DIGITAL TRANSFORMATION
process sensor data received from space, high altitude, aerial and terrestrial layers.
Waltsak is hoping to soon secure a 179-day tour as a deputy project manager or an assignment as a Department of the Army system coordinator for the assistant secretary of the Army for acquisition, logistics and technology for developmental train- ing. “I believe both positions would be a terrific opportunity to further my knowledge of the acquisition process,” he said.
CAREFUL COORDINATION
Waltsak, center, and his team review artificial intelligence and the role PM IS&A will play in its implementation and the potential way forward with Jess Stock, far right, PM IS&A chief system engineer, at Aberdeen Proving Ground, Maryland, in August. (Photo courtesy of Christopher Waltsak)
his current role as PSM in 2015. “Being a PSM is one of the best positions a logistician can hope for, and I challenge all logisti- cians to aspire to be one.”
As a PSM, Waltsak is ultimately responsible for establishing sustainment strategies for intelligence systems that adhere to Army policy, regulation and statute. He is now supporting Proj- ect Manager Intelligence Systems and Analytics (PM IS&A), within the Program Executive Office for Intelligence, Electronic Warfare and Sensors, to pivot from legacy intelligence systems to next-generation capabilities that will enable the transition to a modern enterprise data architecture with powerful artificial intelligence and machine-learning analytics.
“Depending on the capability being acquired, such as a new tactical vehicle or antenna, I may have to plan for decades of sustainment,” he said. His goal is to enable the Soldier in the field to complete their mission while maintaining cost effectiveness for the taxpayer. “It may sound boring, but when you are trying to support the team tasked with the middle-tier acquisition for Tactical Intelligence Targeting Access Node [TITAN], it takes a lot of creative thinking.” TITAN is the Army’s next-generation intelligence, surveillance and reconnaissance ground station— enabled by artificial intelligence and machine learning—to
He stressed the importance of not only furthering his own knowledge, but that of others within the organization. “When we have new personnel, civilian or Soldier, my door is always open,” he said. Besides offering them a block of instruction on each program, his best advice is to learn the other guy’s rule book. “Don’t be afraid to read other disciplines’ regulations and policies. Understanding where they come from allows you to be more effective in achieving both your project manager and your goals.” He added that regulations can be changed—and should be—if you make an educated argument, as the Army and acqui- sition field change every day. “Project managers are challenged to be more agile in their acquisition, and it’s our job to challenge those regulations to be flexible enough to meet the Army stan- dard, while delivering capability in time for Army need.”
Outside of work, Waltsak is a dedicated father. “Unfortunately, my wife passed away shortly after my daughter was born—so with every decision I make, I have her in mind and how my deci- sions affect her. She watches and learns from me, so I have to lead by example,” he said. “And I must be doing something right, since my daughter is now in high school and by all accounts, much smarter than her dad.”
Waltsak brings that same “learn-by-example” concept to work. He believes when a person’s perception is reinforced by some- one they respect—and look to for guidance and support—that will have the greatest influence in their decision-making process and path forward. “Try to make the right decisions, learn from your mistakes, own them and be a better acquisition profes- sional in the future.”
—CHERYL MARINO
https://asc.ar my.mil
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