Donnah Laster
COMMAND/ORGANIZATION: Project Lead Capability Transition and Product Integration, Capability Program Executive Ground – Combat Platforms, U.S. Army Tank-automotive and Armaments Command
TITLE: Lean Six Sigma lead
YEARS OF SERVICE IN AAW Workforce: 17
DAWIA CERTIFICATIONS: Advanced, business financial management; Practitioner, program management; Advanced, business cost estimating
EDUCATION: MBA, Wayne State University; B.A. in mathematics, Marygrove College
AWARDS: Secretary of the Army Lean Six Sigma Excellence Award – Outstanding Nongated Project (2021); Department of the Army, two-Star Note (2019)
by Cheryl Marino
When balancing multiple responsibilities at once, striving for perfection can slow progress, while consistency keeps things moving forward. By focusing on consistency over flawless execution, Donnah Laster shows up, stays steady and builds momentum over time—creating reliable results and setting the tone for those around her.
“The most important lesson I’ve learned is that consistency is more valuable than perfection,” Laster explained. “As someone who has long strived for perfection, reframing my mindset to value steady progress over flawless outcomes has been challenging, but transformative. My greatest growth has come not from working to get the ‘perfect answer,’ but from showing up consistently, putting in the work and staying the course.” In her role, she applies this lesson by focusing on sustainable improvements that strengthen both her organization and the Army mission.
As a Lean Six Sigma lead for Capability Transition and Product Integration, Laster is responsible for ensuring her organization meets continuous process improvement savings targets from the assistant secretary of the Army for acquisition, logistics and technology each fiscal year.
“My role centers on strengthening processes, managing resources and supporting the delivery of effective solutions. By driving efficiencies, reducing waste and minimizing opportunities for error, I help the Army save both time and money,” Laster said. “These efforts directly impact the mission by ensuring Soldiers have streamlined support and safer, more effective outcomes on the front line.” In this position, she’s managed and led the completion of 73 continuous process improvement projects—improving 12 Army processes and saving the Army $747 million.
Beyond supporting Soldiers, Laster’s greatest satisfaction comes from knowing she plays a leading role in improving everyday tools and processes. “There is fulfillment in seeing how small adjustments can create lasting value across the organization, and ultimately, for those we serve,” she said.
Laster joined the Army Acquisition Workforce during her final semester as an undergraduate, when the Detroit Arsenal was lifting a hiring freeze and seeking operations research analysts.
“At the time, I planned to work as a statistician at a Detroit casino,” she said. “But I ultimately chose the Army because I wanted to apply my skills in a way that felt more purposeful and less morally conflicting. That decision shaped the trajectory of my career and has proven to be one of the most rewarding choices I’ve made.”
Laster’s first acquisition position was serving as the earned value management (EVM) lead for Team Abrams—a group of professionals within Capability Program Executive Ground – Combat Platforms responsible for the M1 Abrams battle tank. EVM is a project management technique that integrates scope, schedule and cost to quantitatively measure project performance and progress.
“What appealed to me most was how it challenged my view of mathematics,” she said. “I had always been drawn to math because of its absolutes—the idea that there was always a single, correct answer. But EVM forced me to be comfortable with what I call ‘big-girl math;’ estimates and projections that don’t have a perfect solution but require reasoned judgment and the courage to defend your analysis. That experience stretched me as both a professional and a mathematician, and it gave me an appreciation for the art within the science.”
Laster earned a Lean Six Sigma Certified Black Belt in 2021 but said one of her primary goals in this role is to earn a Lean Six Sigma Master Black Belt, and she’s already begun the process by coaching black belt projects and enrolling in the necessary training. Another goal is that she is working toward completing her Ph.D. in global leadership from Indiana Institute of Technology, with anticipated graduation in May 2026. “These goals continue to motivate me to expand my expertise and use that knowledge to strengthen my organization’s impact.”
The most defining experience in Laster’s career was participating in the Department of War’s (DoW) Executive Leadership Development Program (ELDP), a professional development initiative designed to build leadership capacity across the DoW. “The program immersed us in experiences that deepened our understanding of the warfighter, broadened our leadership perspectives and strengthened our ability to make informed, mission-driven decisions,” Laster described.
Key takeaways from ELDP, she said, were the value of self-awareness, adaptability and data-driven decision-making. “I have since applied those lessons by approaching challenges with a broader perspective and a stronger emphasis on collaboration. The program helped me not only grow as a leader but also contribute more effectively to my organization’s mission.”
Laster graduated with the 35th cohort in 2023 and said while the 10-month curriculum was valuable, what stayed with her most were the relationships she built. “The bonds formed with my peers have been constant and dependable, providing a network of trusted colleagues and friends across the workforce. Those connections have been just as impactful as the leadership lessons themselves.”
Overall, Laster found the program to be transformative “both professionally and personally,” and would recommend it without hesitation. She has also utilized the Student Loan Repayment Program, which she said has been a helpful resource for its intended purpose.
Laster would encourage junior personnel to “remain curious, embrace discomfort as an opportunity for growth and seek out meaningful relationships.” Most importantly, she would advise them to understand their purpose, what they are uniquely called to do and ensure their work aligns with their values. Because, she said, “When your career is in harmony with your spirit, you not only perform better but also find greater fulfillment in the process.”
Outside of work, Laster is known as someone who is always cultivating, transforming and improving. In 2023, she was recognized for her career work in the Army, with the Michigan Chronicle’s “40 Under 40” award, presented to honorees under the age of 40 who have achieved success in their professional fields and have made significant contributions to their communities.
“Whether writing my dissertation, pursuing health goals or mentoring others through challenges, I am deeply committed to growth and innovation,” she said. “That same passion for transformation is what I bring into my professional life.”
“Faces of the Force” highlights the success of the Army Acquisition Workforce through the power of individual stories. Profiles are produced by the Behind The Frontlines team, working closely with public affairs officers to feature Soldiers and civilians serving in various Army acquisition disciplines. For more information, or to nominate someone, go to https://asc.army.mil/web/army-btf/.
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