and program manager positions. “I had never considered it until he asked, but ever since, I’ve been work- ing to build out my file for competition. I got the paperwork together and gathered a lot of input from military and civilian personnel at the O-5 and O-6 level about what the board looks for.”
So far, so good: He applied to the 2018 boards and was selected as an alternate for project manager and product director positions. “I’m told that being named as an alternate is a great outcome for the first time,” he said, “and I was able to speak with Maj. Gen. [Brian P.] Cummings, the PEO for GCS, and Mr. [Timothy G.] Goddette, the PEO for Combat Support and Combat Service Support, after the selections were announced to get their feedback on my application and the over- all selection process.”
What he learned is that senior rater poten- tial evaluations (SRPEs) and job titles are the two most important parts of an applicant’s file. “Te board looks for appli- cants who have received exceptional SRPE ratings on positions that feed into PM slots,” Gady said. “My current role is kind of an outlier, which I think affected the outcome.” He’s now looking to get back into positions that have a straighter path to a PM role.
His advice for career planning? Get after it early. “Talk to the leaders in your organi- zation and map a path within a career field or two. But be flexible and don’t be afraid
NEW HEIGHTS
Gady at Zugspitze, the highest peak in Germany, outside the town of Garmisch- Partenkirchen, during his USAREUR assignment. (Photo courtesy of Benton Gady)
of opportunities that present themselves. I had the chance to spend five months in Europe on a developmental assignment by responding to an email message requesting volunteers.” Te assignment was part of the European Deterrence Initiative, which was looking for candidates to fill a vacancy for an acquisition liaison with experience in heavy vehicle capabilities.
Gady worked with the U.S. Army Europe (USAREUR) G-3, fielding questions from Soldiers about vehicle capability, availabil- ity and timelines, and reached back to his contacts in the Bradley community for support. (And in a small-world twist, a friend of Gady’s from college—a major in the Acquisition Corps—now works in the same position.) “Te Army has many worldwide and interesting jobs to take advantage of. Move around, know your peers and take training,” he said.
When he’s not at work, Gady coaches youth hockey teams and plays on a team
https://asc.ar my.mil 145
of his own. “My work to manage schedules and team money directly influences my ability to manage teams,” he said, “and my leadership practice at work also blends well with my ability to lead parents and play- ers. If one thing about sports parents has been documented well, it’s their craziness. Keeping all that in check to hold a team together has been a significant challenge.”
Both rink-side and at work, he has learned that it’s important to remain calm, think about problems critically, listen to others,
“and understand that perception is 100 percent reality. We cannot field the great- est Army in the world with a bunch of individuals. We must work together on our problems, clearly communicate with each other, and integrate solutions to those programs to achieve success.”
—SUSAN L. FOLLETT
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