Organization: MICC-Fort Eustis, Virginia
Time with the MICC: Eight years
Previous positions with the MICC: Director of MICC-Fort Eustis, and contracting officer and team lead for MICC-Fort Rucker, Alabama.
What attracted you to the Army Acquisition Corps?
The people. Before I cross-trained into the career field in the Air Force, I had the opportunity to work with some pretty great Airman that loved what they were doing. They emphasized that no two days were the same in contracting. I eventually joined the Army Acquisition Corps, and I'm still here after 16 years.
What contributed most to your professional development and growth with the MICC?
My core values, military background and strong mentors throughout my career have all contributed to my professional development and advancement. Effective mentors encouraged me to pursue developmental and growth opportunities that would improve my professional abilities and provide me a strategic edge as a leader.
What developmental assignments have enhanced your acquisition skills and leadership?
Most of my developmental assignments enhanced my acquisition skills and provided me with leadership opportunities. It was the challenging assignments that were a major source of my leadership development.
How do you apply your MICC experiences and development in leading your team today?
I constantly discuss professional development with my team. I ask that each team member to be open and honest about their career ambitions. As leaders these discussions provide an opportunity to think more methodically about the kinds of experiences that would be most beneficial to each individual and primes us to be on the lookout for opportunities. I emphasize how crucial it is for everyone on the team and throughout the center to communicate and communicate often. Take the time to understand what drives your team members. And lastly, sometimes you have to let people go, to grow.
What advice would you offer interns or newer members of the command?
Being an acquisition professional, specifically contracting, at this time is thrilling. Spend the time acquiring as much knowledge and experience as you possibly can. Find mentors who will give you candid feedback and inspire you to become the best version of yourself both personally and professionally.
What do you take away from your job as an Army acquisition leader?
People first. People matter. People are the most important part of an organization. Giving them the right tools to succeed is paramount.
Editor’s note: This is the second in a series of personnel features highlighting members across the enterprise who have developed as leaders with the Mission and Installation Contracting Command and its legacy organization. The MICC offers numerous opportunities for professional development and growth throughout the command providing newer and seasoned acquisition professionals a chance to learn and grow into the next generation of leaders.
About the MICC
Headquartered at Joint Base San Antonio-Fort Sam Houston, Texas, the Mission and Installation Contracting Command consists of about 1,300 military and civilian members who are responsible for contracting goods and services in support of Soldiers as well as readying trained contracting units for the operating force and contingency environment when called upon. As part of its mission, MICC contracts are vital in feeding more than 200,000 Soldiers every day, providing many daily base operations support services at installations, facilitate training in the preparation of more than 100,000 conventional force members annually, training more than 500,000 students each year, and maintaining more than 14.4 million acres of land and 170,000 structures.