WORKFORCE
opportunities. “As a result of the survey and sensing sessions, PM CCS established multiple initiatives to include a new line of effort that focused on shaping the future work environment as we prepared to transition from telework to the workplace after the pandemic,” she said.
Nicholas joined the Army Acquisition Workforce shortly after college, as an engineer in the U.S. Army Combat Capabilities Development Command Armaments Center (DEVCOM AC) at Picatinny Arsenal, New Jersey. In this role, she was responsible for developing the command, control, communications and comput- ers architecture for the XM1100 Scorpion munitions system that was managed by PM CCS. Previously known as the Intelligent Munitions System or IMS, the XM1100 is a (remotely operated) smart system that allows for controlled and safe use of munitions in the battlefield.
“Knowing I would be involved in an evolutionary munitions system that would be used for the warfighter gave me a sense of pride and accomplishment,” she said. “I learned it included a new user interface system for the operator and unlike the traditional landmine, it can be remotely turned on or off by the operator, allowing friendly vehicles to pass through lethal area unharmed if necessary, thereby saving countless innocent lives.” Tis oppor- tunity turned into a career as she transitioned from DEVCOM AC to PM CCS, where she took on multiple roles before transi- tioning to branch chief.
Since she began taking on leadership roles and relevant training in recent years, Nicholas has seen how beneficial that training can be for cultivating the Army’s vision and inspiring her team. “If I had the opportunity to go back in time, I would have devel- oped a career roadmap at the very beginning,” she said. “I would have taken leadership training such as [Leadership Excellence and Acquisition Development] and [Inspiring and Developing Excellence in Acquisition Leaders] and completed a rotation at the Pentagon or with industry earlier in my career. Leadership courses provide a multifaceted perspective—they allow you to look at a vision from different levels and devise a plan to relate, influence and motivate others to meet the mission at hand.”
She said leadership courses like Civilian Education System Advanced, the Acquisition Leadership Challenge Program and the University of Pennsylvania’s Leadership Dynamics helped her become more self-aware and prepared her for roles of increasing leadership responsibilities. But she believes all leadership develop- ment programs have prepared her for the Senior Service College
Fellowship, which she has been accepted to as part of the class of 2023-2024.
“My advice to junior acquisition personnel is to develop a career roadmap and start preparing yourself early for positions you see yourself in the future. Seek input from your leadership and mentor to ensure you’re on track,” she said. “It’s great to be committed to the mission, but it’s also important to take time to develop yourself so you can be a better acquisition professional.” Nicho- las would also encourage junior acquisition personnel to not be afraid of change.
After 15 years tackling challenges in networked munitions, Nich- olas moved to her current position where almost everything was new (from product line to stakeholders and basic engineering and manufacturing principles). “During these times, I leaned on my strengths in program management and on subject matter experts within my team on unfamiliar matters. Making the change only helped me evolve and change as a leader.” She said if you’ve been in the same position where you’re no longer learning and growing, its most likely time to try something new. “It may be uncom- fortable in the beginning, but it will be rewarding at the end.”
Outside of work, Nicholas enjoys vacationing with her family— Aruba is her favorite place to visit for some eclectic cuisine, time on the beach, touring the island and riding ATVs. And when not vacationing, she unwinds by jogging around her neighborhood, walking along various trails, or taking in nature at the Poconos, Pennsylvania, where she said she gains serenity and recharges from the fast pace of program management life.
She also serves at her local church, working with parents and children. “In this role, I am responsible for helping ensure their needs are met,” she said. “Tis is similar to my current position where I’m a leader in my organization making sure project offi- cers have tools, knowledge and skillsets necessary to be successful in their roles.”
“Program management involves working with many—stake- holders from engineering, contracting, financial and many more entities,” she said. “Tere is a lot of planning to execute programs. It doesn’t just happen overnight.”
—CHERYL MARINO
https://
asc.ar my.mil
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