New MCSC director of Contracts discusses role, future plans
By Matt Gonzales, MCSC Office of Public Affairs and Communication
Editor’s Note: In November 2019, Ms. Johany Mojica Deal took the helm as Director of Contracts at Marine Corps Systems Command. Ms. Deal recently took a moment to share some of her thoughts about her career, the role of Contracts and the importance of adjusting to change.
Can you talk about your role as director of Contracts for Marine Corps Systems Command?
As the senior civilian for contracting, I am responsible for all phases of contracting for an array of programs, including ground weapons and information technology systems. I lead a contracting organization comprised of more than 200 contracting professionals that provides quality, timely, cost-effective and value-added Marine Air Ground Task Force procurement solutions to MCSC’s portfolio managers, program managers and affiliated program executive officers.
What challenges come with being the director of Contracts?
In the contracting career field, one of the biggest challenges involves acquisition and retention of personnel. In general, contracts has a high attrition rate due to the challenging and demanding nature of what we do. There are a lot of opportunities for folks in this career field, especially within the Northern Virginia area.
I believe attrition is one of the biggest challenges we face within the contracting competency. We continue to work diligently to increase our recruitment of skilled personnel while focusing on workforce retention as well. We strive to have the appropriate levels of staffing to support our mission.
What are some of Contracts’ goals in the next several months?
There are various initiatives that I have started within the contracts competency related to strategic talent management, workforce development, and policy and process streamlining.
One initiative that I’d like to implement is a rotation plan to create a better balance in experience and exposure while providing the workforce with more technical and leadership experiences. This will allow us to move people around with greater ease as our mission changes. It will also promote creative business strategies and sound decision making while improving information sharing and networking.
The workforce is being asked to provide input into what we’re doing for the rotation to ensure we are addressing the concerns, recommendations and needs of the workforce. We are looking forward to finalizing a rotation plan by the end of this calendar year.
Another goal involves succession planning. It is well known that many folks will be retiring in the not-so-distant future. In fact, much of our leadership will be retired within the next five years. We are assessing our ability to mitigate the resultant impacts that would be associated with losing the knowledge and experience of those individuals to ensure we are positioning our resources and aligning our priorities accordingly.
Questions we are asking include: Are we setting up folks to take on those responsibilities? Are we providing the leadership skills needed to step in and be effective? What can we do to mitigate the loss of experience and knowledge?
Additionally, we are looking at the various processes and policies from the contracts-policies aspect of the command, which involves removing unnecessary touchpoints we have established throughout the years that slow us down or inadvertently compromise agility.
We are looking at these policies and procedures from a risk-based approach and are focusing on implementation as well. This has resulted in a lot of in-depth scrubbing of many of our policies to better support the mission to deliver and sustain lethal capability, increase agility, drive affordability and build a workforce that can compete and win in any circumstance.
How would you describe your experience in this new role thus far?
My experience in this new role thus far has been a rollercoaster. We are moving a million miles per minute to institute a lot of positive changes. I have had ideas that I’ve wanted to implement for quite some time, and I’m happy to be in the position to make that happen.
I am working diligently with all of my contracts leadership to keep things moving forward. I’m happy to say we have accomplished quite a bit in a short amount of time, and I look forward to continuing that progress going forward.
What do you enjoy most about working for MARCORSYSCOM?
I truly enjoy the people more than anything. I love interacting with the personnel, making a positive impact on the organization and helping to grow the workforce. We’re trying to implement several initiatives to ensure we have succession planning and we’re taking on additional ones that we hadn’t considered before. Taking on those responsibilities and initiatives has also been one of my favorite parts of this job.
Can you talk about your career thus far?
In November 2019, I started my current role as director of Contracts for MARCORSYSCOM.
Prior to becoming the Director of Contracts for Marine Corps Systems Command, I joined Program Executive Officer Land Systems as the Assistant Commander Program Executive Officer Land Systems for Contracts in February 2016. I served on the executive staff supporting PEO LS on all contracts-related issues and oversaw contracting for the PEO LS portfolio, consisting of 21 programs ranging from Acquisition Categories I through Abbreviated Acquisition Programs worth $9.2 billion across the Five Year Defense Plan.
In my role as the APEO LS CT, I was also responsible for leading discussions and addressing contract procurement issues for the PEO with the Under Secretary of Defense — Acquisition, Technology & Logistics; Assistant Secretary of the Navy — Research, Development and Acquisition; Deputy Assistant Secretary of the Navy — Acquisition and Procurement; congressional leaders; the commandant of the Marine Corps; and Marine Corps Systems Command.
Prior to my role as APEO LS CT, I worked for the Missile Defense Agency — Aegis Ballistic Missile Defense System from February 2013 to February 2016. I served as a procuring contracting officer supporting the Aegis Ashore Program, which is a high-visibility, unique and complex presidentially mandated program of the European Phased Adaptive Approach for missile defense. The contract portfolio for the overall AA program was estimated at over $2 billion.
From July 2006 to February 2013, I worked for Naval Air Systems Command under PEO-A (Major Weapons Systems, Assault and Special Missions). I served as a PCO and Lead Contract Specialist on various Acquisition Category ACAT IC and ID Programs — such as H-53, MH-60, Presidential Helicopters Replacement Program VXX/VH-71, and P-8A — as well as an ACAT II program (Commercial Derivative Aircraft Program). The contract portfolios for the overall programs ranged from $2 billion to $15.7 billion.
From September 2004 to July 2006, I served as a contract specialist supporting Naval Air Warfare Center Aircraft Division Special Communications Requirements Division.
I’m sure you’ve met, worked with and learned from some influential leaders over the years. Has there been a single piece of advice you’ve received from them that stayed with you?
A Marine colonel at SYSCOM once told me, “Letting go is not giving up.” I believe that quote may have come from one of their favorite songs. In our business, things change often as a result of a variety of factors, such as politics, change in the mission or funding constraints. Despite it all, you have to adjust and be okay with change.
You also have to learn that none of that is personal. It’s just the nature of the business we’re in, and we must embrace that. This doesn’t just mean change from the technical or supporting roles, but also with people. As leaders of organizations, we must be able to do that in order to be effective.
Since hearing that phrase, the quote has resonated with me. I actually have it written on the white board in my office, and often find myself reading and re-reading it throughout the day. I’ve learned to tell myself that if I let go of an issue, it doesn’t necessarily mean I’m giving up. I taught that to leadership at PEO LS, and I teach it now to SYSCOM leadership. Sometimes people feel a need to stand their ground and never bend or change, but that’s not always the best strategy to achieve our end goal.
The Marine Corps Systems Command workforce is known for going above and beyond to support the warfighter, even if it means occasionally compromising a steady work-life balance. How do you maintain a healthy work-life balance?
For me, maintaining a good work-life balance has been challenging over the years. It has been difficult for me, personally, because of the work that went into programs I’ve supported or roles I’ve taken on. But, I do have a family. I do have young kids at home. I try to remind myself of that and balance things accordingly.
I also try to have people in my life who remind me to go home and that a task can, in fact, wait until tomorrow to get done. The support of my husband has also helped tremendously. Having a strong support group at home is very important.
Family always comes first. If something pressing is happening at home, I will always be there for my family because that support is engrained in me. But I also have the passion to support the mission that I have and supporting the Marine Corps in general. I try to find a balance for both. It’s not always perfect, and sometimes I know there will be an imbalance. However, it is important for everyone to strive to find that balance.
When you do have free time, what do you like to do? What are some of your hobbies?
Free time? What is that? Just kidding!
I like to bake, I like to shop. Sometimes I go to stores and look around even when I don’t need or want to buy anything. I also love to spend time with my kids. We like to go to the movies. We also like to just sit on the couch, make some popcorn, relax and watch our favorite shows. We also enjoy swimming a lot and going on nature walks.
Is there one thing you can’t live without?
The one thing I can’t live without is my family. My family inspires me every day and they help me in so many ways.
If we’re talking “things,” then I’d say coffee. I am a coffee addict. I can’t go a single day without it — and you wouldn’t want me to!
Is there anything you’d like the Marine Corps Systems Command workforce to know about you or about Contracts?
Contracts touches a lot of areas. Under my guidance, we are working extremely hard to implement several positive changes. We are having dialogues with portfolio managers and program managers to see what we can do for them to improve our role in the acquisition process. Change doesn’t happen overnight, but we are striving to be effective and efficient.
I’d also like to say that the workforce has been very open to the changes we’re making. This is not just me making a change. It’s the entire workforce making a change and embracing the outcomes. I always take the thoughts and feelings of our workforce into consideration because I want to make things better for everyone. Everything that I do is to improve the workforce and support the mission of the Marine Corps.
I do want to thank the workforce for welcoming me with open arms and embracing change. I’m very excited for what the future holds for us and what is to come for Marine Corps Systems Command.
