Be Comfortable Being Uncomfortable – Thomas Blenk

Thomas J. Blenk Jr., Ph.D.

COMMAND/ORGANIZATION: Joint Program Executive Office for Armaments and Ammunition, U.S. Army Combat Capabilities Development Command Armaments Center

TITLE: Chief technology officer

YEARS OF SERVICE IN WORKFORCE: 17

DAWIA CERTIFICATIONS: Practitioner in engineering and technical management

EDUCATION: Ph.D. in electrical engineering, Stevens Institute of Technology; M.E. in electrical engineering, Stevens Institute of Technology; B.S. in electrical and computer engineering, Lafayette College

AWARDS: Commander’s Award for Civilian Service (2014); Commander’s Award for Civilian Service (2010)

Stepping into a new and unfamiliar role can be intimidating, but it’s often the fastest way to grow in your career. According to Thomas Blenk, Ph.D., who recently assumed the role of chief technology officer for the U.S. Army Combat Capabilities Development Command Armaments Center (DEVCOM AC) under Joint Program Executive Office for Armaments and Ammunition (JPEO A&A), learning from others and rising to each challenge builds skills—and confidence—you never expected.

“Be comfortable being uncomfortable, continually foster relationships and grow your network,” Blenk said, attributing his success to two things: willingness to take assignments or tasks beyond his capability or knowledge; and the ability to form and nurture teams within a wide network of colleagues.

Blenk serves as a technical expert and consultant to the program executive officer and program managers, as well as external senior leaders across the Army and other Armed Services, providing authoritative technical and business advice or decisions which may have DOD-wide effect on science and technology (S&T), research development test and evaluation (RDT&E) and acquisition programs. He establishes technology priority areas, identifies opportunities to accelerate critical capabilities and fosters key strategic relationships across government, industry and academia while facilitating cross domain synchronous prototyping to fill key capability gaps and operational needs across a diverse lethality portfolio.

In his previous role as director of the Assured Precision Weapons and Munitions Office, Blenk led teams with diverse professional disciplines and skill sets. Corralling general officer and executive leadership support across DOD and industry, Blenk has pushed paradigm changing concepts and innovative technological solutions in precision artillery ensuring the U.S. and its allies enjoy a competitive edge in modern warfare.

“Through my various positions, I’ve learned that I am surrounded by one of the most motivated, innovative and supportive workforces,” he said. “These attributes are contagious, and I have great satisfaction in continuing and passing along this tradition. Every individual I have had the opportunity to work with has taught me something and I’m truly grateful for the opportunities I have been given.”

During his senior year of college, Blenk accepted an engineering job offer at the Navigation branch of U.S. Army Armament Research, Development and Engineering Center at Picatinny Arsenal, now DEVCOM AC.

“My undergraduate school prides itself in maintaining a high percentage of employment for its graduates, so it actively pursues and creates opportunities for its students to interact with prospective employers,” Blenk explained. “Out of all the interactions I had during the interview process, the U.S. Army engineers were genuinely the most enthusiastic, satisfied and fulfilled with their work. It was clear the U.S. Army offered significant opportunities for continual growth and improvement, which is why I made the decision to join the Army Acquisition Workforce (AAW), for which I am thankful every day.”

Blenk’s first acquisition position was serving as the lead engineer of the satellite navigation components for the Excalibur projectile; a premier 155-mm precision-guided cannon artillery round.

“Being thrust into a highly critical position, it was clear that the U.S. Army not only expected personnel development and growth, but it also demanded it,” said Blenk, who recalled two years later, in 2010, receiving a phone call in the middle of the night from his lieutenant colonel about Excalibur rounds suddenly becoming non-operational in the field. Within hours, he was on a plane to the global positioning system receiver supplier’s lab to resolve the issue. “Working long days and weekends, we were able to get the combatant commander an answer and solution within two weeks. Hearing the relief in the commander’s voice cemented in me that I made the right decision in joining the AAW. What we do is important, matters and saves lives.”

The most pivotal point in his career was the opportunity to work for the previous chief technology officer, Paul Manz. “Through Paul’s mentorship, I was continually and gradually pushed out of my comfort zone, taking on more responsibility and greater autonomy as an Army acquisition professional,” Blenk said, adding that this role provided an environment where he was encouraged to take the initiative and make decisions.

“As I have taken on more leadership roles, I have used this same approach mentoring my own teams with much success,” he explained. “While I gained many technical, business and communications skills through my mentorship, I have learned that environment is one of the most crucial parameters when developing professionals of any discipline. This lesson is one I will continue to take with me throughout my career.”

Blenk spent most of his career in matrixed positions throughout the acquisition life cycle to include S&T, RDT&E and acquisition. “As I have taken on more leadership roles within program management offices, I made it a priority to continue my formal education in technology. Pursuing a Ph.D. related to my field of work allowed me to simultaneously develop my technical and leadership competencies.”

Regardless of where one is in their career, he learned that continuing education and training are the most important things one can do. “Seeing how different disciplines across scientists, engineers, financial analysts and program managers approach a problem or task has been indispensable,” he emphasized. “I would recommend to everyone to maximally pursue education and training offered in their respective institutions, especially in areas where it will help with interacting with disciplines other than their own.”

When he recruits junior acquisition personnel, the advice Blenk typically gives is, “don’t shy away from problems or work you might not have expertise in. The work environment is very different from education, and you will rarely run into scenarios where the result is straight forward.” He encourages junior acquisition personnel to surround themselves with motivated individuals and to “find a mentor that will not only help them grow their competencies but push them to pursue different experiences and assignments.”

Outside of work, his five-year-old son might say, “daddy thinks everything is funny.” According to Blenk, that’s not entirely true. “I like to tease and make light of situations, especially when those around me need to be uplifted. Life is as complicated as you choose to make it,” he said, and believes finding and spreading humor has diffused even the most contentious environments, turning them into fun exchanges. “I take this playful attribute about myself to work every day as a useful tool to keep morale high and bring people together.”

“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/submissions/.

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