COMMAND/ORGANIZATION: U.S. Army Space and Missile Defense Command, Technical Center
TITLE: Supervisory program and management analyst
YEARS OF SERVICE IN WORKFORCE: 15
YEARS OF MILITARY SERVICE: 4
DAWIA CERTIFICATIONS: Advanced in program management, DOD contracting professional
EDUCATION: Ph.D. in business administration, University of South Alabama; MBA, Columbia College; Bachelor of General Studies, Columbia College
AWARDS: 2021 National Defense Industrial Base ‒ Tennessee Valley Chapter Management Award; U.S. Army Civilian Service Commendation Medal (2020); U.S. Army Commander’s Award for Civilian Service (2018)

Chad J. Marshall, Ph.D.

by Cheryl Marino

Stressful times call for calming measures. And throughout his Army career, Chad Marshall has found that keeping calm in stressful situations may not always be the easiest thing to do, but it’s typically the most beneficial.

“While it is sometimes hard to achieve, I find that if I can remain calm during trying times, it has a positive impact on my team and can avoid unnecessary escalation of detrimental consequences,” he said. Though it’s hard to nail down the most important lesson he’s learned, he is often reminded how important the ability to remain calm is during stressful or irritating situations. “There are instances where situations are tense, such as high stakes meetings or negotiations, where being able to de-escalate harmful conflict can lead to significant progress.”

Marshall serves as the Army Acquisition Career Management Advocate (ACMA) for U.S. Army Space and Missile Defense Command (USASMDC) and the chief of personnel management at USASMDC Technical Center, supervising a diverse team of knowledge workers (e.g., developers, specialists and analysts) responsible for recruitment, personnel management, performance management, student programs and outreach, and associated programs and information technology systems.

Additionally, he serves as the USASMDC Technical Center Science and Technology Reinvention Laboratory Personnel Demonstration Project (Lab Demo) program manager, responsible for the planning, implementation, monitoring and overall management of the Lab Demo program (an alternative personnel system specifically tailored to DOD laboratories to meet their unique challenges).

“My greatest satisfaction is ensuring leadership has the authorities and scientists and engineers needed for the technical center to provide cutting-edge science and technology, focused on the specific capabilities needed to directly support the Army’s tactical mission, develop small satellite and directed energy components and technologies, and support missile defense system testing,” he said.

Marshall said he entered the Army Acquisition Workforce before even having a basic understanding of what Army acquisition represented. “My first acquisition position was a management support specialist under the old DAWIA [Defense Acquisition Workforce Improvement Act] purchasing certification supporting the DEVCOM [U.S. Army Combat Capabilites and Development Command] Aviation and Missile Center.” In this role, he was a government purchase card cardholder (training cardholder and ordering official) supporting the lab.

With all the many job transitions throughout his Army career—both military and civilian service—he said career opportunities really started opening up when he joined the Army Acquisition Workforce. During his time in the military, he transitioned from a combat engineer to a Patriot crewmember to the military police. As a civilian, he started as a security guard and police officer and then transitioned to the roles of secretary; management support specialist; management and program analyst; lead program analyst; supervisory project specialist and, most recently, supervisory management and program analyst as the current chief of personnel management for the technical center.

“Having spent nearly five years at USASMDC, the importance that the command places on ‘people first’ is unlike any that I have experienced in my career,” he said, as evidenced by USASMDC rated as the best place to work in the Army in 2022, tied with U.S. Army Special Operations Command. “USASMDC is truly an organization that respects all employees, values diversity, builds high performing teams, and provides opportunity for personal and professional growth.”

Marshall said he’s attended numerous leadership and functional training courses but wishes that he had pursued more leadership development opportunities earlier in his career, such as the Defense Civilian Emerging Leader Program (DCELP). “I believe that having exposure to programs like DCELP earlier may have assisted in my development as a leader and better positioned me for continued success,” he said.

His last formal career development program was the Acquisition Leadership Challenge Program II (ALCP II) in August 2022. “This course centered around leading teams through lessons focused on emotional intelligence, diverse personalities, influencing and presence, but what I appreciated most from the various leadership training courses I’ve attended, including ALCP II, is the use of 360 feedback,” he said, referring to top-down feedback from superiors as well as bottom-up reviews from subordinates.

Specific to ALCP II, he found great benefit from 360 feedback from his observers (i.e., supervisors, peers, subordinates). “The benefit of 360 feedback instruments is that we can gain insight into our own perceptions by comparing with those received by the various observers,” he said. “Using 360 tools helps us see if the perceptions of our own strengths and weaknesses match the perceptions of others, which provides an opportunity to better plan our future personal and professional development path.”

As the USASMDC ACMA, Marshall frequently gives advice relating to certification, training and acquisition workforce programs to junior acquisition personnel. “I enjoy assisting the command in developing the next generation of scientists and engineers,” he said. “With respect to career paths and planning, I try to stress the importance of becoming technically proficient in their respective field without rushing to chase the next promotion.” Marshall said he believes those individuals who become experts in their current roles are the ones that set themselves up better for success in future positions, especially ones with great responsibility. “Those that rush for the next position are often those that have a harder time scoring well on hiring panels or interviewing.”

Achieving proficiency in your field provides better insight into your role and the roles of others, enabling individuals to offer unique perspective to other organizations. “I think people find it surprising that I’ve been able to extend influence beyond my specific organization or core set of duties within the Army and DOD,” Marshall said. While supporting Army Laboratories, he’s had the opportunity to lead and serve on many panels and working groups throughout the defense laboratory enterprise. “I frequently get asked by external commands and agencies to support their integrated project teams or working groups to provide my perspective.” He said he chaired the DOD Science and Technology Laboratory Quality Enhancement Program (LQEP) ‒ Personnel, Workforce Development and Talent Management Panel; served on Army LQEP subpanels for science, technology, engineering and mathematics (STEM) educational outreach and for workforce and personnel; and supported the DOD Innovation Research, Test and Lab Infrastructure Working Group.

Outside of work, he said his life may be considered “rather boring,” to some but maybe not others, depending on who you ask. “The majority of the time is spent with my wife and three kids,” Marshall said. “To my kids, I am pretty sure that I am known as an elite Minecrafter. However, my friends know me as either a marine enthusiast or a classic Alabama football fan. Both of which have taught me skills applicable to my work.”

For over 25 years, Marshall has kept saltwater aquariums. “There is incredible scope in marine aquaria, and whether you choose to keep a fish-only tank or one with a combination of fish and coral, it takes a lot of knowledge, attention to detail and patience to provide the care and feeding for each inhabitant,” he said. “In some ways, it is like leading a diverse team of employees in that the more you know about the personalities, habits, and strengths and weaknesses of the individual team members, the better you can lead the team,” he said.

“Maintaining saltwater aquariums for the last 25 years has taught me patience and attention to detail. And my time as an Alabama season ticket holder has taught me to detest losing.”