Command: Military Munitions Division, U.S. Army Engineering and Support Center, Huntsville, Alabama
Title: Division chief
Years of Service in Workforce: 27
DAWIA Certification: Level III in facilities engineering
Education: B.S. in biology and chemistry, Nebraska Wesleyan University
Awards: Corps of Engineers Commander’s Award for Civilian Service; Department of the Army Corps of Engineers Outstanding Chemist Award; Corps of Engineers Huntsville Center Senior Leadership Development Fellow; U.S. Environmental Protection Agency Contracts and Project Management Award
Words of wisdom
By Susan L. Follett
Having spent more than 25 years in federal service, John Nebelsick has a lengthy resume and four words of advice: Slow down. Work less. But he doesn’t mean what you might think.
Nebelsick joined the U.S. Army Corps of Engineers in 1989. He’s held numerous roles and positions related to the cleanup of hazardous waste sites around the United States and worldwide. He started as an inorganic chemist with the Corps’ Missouri River Division Laboratory, and later became a subject matter expert for the Defense Environmental Restoration Program, the Army Installation Restoration Program and Work for Others. He was responsible for rewriting regulations and guidance for chemical data quality management for projects involving hazardous, toxic and/or radioactive waste materials, and he helped support the U.S. Environmental Protection Agency’s (EPA) rewrite of inorganic and organic analytical methods. He’s now in Washington, D.C., working at Corps of Engineers headquarters through the Center Senior Leadership Development Fellowship.
“No matter what your college degree or your experience, I have two pieces of advice,” he said. “First, slow down and reflect on your accomplishments. Too many of us waste precious time because we are too busy [with being] connected to our digital devices or worrying about our future. Take a step back and take a deep breath before you work that next major task. Second, work less on doing every task to perfection and more on developing relationships with the people who are sharing the task. Working relationships will get you further in your acquisition career than working alone.”
What do you do in the Army? Why is it important?
I work for the Environmental and Munitions Center of Expertise (EM CX), a directorate within the U.S. Army Engineering and Support Center in Huntsville, Alabama. The Military Munitions Division supports the U.S. Army Corps of Engineers, the Army’s Military Munitions Response Program and other munitions-related operations in reducing the human health and environmental risks associated with munitions and explosives of concern and munitions constituents. As a division chief, my staff and I manage contracts related to environmental cleanup while protecting human health and the environment. The EM CX is a one-stop center for environmental remediation, military munitions response and compliance needs. Our professionals support the Corps of Engineers, the Army and the nation’s challenging environmental and munitions response missions around the world. To date, our team has awarded 10 cooperative agreements for environmental cleanup totaling more than $440 million.
What has your experience been like?
My career with the Corps has been very rewarding. Our objective is to perform all munitions response activities safely, consistently and efficiently across the executing programs. This requires effective communication among project team members; full and appropriate utilization of existing military munitions response contracts; awareness of advances in technology; and control of total project costs. The scope, magnitude and variety of work that we do in the center is incredible: The center is not only involved in projects coast to coast but worldwide as well.
What do you see as the most important points in your career with the Army Acquisition Workforce, and why? Is there an assignment, position or class that had a considerable impact on getting you to where you are today?
In 2002, I took an assignment to the headquarters office of the U.S. Environmental Protection Agency. Although the initial detail was only supposed to last one year, EPA requested that I stay to complete the revision of the inorganic chemistry methods and lead the office in chemistry quality assurance. I ended up staying until 2010. Because of my analytical chemistry background, I was designated as EPA’s quality assurance officer, responsible for contract oversight, review and approval of the quality assurance technical support contract. This assignment gave me the opportunity to learn about a variety of acquisition strategies that are different than the ones used by the Corps of Engineers. And because of my experience in contracts management with the EPA, I was assigned to the program manager of the environmental services cooperative agreements at Huntsville, and I was designated the contracting officer’s representative by the Huntsville contracting officer for several contracts.
Can you name a particular mentor or mentors who helped you in your career? How did they help you? Have you been a mentor?
I have had two mentors during my government career, and both have been willing to share their wisdom, knowledge, skills and expertise. Sandi Zebrowski, my immediate supervisor, is always available and willing to give me direct but constructive feedback. She held me to high standards and provided feedback in such a way that I learned what I can do better the next time. I have used these same guiding principles when mentoring my staff and peers. I must also give credit to Charles Ford, our programs director. Mr. Ford made acquisition workforce certification a requirement for facilities engineering positions within the Huntsville center, and he provided the time and tools for the staff to complete the requirements. Without this commitment by senior leaders, programs like this often wither away.
What program accomplishment are you most proud of, and why?
I oversaw the implementation of a new software system that’s now used by most DOD employees for detecting buried munitions. In addition to the software, there is a customized training program to ensure that staff remain current with the operations of the system. It was firsthand experience in implementing a large-scale project while motivating a sizable group of employees.
What’s the biggest change you’ve seen over the course of your career?
How we complete our work. When I started back in 1989, I didn’t have a computer. I communicated over the phone or face to face, and I would write out the acquisition requirements or have someone type them for me. Today, everyone is connected to electronic devices and most of the communication is through electronic media. This may save some time early on, but if you don’t communicate your requirements clearly, you may spend more time in the end on modifications. I realize that technology is here to stay, but we can’t forget that relationships are still the most important aspect to a successful acquisition workforce.
John Nebelsick, Military Munitions Division Chief, speaks with Huntsville Center Defense Logistics Agency Fuels Automation Program team members following the transition brief to Headquarters U.S. Army Corps of Engineers. (Photo by Michael Duffy, Huntsville Center Contracting Directorate)
“Faces of the Force” highlights members of the Army Acquisition Workforce through the power of individual stories. The series by the U.S. Army Acquisition Support Center Communication and Support Branch, working closely with public affairs officers, features Soldiers and DA civilians serving in a variety of AL&T disciplines. For more information, or to nominate someone, please call 703-805-1006.
