WORKFORCE
fiscal year 2022, I was the only selectee for the LEAD program, beginning my 24-month journey in April 2022.
TAKING THE LEAD After 11 years working in international programs supporting the Tactical Aviation and Ground Munitions (TAGM) Project Office within the Program Executive Office for Missiles and Space (PEO MS), I began the LEAD program. In my final years at TAGM, I was the international branch chief for aviation programs. I managed international programs supporting the Hellfire anti- tank missile system, the AGM-179 joint air-to-ground missile and the Aviation Rockets and Small Guided Munitions prod- uct offices. I always felt then, as I do now, that the international sales of those weapon systems enabled our product directors to deliver more to our Soldiers. Our foreign military sales (FMS) team created increased production numbers, helping to reduce cost and obsolescence. Te FMS sales reduced unit costs and ensured the continued success of the missile system for the U.S. Army and its allies.
My heart told me to make the change late in my career to support our warfighters.
Why would I change my path while enjoying work on inter- national programs? It wasn’t an easy decision, but I ultimately changed because I felt a calling—one that many who served in uniform have felt at one point in their lives. I wanted to give back more directly to our Soldiers. FMS cases deliver capability to our allies, ensuring they are more capable of defending their borders and handling small-intensity conflicts in their regions. Tis reduces the need for U.S. Army local assistance and keeps our Soldiers out of harm’s way. International sales also allow our Soldiers to operate with their allies with like equipment, creat- ing battlefield synergy between coalition partners in conflict. So, why do I feel I needed to change? I want to do more to directly support or influence the support of the Army’s warfighters.
I have gained the skills over the years to be in line with, or a bit ahead of, young product managers. All I needed was the motiva- tion to continue to learn and the sharpening of my skills guiding
me to lead a future product team with competent skills and lead- ership attributes.
Is it possible to make such a drastic change supporting the Army? Yes, absolutely. I, along with many others, make career changes all the time. My first change was heading off to the Army from a small town in northern Wisconsin. Within a couple months I was a Soldier in uniform, taking commands and doing outstand- ing things to defend our country. In eight years, I was taking another broad jump, attending a grueling seven-month program to become a technical missile system warrant officer. Te biggest leap of all, while I was in the military, was my decision to leave it. It was the moment with the most uncertainty, as I had to learn to navigate the waters of private industry for the first time in 24 years.
After retiring, I spent the next 17 years working in FMS programs. I absolutely love the field of FMS and security assistance programs. I was fortunate to work on and support programs from multiple offices, U.S. Army Aviation and Missile Command, the Office of Military Cooperation in Egypt, U.S. Army Security Assistance Command and multiple project offices. Traveling the world in support of these programs proved to be exciting and rewarding. After almost two decades working the international programs, I felt it was time to focus my efforts internally on our Soldiers.
I chose a fast-paced program with multiple classes and assign- ments to jump start my transition from FMS to domestic program management—the Army’s LEAD program. Te first nine months of my LEAD program were busy, with an assignment to the Search, Track, Acquire, Radiate, Eliminate (STARE) Project Office within PEO MS, working as the deputy in the Program Management Directorate. I worked to build my skills in business management. Not only did the STARE Project Office provide me with the skills I was seeking in business management, but also many new friends. In addition to opening my eyes to new disciplines and advanced training, the LEAD program is allow- ing me to meet new people.
STAYING ON COURSE During LEAD, I attended the How the Army Runs Course, the Synchronization Staff Officer Training Course, the FA51 Intermediate Qualification Course, the Congressional Opera- tions Seminar at the Government Affairs Institute at Georgetown University and the U.S. Army Data Driven Leadership Program at Carnegie Mellon University. Te How the Army Runs (HTAR) Course, presented by the Army Force Management School, is designed to educate and train military and civilian force
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