WORKFORCE
IQC provides depth and understanding of Army acquisition programs and leadership of those programs. IQC provided me with a broader depth of knowledge from civil- ian contractors, Army depots and Army senior leaders.
Te Congressional Operations Seminar at Georgetown University includes topics such as leadership and organization in Congress, key stages in the authorization process, the budget and appropriations process, representing constituent interests, the role of committee staff, and the role of special interests in policy formulation, to name only a few. Te seminar has been conducted for over 40 years for industry and government personnel. Tis course is beneficial to understand how an acqui- sition program should interact correctly in the political process. Te seminar was arguably the best short course I have ever taken. Te course provides accurate insight into how Congress actually operates versus the standard high school civics informa- tion we all fall back on to discuss politics. I wish everyone had the opportunity to attend this course. We all should know more about how our government works.
Te U.S. Army Data Driven Leadership Program is a direct response to Young Bang, the principal deputy assistant secre- tary of the Army for acquisition, logistics and technology, who last year said, “2023 is the year of digital transformation for the Army. ... Simplifying and flattening the Army’s data architecture will result in more effective and efficient data-driven decisions.” Tis course will help work- force professionals meet that intent and is a must for senior acquisition personnel. It provides students with knowledge on how to make decisions based on facts versus personal feelings. While a gut instinct decision can sometimes be a winner, more often it is best to compile accurate data and make informed decisions. I feel
I chose a mixture of this when applying to LEAD. My heart told me to make the change late in my career to support our warfighters, while data told me I could do even more to support them if I worked in domestic programs.
To pull all this training together, LEAD participants are required to apply to the Army’s centralized selection list (CSL) for acquisition product directors before graduating from the program. In my first attempt at the CSL, I was selected for the alternate list for product directors. Once chosen to be on the tentative list, select- ees are invited to attend the Acquisition Leader Assessment Program (ALAP), part of the Command Assessment Program, conducted at Fort Knox, Kentucky. During this assessment, military and civilian selectees are put through several assessments and scenarios used to further assess an individual’s readiness to lead. At ALAP, civilians go through most of the same assessments as their military coun- terparts. ALAP allows selectees to further showcase their knowledge of acquisition principles, leadership and Army values.
as much in a few months on the job in ASA(ALT) as I had in the previous year. Te mission as a DASC is not only fast paced, but provided me with a view of the Army acquisition process through a lens much different from a project office. Te ASA(ALT) DASM Intelligence and Simulations Directorate provided a life- time of knowledge from my director, John Reid, and deputy director, Kelly Tisch. Tanks to their leadership and the constant support from the team, my time at the Pentagon will pay off immensely in my future assignments.
I stand ready for what my career may hold for me for the latter part of my working life. Tanks to the LEAD program and the CSL, I have taken gigantic leaps in a short time while honing my skills as a future product director. I will take all I have learned during my international years and all I have learned in the past two years to demonstrate you can teach an old dog new tricks, if the old dog wants to learn.
For more information on the LEAD program, go to
https://asc.army.mil/web/ career-development/programs/lead.
I felt a calling.
CONCLUSION Te culminating assignment while in the LEAD program is to work as a Department of the Army system coordinator (DASC) for the Office of the Deputy for Acqui- sition and System Management (DASM) within the Office of the Assistant Secre- tary of the Army for Acquisition, Logistics and Technology (ASA(ALT)). During this development assignment at the Pentagon, I learned Army acquisition, reporting and staffing at a remarkable pace. I learned
THOMAS LAFONTAINE has worked for the U.S. Army for 39 years, including 15 years as a Department of the Army civilian and 24 years on active duty before retiring as a chief warrant officer 4 missile system electronics technician. He is currently working as a Department of the Army systems coordinator supporting PEO Simulation, Training and Instrumentation. He has an M.S. in program management from the Naval Postgraduate School and a B.S. in management from Park University. He holds the DAWIA Advanced certification in program management and the Foundational certification in life cycle logistics.
https://
asc.ar my.mil
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