COMMAND/ORGANIZATION: Project Manager Close Combat Systems (PM CCS), Joint Program Executive Office for Armaments and Ammunition (JPEO A&A)
TITLE: Branch Chief, Grenades and Protection Systems
YEARS OF SERVICE IN WORKFORCE: 21
DAWIA CERTIFICATIONS: Advanced in program management; Practitioner in engineering and technical management
EDUCATION: M.S. and B.S. in electrical engineering from New Jersey Institute of Technology; enrolled in Defense Acquisition University (DAU) Senior Service College Fellowship (SSCF) Program (2023-2024)
AWARDS: Army Achievement Medal for Civilian Service (2002 and 2020)

Tinesha Nicholas

by Cheryl Marino

From time to time, we all encounter problems, setbacks or challenges but, according to Tinesha Nicholas, the outcome will just depend on your approach. For her, it’s about weighing decisions to achieve results at all times.

“There is always more than one way to solve a problem,” she said. “It takes creative thinking, evaluating multiple courses of action and assessing risk,” because, she said, “there will be times where you will need to assume some level of risk.” Like in proceeding with a 90 percent solution with the understanding that you will need flexibility and different courses of action to address the 10 percent deficit.

As branch chief for Product Director Combat Armaments and Protection Systems (PD CAPS), Nicholas supervises acquisition professionals who manage various grenades (lethal, non-lethal, training and specialty) and intermediate force capability programs. “The items we provide help protect and keep the joint warfighters safe,” she said. “The greatest satisfaction I have being part of the Army Acquisition Workforce is witnessing the warfighter using the items we produce.”

In addition to planning, directing and controlling resources to achieve the Army’s overall vision, mentoring has also been an important part of her career. Nicholas is actively involved in the JPEO A&A mentoring program as both a mentor and mentee, motivating her team to achieve mission success and mentoring individuals for personal or professional growth. “It is very rewarding to see junior engineers or project officers who come to me for career or professional guidance, receive promotions or [be] recognized by the Army for professional accomplishments,” she said. “I’ve had many leaders take the time to provide advice on my career and help me as I navigated through different positions. So it feels second nature for me to do the same.”

Nicholas said since her academic and career paths are both in fields typically dominated by men, inclusion has always been important to her. With a focus on fairness, she established and led the diversity, equity and inclusion integrated product team for PM CCS, in direct support of Secretary of Defense priorities in 2020. “My mission is to ensure everyone feels like they are part of the team, regardless of their background,” she said. “It felt great to conduct a sensing survey and listening sessions for over 130 personnel, ensuring everyone’s voice was heard and identifying changes to improve the organization that were actually implemented.”

According to Nicholas, the PM CCS survey and sensing sessions created a safe forum to discuss the return to the office, job satisfaction, diversity, equity and inclusion and career opportunities. “As a result of the survey and sensing sessions, PM CCS established multiple initiatives to include a new line of effort that focused on shaping the future work environment as we prepared to transition from telework to the workplace after the pandemic,” she said.

Nicholas joined the Army Acquisition Workforce shortly after college, as an engineer in the U.S. Army Combat Capabilities Development Command Armaments Center (DEVCOM AC) at Picatinny Arsenal, New Jersey. In this role, she was responsible for developing the command, control, communications and computers architecture for the XM1100 Scorpion munitions system that was managed by PM CCS. Previously known as the Intelligent Munitions System or IMS, the XM1100 is a (remotely operated) smart system that allows for controlled and safe use of munitions in the battlefield.

“Knowing I would be involved in an evolutionary munitions system that would be used for the warfighter gave me a sense of pride and accomplishment,” she said. “I learned it included a new user interface system for the operator and unlike the traditional landmine, it can be remotely turned on or off by the operator, allowing friendly vehicles to pass through lethal area unharmed if necessary, thereby saving countless innocent lives.” This opportunity turned into a career as she transitioned from DEVCOM AC to PM CCS, where she took on multiple roles before transitioning to branch chief.

Since she began taking on leadership roles and relevant training in recent years, Nicholas has seen how beneficial that training can be for cultivating the Army’s vision and inspiring her team. “If I had the opportunity to go back in time, I would have developed a career roadmap at the very beginning,” she said. “I would have taken leadership training such as [Leadership Excellence and Acquisition Development] and [Inspiring and Developing Excellence in Acquisition Leaders] and completed a rotation at the Pentagon or with industry earlier in my career. Leadership courses provide a multifaceted perspective—they allow you to look at a vision from different levels and devise a plan to relate, influence and motivate others to meet the mission at hand.”

She said leadership courses like Civilian Education System Advanced, the Acquisition Leadership Challenge Program and the University of Pennsylvania’s Leadership Dynamics helped her become more self-aware and prepared her for roles of increasing leadership responsibilities. But she believes all leadership development programs have prepared her for the Senior Service College Fellowship, which she has been accepted to as part of the class of 2023-2024.

“My advice to junior acquisition personnel is to develop a career roadmap and start preparing yourself early for positions you see yourself in the future. Seek input from your leadership and mentor to ensure you’re on track,” she said. “It’s great to be committed to the mission, but it’s also important to take time to develop yourself so you can be a better acquisition professional.” Nicholas would also encourage junior acquisition personnel to not be afraid of change.

After 15 years tackling challenges in networked munitions, Nicholas moved to her current position where almost everything was new (from product line to stakeholders and basic engineering and manufacturing principles). “During these times, I leaned on my strengths in program management and on subject matter experts within my team on unfamiliar matters. Making the change only helped me evolve and change as a leader.” She said if you’ve been in the same position where you’re no longer learning and growing, its most likely time to try something new. “It may be uncomfortable in the beginning, but it will be rewarding at the end.”

Outside of work, Nicholas enjoys vacationing with her family—Aruba is her favorite place to visit for some eclectic cuisine, time on the beach, touring the island and riding ATVs. And when not vacationing, she unwinds by jogging around her neighborhood, walking along various trails, or taking in nature at the Poconos, Pennsylvania, where she said she gains serenity and recharges from the fast pace of program management life.

She also serves at her local church, working with parents and children. “In this role, I am responsible for helping ensure their needs are met,” she said. “This is similar to my current position where I’m a leader in my organization making sure project officers have tools, knowledge and skillsets necessary to be successful in their roles.”

“Program management involves working with many—stakeholders from engineering, contracting, financial and many more entities,” she said. “There is a lot of planning to execute programs. It doesn’t just happen overnight.”