On this monthly column, Defense Day by day highlights individuals from across the federal government, industry and academia whose efforts contribute each day to national defense, from this system managers to the human resource leaders, to the engineers and logistics officers.
Mark Mellott is the Executive Vice President of DoD and Veterans Affairs at iTech AG, a technology consulting firm. He has served within the position since February 2022 and has a history of educational leadership for advanced information systems and IT, with knowledge of military operations. Mellott previously served in several program manager and technology roles within the Defense Department, corporations, and has experience in academia.
How did you get entangled within the defense industry or community?
I left a small liberal arts college to enlist after the primary Gulf War and have never once regretted my decision. I’ve all the time believed it’s essential to have a calling in life, and for me, it’s all the time been the military and defense community. It was during my time as a medic that I noticed my true passion was in supporting the defense community.
The military allowed me to work on technology, save lives and interact in exciting activities like jumping out of planes. There’s no other industry that serves such a critical, rewarding mission. It’s a mission I’m lucky to proceed supporting through technology.
I also gained many essential life lessons by getting began in the neighborhood. I learned to take heed to my community, support the subsequent generation, and pause and appreciate the nice moments in life. As a young private, I earned my expert field medical badge—a feat lower than 20% make it through—which taught me to understand small victories which are often hard to come back by.
What are some challenges you faced working through your profession?
Ethically and effectively coping with competing commitments and decisions might be difficult but critical as a frontrunner.
One of the essential things I’ve learned regarding this challenge is that there’s no one-size-fits-all answer to moral dilemmas—if it were a transparent right or unsuitable answer, it might be easy. Balancing competing commitments and making ethical decisions that align along with your values is important. Striving to do what’s right is all the time value it.
It’s a challenge I’m captivated with. In teaching Administrative Leadership for the Clemson Master of Public Administration Program, we maintain a heavy deal with ethical decision-making. I all the time tell my students that in the event that they’re not making at the least one decision a yr that might get them fired, they’re not in the suitable job.
Did you’re feeling like you usually had sufficient mentors and leaders to assist guide you? Why/why not?
Strong mentors and leaders have been instrumental in my success. I’ve had incredible mentors, resembling our Brigade Chief of Staff, Col. Tony Young. After I was a young headquarters company commander for the brigade, he provided excellent advice and invaluable lessons on preparation, teaching me that I’d truly be ready once I could individually recognize all 129 soldiers I used to be deployed with, even after they walked away from me at midnight.
One other beneficial lesson from a mentor is best summarized by Eisenhower, who once noted, “planning is all the pieces, however the plan means nothing.” Don’t get stuck in making a product. It’s the deliberate planning process which stays essential. Know your people, equipment, and mission, then have the arrogance to begin an motion and remain adaptable.
Regardless that being a mentor or mentee might be time-consuming, it’s the most effective investment one could make. Even bad leaders have taught me a lot, sometimes from watching them make the unsuitable decisions.
How do you’re employed to be a mentor yourself to younger counterparts?
I’ve found that some of the vital elements of successful mentorship is being willing to come clean with your mistakes. These moments can actually be incredibly powerful teaching opportunities for each myself and my mentees.
It’s essential to remain humble and genuinely curious, a lesson that was reinforced for me once I went back to Clemson to pursue my PhD. I entered the classroom as a student who had not been in a proper classroom setting for years, not as an Army Major, and needed to envision my hubris on the door.
What does it mean to achieve success in your profession field?
To me, success means leaving all the pieces higher than you found it. This can be a lesson I learned within the Army—you continually improve your foxhole. It continues to be crucial as I serve a number of the defense organizations’ critical missions. When presenting government IT leaders with technology solutions, this focus and the human impact of technology are all the time central to my recommendations. By providing customized, cutting-edge technology, we are able to succeed together in advancing federal missions.
The opposite mark of success goes back to moral decision-making. You’ll have to make hard decisions, but you might want to make the alternatives that may let you take a look at yourself within the mirror if you rise up within the morning.
Success is about constant improvement, but if you happen to keep these two principles in mind you’ll stay on the suitable path.
What are some under-appreciated positions within the defense field, the unsung heroes or essential cogs within the machine that help the job get done with less recognition?
It’s essential to acknowledge the vital role that data analysts and logisticians play within the defense community. They’re the essential cogs within the machine that help the job get done, but sometimes rarely receive recognition. The information they analyze might help keep those on the frontlines safer and provides leaders in any respect levels the tools they should make decisions essential to mission-critical objectives.
Data analysts and logisticians work tirelessly behind the scenes to be sure that information and resources are presented in a way that brings clarity, alignment, and focus. While they could not receive the popularity they deserve, their contributions are invaluable to the success of any operation.
How can the industry improve in promoting these individuals and constructing them up?
We are able to support data analysts and logisticians by introducing recent tactics, techniques, procedures, and technology, which enables them to be simpler of their roles.
Bringing industry best practices to the federal government—while considering the particular barriers they could encounter—might help higher support these individuals, especially once we start by listening. It’s essential to approach these conversations humbly and genuinely take heed to the challenges these unsung heroes face. By listening and dealing together, we are able to construct them up and empower them to attain even greater mission success.
This can be key in constructing human-centric systems that support the defense community and their end users—you might want to start by fully understanding their basic requirements.
How has the culture modified around diversity inside your profession?
While the importance of diversity has change into increasingly recognized, there are still great strides to be made. Conversations about diversity, equity, and inclusion must occur more regularly and openly. As Cyrus the Great noted, “Diversity in council, unity in command” is crucial for fulfillment—it’s not nearly having diverse representation within the workplace but additionally in leadership positions. Otherwise, we’re not taking a look at the community holistically and may’t provide the most effective possible service to others.
What’s your advice for brand spanking new entrants to the defense/military community?
At the start, people will all the time have different perspectives, but when everyone focuses on the mission, it creates a unified sense of purpose that transcends personal differences while fostering camaraderie and teamwork. Even when you’ve a unique perspective, having the ability to listen and interact with others is crucial when working towards the identical objective.
Second, go into every conversation without hubris. Having a conversation with someone who views the world in another way is all the time a very good reminder that you just don’t know all the pieces—listen and don’t be afraid to interact. It’s essential to do not forget that you’re also a beneficial resource to your community. I all the time appreciate hearing from young minds or those recent to the space because they carry recent ideas to continuous challenges we’ve been working on for years.
Who’re the Force Multipliers in your community? Tell us at [email protected].