Rocio Bauer’s profile over at WashingtonExec is worth your time if you’re thinking about what leadership looks like when you’re serving the Army through technology. She’s spent her career at the intersection of mission and modernization, and the through-line is clear: technical depth matters, but so does the ability to translate capability into outcomes that commanders can use.
I see this tension in every search we run for program leaders and technical executives in the defense space. The best candidates aren’t just technologists or just operators—they’re bilingual. They can map an architecture and they can sit across from a two-star and explain why it matters. That’s not a common skill set, and it doesn’t show up on a résumé unless you know how to read for it.
If you’re building or leading teams that deliver technology to the Army or the broader DoD, ask yourself whether your bench has people who can do both. The cleared talent pool is thin enough without narrowing it further by looking only for pure technologists or pure program managers. The ones who can do both are the ones who land the hardest jobs—and the ones we spend the most time surfacing in a retained engagement.