Nicole Vargas

COMMAND/ORGANIZATION: Capability Program Executive Ammunition and Energetics
TITLE: Program management engineer
YEARS OF SERVICE IN AAW WORKFORCE: 11
DAWIA CERTIFICATIONS: Practitioner, engineering and technical management; Advanced, program management
EDUCATION: B.S. in engineering, The Cooper Union
AWARDS: Army Civilian Service Commendation (2022)

by Cheryl Marino

Nicole Vargas believes the best ideas rarely come from one mind alone. By asking thoughtful questions, seeking out diverse perspectives and truly listening to others, she’s found that learning deepens and solutions become stronger. Growth—both personal and professional—starts with curiosity and the willingness to learn from every conversation.

“Never stop asking questions and listen. There’s a time and place for most questions, but don’t be afraid to ask them,” Vargas said. “Ask them of your peers, your supervisors, your analysts and your integrated product team [IPT]. Asking questions is one of the best ways to strategize and learn, and to do something different enough it may affect significant change.”

That same curiosity and willingness to learn carry over into her work today, guiding acquisition efforts and keeping programs on track from start to finish. As a program management engineer, Vargas serves as a liaison between the Capability Program Executive Ammunition and Energetics (CPE A&E, formerly Joint Program Executive Office for Armaments and Ammunition and the respective project management offices, providing acquisition guidance for milestone decisions.

“As early as programs preparing to enter the life cycle, my job is to make sure they maintain acquisition rigor throughout, streamlining and adapting wherever possible, while managing leadership awareness of special interest programs,” she explained. “The project managers [PMs] and their teams work hard to bring the capabilities to the field, and my job is important in ensuring decision authorities are presented with the appropriate information to enable it.” Vargas also works with the PMs as a fresh set of eyes when they draft responses to taskers like requests for information from the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) or Congress, and information papers for senior leader engagements.

“The greatest satisfaction I have in being part of the Army Acquisition Workforce is being part of a team that inspires each other, cultivates trust and empowerment and is passionate about supporting our warfighters—all while maintaining that delicate balance of schedule, performance and cost,” she said.

Vargas began her Army career at Picatinny Arsenal with the U.S. Army Armament Research, Development and Engineering Center as an engineer supporting non-line of sight cannon artillery. In 2014, she joined Project Manager Combat Ammunition Systems (PM CAS), serving as a project management officer supporting 105 mm and 155 mm illuminating artillery—some of the earliest deliveries of 155 mm infrared and visible light using demilitarized dual purpose improved conventional ammunition.

“At PM CAS, I was responsible for artillery and subassemblies produced by COCOs [contractor owned, contractor operated], the majority of which were small businesses, and GOGOs [government owned, government operated]. My branch chief emphasized the value of open, consistent communication and encouraged me to challenge conventional thinking,” Vargas said.

She welcomed the opportunity to develop and strengthen her professional leadership skills by engaging regularly with contractors, GOGO production managers and the program IPT. “I developed relationships with everyone on the program, government or contractor, to foster a unified team. We were proactive and ready to jump in where we could to quickly prevent or resolve a problem, I accepted risks, when it was appropriate, and coached when it was necessary, collaborating especially closely with our organic industrial base [OIB] partners—all with the same, ultimate goal of delivering a needed capability to warfighters.”

Her goal, as a program management engineer, is to continually grow—learning how the Army operates and the “breadth of capability” CPE A&E provides as the single manager for conventional ammunition executor.

“This position has been an amazing journey of learning and growth,” she said. “Every day, I engage with inspiring leaders at all levels, who challenge me to think differently and lead with purpose. The more I learn, the more driven I am to find innovative and meaningful ways to contribute to the Army’s mission.”

Vargas said the most significant point in her career was when she led two concurrent root cause investigations at two different GOGOs, all while navigating COVID-19 limitations, in 2021. “The impacts from production shutdowns were significant, not only for readiness but also facility workload. As a leader, it was equally important to trust and support the IPT as it was to challenge the way we approached the problems ahead,” she explained. “From that experience, I also had to get very comfortable communicating with leadership, being concise, but impactful.”

Vargas identified and leveraged each IPT member’s strengths, maintaining the team’s momentum and engaging in collaborative problem-solving. “It’s natural to get discouraged when test results are unsuccessful, but we had to keep moving forward,” she said. “The shutdown wasn’t solved in the traditional way, but the program ‘adjusted fire’ and was able to return to production in six months with a new, more producible variant of the projectile.”

Vargas earned her Defense Acquisition Workforce Improvement Act (DAWIA) Advanced Certification in program management in 2024, which she said she would “highly recommend for all,” not just those required to complete the certification.

“The training isn’t Army-centric, and students and class teams are often from a mix of services,” she said. “The acquisition world is evolving, but when you learn the basics and guiding policies, you can get creative in how to apply them to best execute your programs. Learn from classmates how other services use the acquisition framework and how they engage with industry partners.”

Vargas said she is looking forward to the Army Acquisition Leadership Challenge II (ALCP) next. “I believe leadership skills should continuously develop, and I want to learn ways in which I can grow.”

Outside of work, Vargas is devoted to her family and her children and loves to travel. “In travel, as in work, setting out on a different path—on your own path—can be a little nerve wracking, especially when the environment is literally, completely foreign. But once you force yourself to get oriented, the experience is well-worth it,” she said. “You develop your own way of navigating through the uncomfortable and become more confident every time.”

Above all, the most important lesson she’s learned is to lead with confidence and respect. “Ask questions. Think creatively. Approach challenges from new angles. Advocate for a program, for yourself and embrace change,” Vargas said. “The more we allow ourselves to act with courage and curiosity, the more we grow as individuals and as part of a greater purpose. Trust in your knowledge and uphold integrity in every interaction—with your teammates, your leadership and those you serve.”

Vargas explained, as we build confidence, it’s essential that respect remains at the heart of how we lead and work together. “There’s always something to be learned when we listen closely and engage openly with others, whether they are our seniors or emerging professionals. The respect and trust I’ve been shown have strengthened my confidence, deepened my sense of purpose and reinforced my commitment to the mission and success of the Army.”

“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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