I had the chance to speak with Dr. Jacqueline Charles, the Associate Director at the Department of Defense Office of Small Business Programs. We discussed her career journey, the importance of mentorship and her favorite aspects of the Innovation space.
Takeaways:
- Commitment to Mission-Driven Impact: Jacqueline’s career choices have been driven by a strong commitment to making meaningful contributions to military readiness and operational effectiveness. She has actively sought roles where she could directly support DoD initiatives and missions, from improving weapon system readiness to enhancing small business opportunities in defense acquisition.
- Navigating Innovation Challenges: Jacqueline emphasizes the unique challenges and rewards of working in an innovative environment. Balancing creative problem-solving with limited resources and managing ambiguity are central to their approach, along with fostering a workplace culture that embraces experimentation and calculated risk-taking
- Mentorship and Professional Development: Mentorship is a cornerstone of career progression. Jacqueline credits her mentors for guiding her through pivotal decisions and helping them navigate these complex environments.
Can you tell me about your career path and how it has led you to where you are now?
I have over twenty-six years of experience in the federal government. Currently, I work at the Office of the Under Secretary of Defense for Acquisition and Sustainment in the Office of the Assistant Secretary of Defense for Industrial Base Policy and Small Business Programs. However, over my career, I have held various leadership roles in across military departments, supporting both business and program management functions and leading acquisition and sustainment logistics operations for multiple Department of Defense (DoD) acquisition programs.
My career journey began overseas before 2008. My family and I were stationed overseas in Okinawa, Japan when I started working in the federal government in business management while also pursuing my undergraduate degree. Upon returning to the United States, I began working with the U.S. Army, aiming to build a career focused on growth, opportunity, and impactful contributions to Warfighter readiness. Following the guidance of mentors, I applied for and was accepted into a federal career internship program, which led to a role in the Enterprise Soldier Aviation Directorate as an inventory management specialist at Aberdeen Proving Ground, Maryland. After I completed the program, I transitioned from supply chain management to a team lead role in integrated logistics support. I was responsible for sustainment and being a leading reset coordinator functions for beacon radio sets and tactical terminal control systems located in-theater operations.
In 2012, I accepted a promotion with the U.S. Navy located at Joint Base McGuire-Dix-Lakehurst in New Jersey. There I was a deputy assistant program manager for logistics in PMA-260, Common Aviation Support Equipment Program Office. Here, I led sustainment for various common ground support equipment and completed a leadership development program. Later, I transferred to Patuxent River, Maryland, where I continued in a similar role and eventually advanced to assistant program manager for logistics, overseeing acquisition and sustainment for the Unmanned System Common Control System in PMA-281, Strike Planning and Execution Program Office. Around this time, I was also selected for NAVAIR’s competitive flagship leadership development program.
In 2019, I transitioned to a position in strategic planning in support of the F-35 Lightning Joint Program Office in Crystal City, VA. Later, I became the product support manager for the Combat Data Systems Program Management Office, where I led a multi service team in developing acquisition and sustainment strategies for software and hardware tools installed in reprogramming labs for operational units responsible for developing combat mission data files with the latest threats and capabilities to support F-35 aircraft pilots.
As part of the NAVAIR Leadership Development Program, I completed a 12-month rotation as a senior advisor in the DoD Office of Small Business Programs, where I led efforts in small business policy and congressional affairs. This role shifted my focus beyond logistics. I decided to remain there permanently.
Today, I serve as an associate director, overseeing subcontracting, small business professional workforce development, and provide strategic policy guidance to enhance small business opportunities within DoD acquisition programs. My role also involves supporting congressional matters and collaborating with Capitol Hill to advance small business initiatives.
What aspects of the department’s push towards innovation are you most passionate about?
When I think of innovation, small businesses immediately come to mind because they play a vital role in driving advancements across industries. Their agility, entrepreneurial mindset, and adaptability allow them to respond quickly to evolving markets and emerging trends. Small businesses are also often willing to take the calculated risks needed to develop innovative products and deliver critical solutions that directly support our warfighters. This combination makes them essential partners in fostering meaningful, impactful innovation.
What do you believe sets the innovation space apart as a unique work environment, and how do you navigate its challenges in your everyday work?
Reflecting on our conversation about innovation, this type of work environment emphasizes creative problem-solving, flexibility, and a culture that embraces risk-taking and unconventional thinking. An innovative environment prioritizes experimentation, encouraging employees to propose bold ideas and learn from both successes and failures. Leaders in these spaces tend to foster autonomy and empowerment, aligning teams with a shared vision that enables them to work independently and collaboratively to achieve the overall mission.
However, these innovative environments come with challenges. The demands of working with limited resources, navigating ambiguity, dealing with conflicts in stakeholder collaborations, and taking risks can lead to burnout. The best approach to navigating through these challenges is balance. Balancing innovation with clear goals, support, and adequate resources creates a sustainable, positive workplace that empowers teams without overwhelming them.
Describe a challenging or rewarding project that significantly influenced your growth as a professional. How did you handle the challenge, and what did you learn from the experience?
I look back to 2014 when I served as Deputy Assistant Program Manager for Logistics at the Naval Air Warfare Center in Lakehurst, NJ. In that role, I led an initiative to resolve a longstanding fleet issue involving delays in equipment calibration and repair. The root cause turned out to be a complex process requiring contractors to track each repair component by serial number, which extended the maintenance cycle from an ideal two weeks to as long as six months.
To address this, I led a cross-agency effort involving multiple key stakeholders to streamline the supply chain process for this equipment. We developed a strategy to assign serial numbers to the equipment cases rather than individual components, eliminating the need for meticulous tracking. This change, along with extending the calibration cycle for assets, reduced the maintenance cycle back to two weeks and generated approximately $1 million in cost savings for the fleet.
Reflecting on this experience, I was new to the Navy, yet I helped solve a deeply entrenched issue. This project taught me perseverance and the importance of maintaining momentum through complex challenges. It reinforced my skills in strategic planning and execution, as well as my ability to create impactful, streamlined supply chain processes. While challenging, this experience was incredibly rewarding and has had a lasting influence on my professional growth.
What has made you successful in your role and what advice would you give to individuals who aspire to work in the innovation space?
My success wouldn’t have been possible without the mentorship I’ve received throughout my career. I’ve been fortunate to have mentors who recognized my potential and encouraged me to pursue opportunities that expanded my experience, exposed me to new challenges, and helped me grow as a leader. In my current role, I am also supported by an exceptional team, which has been instrumental in overcoming barriers within the defense sector and increasing opportunities for small businesses. Despite challenges, I’ve led with positivity, perseverance, and a commitment to progress.
For anyone aspiring to work in innovation, my advice is to take initiative, show compassion, and maintain a passion for problem-solving. Be proactive—identify challenges and bring solutions to the table. Embrace technology and diverse perspectives, as these are essential drivers of innovation. Above all, stay focused on achieving impactful results that support your organization’s mission.
Could you talk a little more about your mentors?
Absolutely. Connecting with colleagues and gaining insights from those who have reached where you aim to go is invaluable. Don’t hesitate to reach out—send an email or pick up the phone to express your career goals and request a conversation. These conversations allow you to “pull back the onion,” gaining insights into their journeys and, often, building connections that can open doors. Leveraging these relationships has been essential to my growth and success.
Word Association, what is the first word that comes to mind for each of these?
- Contracting process – Streamline
- Emerging technology – Advancement
- Small business – Innovation
- Policy – Governance
- Networking – Collaboration
