WORKFORCE


feet. He could wrap up [an issue] in a pretty bow, and it would be very succinct and very informed. And he had all the knowledge. Tere were times ... he would surprise me and have it all figured out.”


Both Evans and Sable looked back on their sometimes contentious exchanges with Spisak with an ironic chuckle. “You know, everything wasn’t agreed. We used to have some interesting discussions,” Evans said. “But I never felt he didn't listen to my argument. He may not agree with it, but he at least listened.


“You had to be convinced that what you were doing was right. And then he listened. He expected you to know your job.”


Sable had a similar experience. “I definitely had challenges working with him, for him. But he definitely supported us. You had to have your ducks in a row, you know, or else he’d kind of shoot it down and you never got past go.”


In policy discussions, “He wasn’t afraid to challenge you,” said retired Lt. Gen. N. Ross Tompson III, who served as PMILDEP from November 2006 to Janu- ary 2010. “If you would come in with something and you’d push and push and push and say, ‘I’d like to do it this way,’ he'd give you the reasons why maybe that wasn’t such a good idea. But in the end, you know, we always came up with what we thought was the best course of action, and that wasn't my way or his way, it was the collective back and forth.”


LASTING LEGACY Spisak’s commitment to finding the best data and technology to support USAASC’s work put the organization in the acqui- sition spotlight. “All the other services would look at the Army and say, ‘Wow, you’ve got a system where you can pull up information and look at people's profiles


over the years, you can look at the training over the years.’ A lot of the services tried to replicate what we were doing,” said Sable.


It was gratifying to see, she said. “Craig and I would attend DOD-level meetings with the acquisition leadership. And there we got a lot of kudos for having everything automated very early on. We had a one- page record brief that mirrored what the Army officer record brief looks like and the enlisted record brief. Tat was huge.”


Sable credits Spisak for bringing that to fruition. “Tat enabled us to be a better office for the acquisition workforce. Because we could pull up all kinds of information, and then we could do anal- ysis of the data to determine the path forward: Where we are now? Where do we need to go?”


Tat’s how the Human Capital Strategic Plan came about, Sable said: “Let’s try to


“He's a smart guy, he understands the environment and the people. And he goes and makes stuff happen.”


have a five-year plan that gives us some direction on what to do for the workforce. Do they need to be more educated? Do we need more diversity? Tere’s just all kinds of things, and we were able to have all that data at our fingertips when we went to those high-level meetings. And we’ve really made a name for ourselves. And I believe Craig was the one responsible for making that happen.”


HUMOROUS APPROACH


Spisak shared a laugh with teammates while presenting certificates to members of the workforce during a USAASC all-hands meeting June 18, 2018.


https://asc.ar my.mil


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