Jonathan Silva
COMMAND/ORGANIZATION: Capability Program Executive Ammunition and Energetics
TITLE: Project management officer
YEARS OF SERVICE IN AAW: 17
MILITARY OR CIVILIAN: Civilian
YEARS OF MILITARY SERVICE: 6
DAWIA CERTIFICATIONS: Advanced in life cycle logistics; Advanced in program management
EDUCATION: A.S. in applied science, Johnson College
AWARDS: Civilian Service Achievement Medal (2025); Certificate of Appreciation (O-6 Level, 2023); Civilian Mortarman Award (2019); Global War on Terrorism Service Medal (2005); Expeditionary Medal Army Service Ribbon (2005); Army Commendation Medal (2005)
by Cheryl Marino
As a project management officer who thrives on challenges, Jonathan Silva approaches every assignment as an opportunity to learn and elevate his craft. His belief in continuous growth not only drives his career forward, but also makes each milestone feel genuinely rewarding. With a strong sense of professional integrity, he holds himself to the highest standards—in the office and beyond—ensuring that his work reflects dedication, accountability and purpose.
Silva leads two major industrial base modernization efforts totaling $60.5 million at the Radford Army Ammunition Plant (RFAAP), overseeing all aspects of program planning and execution, managing cost, schedule, and performance, and ensuring each modernization activity aligns with strategic objectives for improving safety, reliability and readiness across the Army’s organic industrial base.
“I provide full managerial and technical oversight across engineering, contracting, logistics and industry partners—driving critical design reviews, integrating matrixed support organizations and overseeing procurement of long-lead items to keep efforts on track,” Silva explained. “Modernizing RFAAP directly strengthens the Army’s ability to produce critical munitions at scale, ensuring the warfighter has the capabilities needed for future conflict. Everything I do supports that mission.”
In the Army Acquisition Workforce (AAW), every action—large or small—contributes to capability, readiness and the success of Soldiers in the field. Silva said he enjoys the challenge of navigating complex programs, working alongside talented professionals and contributing to solutions that directly support the warfighter. The sense of purpose, teamwork and continuous growth makes his work extremely rewarding.
Silva entered the AAW because he wanted to continue serving the Army in a way that blended his operational experience, leadership skills and passion for program execution. Before the AAW, he served as both a Soldier and Army civilian in roles involving operations, logistics, budgeting and organizational support.
“Those experiences prepared me well for acquisition,” said Silva. “They taught me how to coordinate across diverse organizations, solve problems under pressure, anticipate requirements and communicate clearly—skills that are essential when supporting complex acquisition programs and leading cross-functional teams.”
Silva’s first acquisition position was as a product support integrator, supporting both Project Manager Combat Ammunition Systems and later Project Manager Close Combat Systems. In these roles, he managed product support integration for high-visibility programs, including post-Milestone C Mortar Fire Control Systems and a $390 million rapid prototyping and urgent fielding capability effort.
He was drawn to acquisition because it combined problem solving, technical integration, leadership and direct impact on warfighter readiness. “It became clear early on how decisions made at the beginning of a program shape everything that follows, and that understanding motivated me to pursue acquisition as a long-term career.”
When Silva entered his current position, he aimed to deepen his understanding of acquisition program execution, lead complex modernization efforts and strengthen his leadership skills in a multi-disciplinary environment. He also wanted to bring a “warfighter-first perspective” rooted in his operational background.
“I’ve made strong progress toward these goals by managing $60.5 million in modernization efforts, leading engineering and integrated product teams [IPTs], steering major program milestones, and improving cross-functional coordination across contractors, support organizations and senior leaders,” he said. “I plan to continue building on this foundation through additional certifications, leadership programs and expanding responsibilities within PL JS [Project Lead Joint Services].
A major turning point in Silva’s AAW career was a developmental assignment as a Department of the Army System Coordinator at the Pentagon. Supporting the Deputy for Acquisition and System Management, he helped manage an $11.2 billion Capability Program Executive Ammunition and Energetics (CPE A&E, formerly Joint Program Executive Office for Armaments and Ammunition) portfolio, delivered Army program budget briefs to Congressional staff, synchronized modernization activities and collaborated with senior leaders across the Army and Department of War.
“This assignment broadened my perspective from program-level execution to enterprise-level decision-making. It gave me insight into how acquisition actions connect to Army priorities, the National Defense Strategy and long-term modernization planning,” he said, adding that it also strengthened his communication, strategic thinking and leadership skills.
“My most recent development achievement was completing all coursework and successfully passing the exam for the Advanced DAWIA [Defense Acquisition Workforce Improvement Act] program management certification,” he said. “This positions me to apply for my second advanced-level DAWIA certification, complementing my existing Advanced certification in life cycle logistics.”
The training deepened Silva’s understanding of program execution, risk management, contracting interfaces and integration of cost, schedule and performance across the life cycle, and he would highly recommend this path to others seeking to strengthen their technical and leadership abilities within acquisition. Looking ahead, he said he plans to pursue leadership development programs such as Leadership Excellence and Acquisition Development, Acquisition Leadership Challenge Program and ultimately Senior Service College Fellowship as he continues progressing toward senior acquisition leadership roles.
Key takeaways, he said, included understanding how enterprise-level decisions are made, the importance of clear and strategic communication and how modernization priorities connect to the National Defense Strategy and combatant command requirements. “I have since applied these lessons by anticipating second- and third-order effects, improving cross-functional coordination and strengthening how I communicate program risk and opportunity within PL JS.”
The advice he would give to junior acquisition personnel is to master the fundamentals, stay curious and never lose sight of the warfighter.
“Learn the acquisition process, ask questions early and often, and build relationships across your organization,” Silva said. “Be the person who brings clarity, accountability and structure to every effort. And always remember, every contract, modernization action and review ultimately supports a Soldier depending on what we deliver.”
Outside of work, Silva is known as “Jon the Warrior”—a personal identity rooted in the Warrior Ethos and reflected through his role as the owner of Warriors Pizza, located in the Pocono, Pennsylvania area and beyond. “I’m active in my community, known for being entrepreneurial, driven and dedicated to building things that bring people together,” he said.
The common thread between Silva’s personal life and his acquisition career is a commitment to service, precision, discipline and continuous self-improvement. “Whether I’m supporting a multimillion-dollar modernization effort or serving handcrafted wood-fired pizza at a community event, I apply the same principles: consistency, quality, accountability and putting people first.”
“The most important lesson I’ve learned is that consistency and integrity build trust—and trust drives mission success,” he said. “Showing up prepared, communicating clearly and taking ownership of outcomes are the foundations of effective leadership.”
Silva applies this daily by staying proactive, anticipating challenges and holding himself to a high standard whether he’s supporting an IPT, briefing senior leaders or coordinating across stakeholders. “Doing the fundamentals well, every day, he said, is what leads to long-term success for both the organization and the warfighter.”
“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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