Byron A. Kight
COMMAND/ORGANIZATION: Assistant Secretary of the Army for Acquisition, Logistics and Technology
TITLE: Acquisition policy specialist
YEARS OF SERVICE IN AAW: 10
DAWIA CERTIFICATIONS: Practitioner, program management; Foundational, life cycle logistics
EDUCATION: B.S. in business management, North Carolina Agricultural and Technical State University
AWARDS: Civilian Service Commendation Medal (2025)
by Cheryl Marino
From his early days as a logistics lead-project officer at U.S. Army Rapid Equipping Force (REF), one question shaped Byron Kight’s career: “What do you bring to the fight?” Through curiosity, flexibility and dependability, he transformed that question into a guiding principle. Today, as an acquisition policy specialist supporting the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)), Kight ensures that the frameworks he helps develop meet the evolving demands of the modern warfighter—bringing everything he can to the fight.
“These attributes are essential as we work to deliver capabilities that meet the evolutionary needs of the modern warfighter,” he said. “Curiosity drives innovation. Flexibility enables adaptation in an environment with rapidly evolving threats. Dependability builds the trust necessary for effective teamwork and mission success.”
Kight strives to ensure that Army policy reflects the strategic messaging set forth by the President, Congress, Office of the Secretary of War, Secretary of the Army and ASA(ALT) by developing and executing policy initiatives that address critical acquisition challenges with both national and international scope and impact.
“By aligning policy with mission objectives, I help ensure that the Army can deliver timely and effective capabilities to the warfighter, enabling them to succeed in their missions and maintain readiness,” Kight explained, attributing much of his growth and success as an acquisition professional to the countless individuals he’s worked with along the way.
“The acquisition community fosters the development of unique attributes essential for overcoming challenges,” he said. “To name a few, one must be a self-starter, creative, confident, relationship-focused and adaptable. It also requires honoring commitments, respecting failures as learning opportunities, possessing endurance, and, above all, being curious.” This environment of collaboration and continuous improvement drives him to give his best every day.
Kight’s journey with the Army Acquisition Workforce (AAW) began in 2015, while serving in a dual role as a project officer and logistics lead for the REF, a now deactivated unit originally established to be the Army’s units and commanders rapid-response capability for urgent non-standard equipment to operational challenges encountered during the counterinsurgency fight in the middle east. Kight described his office as an environment where leaders, at all levels, walked around the workspace at the end of each day asking, “What have you done for your country today?” And he admired that sense of purpose and accountability.
It was there that he learned to harness current and emerging technologies to provide immediate solutions to the urgent challenges faced by U.S. Army forces worldwide.
“The REF’s culture was one of innovation and urgency, where we delivered game-changing capabilities to the warfighter in 180 days or less,” he said. “That experience shaped my career aspirations. I realized that my passion lies in contributing to the Army’s mission of providing Soldiers with increased lethality, survivability and the ability to operate in any environment.”
At the REF, Kight worked closely with Soldiers around the globe, collaborated with key stakeholders and accelerated the capability development process to meet operational needs. Above all, he said he was part of something far greater than any one individual. “The foundation built by my teammates and leaders at the REF continues to inspire me and is the reason I remain committed to the Army Acquisition Workforce today,” he said.
The strategic goals Kight brings to his current role are focused on driving digital transformation through the modernization of acquisition policies.
“The purpose of these goals is simple—expedite and streamline the Army’s acquisition process. The adoption of digital-first strategies, integrating emerging technologies to improve decision-making and fostering a culture of iterative feedback are ways I ensure policies remain responsive to the evolving needs of the warfighter,” he said.
These goals are never fully ‘achieved,’ as digital transformation through policy optimization present the type of conditions for constant monitoring. What’s actually achieved, he said, is a better sight-picture by leveraging data intelligence, collaborating across functions and engaging stakeholders to identify areas for improvement. “My approach emphasizes adaptability, continuous learning and proactive adjustments to ensure that policies and digital initiatives remain effective and relevant in supporting the Army’s readiness and operational capabilities.”
His second deployment, in May 2015, to United States Central Command with the REF stands as the single most impactful moment of Kight’s career. In many ways, he said, his commitment to working with the AAW on behalf of Soldiers was inspired by that transformative experience.
“Working for the Deputy for Acquisition and Systems Management (DASM) office, within ASA(ALT), introduced me to ‘Big Army’s’ perspective.” This has proven invaluable since understanding how the Army operates [at higher levels] is required in this business,” he said. In the DASM office, Kight learned that the success of acquisition efforts require the support of teammates outside the AAW.
“The AAW maintains the unique opportunity of consistent industry engagement, my selection to the Public-Private Talent Experience’s (PPTE) inaugural digital engineering pilot sharpened my focus on how the AAW is perceived, and offered me an opportunity to develop thinking partners,” he said. “As part of that digital engineering pilot, I’m much better positioned to solve 21st century data problems with a 21st century mindset.”
His participation in the PPTE provided several key takeaways that have fundamentally shaped how he approaches acquisition policy and digital transformation.
“It’s critical to consistently challenge the status quo while actively broadening your experiences beyond traditional government perspectives,” he said. “The program reinforced that embracing innovation is not optional—it’s essential to maintaining our competitive edge while delivering capabilities at the speed of relevance.”
He has implemented lessons he’s learned by developing and nurturing relationships across government, industry and academia in a responsible and strategic manner.
“This cross-sector collaboration has enabled me to better understand industry motivations, identify emerging technologies earlier in the development cycle and craft policies that facilitate rather than hinder innovation. The PPTE experience taught me to compete with myself, stay attentive to evolving trends and be a great teammate who brings value to every collaboration.”
Most importantly, he said the program instilled the guiding question “am I enabling Soldiers to dominate on the battlefield?” that he asks himself daily. “This question keeps me focused on outcomes that matter and ensures that every policy initiative, every stakeholder engagement and every digital transformation effort ultimately serves the warfighter,” he explained. “The PPTE has not only accelerated my professional growth but has also enhanced my organization’s ability to bridge the gap between government acquisition processes and industry capabilities, supporting the Army’s mission to deliver timely and effective solutions to our Soldiers.”
Acceptance into the Army Understanding Defense Industry Program at the University of North Carolina (UNC) Chapel Hill was a needed game changer, he said, shifting the focus to what motivates industry. “That UNC course may have been the best course I’ve ever taken—one that I encourage anyone who’s serious about Army acquisition to pursue. Each of these experiences has built upon the foundation established during my REF deployment, creating a comprehensive understanding of acquisition from the tactical level to strategic policy development,” Kight said.
“Although the course focuses on the relationship between the Army and industry, it provides insight into what motivates defense companies to behave, posture and negotiate in a profit-and-loss world. This program deepened my understanding of how we can strengthen collaborative partnerships as the Army aims to stay at the forefront of emerging technologies,” he said. “The knowledge gained from this course directly complements my participation in the PPTE and has enhanced my ability to bridge the gap between government acquisition processes and industry capabilities, ultimately supporting our mission to deliver timely and effective solutions to warfighters.”
His advice for junior acquisition personnel is “be proud of what you do. Not many people get the opportunity to be part of the Army Acquisition Workforce—you’re one of the few, and that counts for something significant. The work we do directly impacts the safety, lethality and survivability of our Soldiers, our Nation and that responsibility is a daily inspiration.”
He also encourages them to become leaders. “Leadership isn’t about rank or position; it’s about taking ownership, making decisions and inspiring others to achieve excellence,” he said. “Read as much as you can stand. Stay informed about emerging technologies, industry trends, acquisition policy changes and warfighting concepts. Broadening your exposure will empower you to play a more impactful role in achieving our mission. Don’t try to remember everything, you can’t.”
Lastly, he said, have fun and always look after your teammates. “The acquisition community is built on collaboration and mutual support. Take care of each other, celebrate successes, learn from failures and remember that we’re all working toward the same goal—enabling Soldiers to dominate on the battlefield.”
“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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