Get to know Mr. Guckert

Mr. Ross Guckert, program executive officer for PEO EIS, manages a $4.3 billion annual budget that supports 36 program offices and 71 acquisition programs. He has more than 30 years of experience in government acquisition, systems management and engineering. 

Before joining PEO EIS, Mr. Guckert served in leadership roles at the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA[ALT]), PEO Aviation, PEO Combat Support and Combat Service Support and PEO Soldier.

A Pittsburgh native and passionate Steelers fan, he earned a bachelor’s degree in electrical engineering from the University of Pittsburgh. If you visit Mr. Guckert in his office, you will see a neatly organized desk—he enjoys order, and it extends to his leadership style. Mr. Guckert answered five questions about his career and life.

What are you passionate about outside of work?
I have a strong faith that has been instrumental in my personal and professional growth. Five years ago, I went on my first mission trip and encourage everyone to use their gifts to help others. The most difficult step in a 1,000-mile journey is that first step. Once you make that first step, you’ll never look back.

I enjoy spending quality time with my two adult children. We make sure we take a trip every year. My son and daughter select the locations, and it’s always a great experience and full of memories I cherish.

I end most of my evenings in the gym with my earbuds on processing the day’s events. Exercise enables me to decompress and re-energize. I encourage everyone to have a regular exercise routine to ensure a healthy mind, body and spirit.

How do you like to receive information?
Most methods work with me: email, text, calls and Microsoft Teams. I try to respond to all of my emails by the end of the day, so if you send me an email, chances are you will hear from me later that day.

For briefings I prefer a good upfront chart with context and the bottom-line-up-front. If you can tell me succinctly in a couple of sentences what I need to know, that’s success. When I review charts, I make sure each bullet has a purpose and that the chart can stand alone. Will the audience understand the message your chart conveys if you don't brief it? Less is usually more.

You were assistant deputy for acquisition and systems management for ASA(ALT) at the Pentagon. What did you learn in that role?
I learned how to get program managers (PMs) ready for decision briefings and key engagements. Packaging material for senior leaders and anticipating their questions are critical for a PM’s success in the building. Every audience is different, from the AAE to the DAE to members on the Hill. Understanding your audience and what they are looking for are critical. I strive to reduce EIS-speak for external audiences. 

Describe the PEO EIS culture.
Every day, we make it about the Soldier. We listen to our leaders. We listen to our functionals. But most importantly, we listen to our Soldiers.

PEO EIS is integrated, innovative and cost-effective. Our enterprise resource planning systems have to be fully integrated with trading partners. And integrating our communication systems, defensive cyber and enterprise services makes our warfighters more effective. It makes the Army more interoperable, reduces our costs, shrinks our footprint and enhances our security environment.

We team closely with industry partners because so much of our innovation comes from them. Combining industry solutions with an agile, streamlined acquisition process allows us to save time, save money and rapidly deliver state-of-the-art solutions to Soldiers.

As part of our culture, we encourage the use of commercial practices to the fullest extent and, to that end, we must use out-of-the-box solutions to the fullest extent and minimize customization.

And we must be cost effective. In our fiscal environment it can’t be business as usual. We must always look for efficiencies and ensure our efforts support the Army’s needs and requirements.

How are you supporting the Army’s Project Inclusion initiative?
We have hosted town halls and listening sessions, and started to conduct them at the O-5 level. The intent is to have candid discussions, take that feedback and turn it into action. I have zero tolerance for racial discrimination or any form of harassment, and any instance will be dealt with swiftly. I want everyone to feel comfortable talking to their supervisors or other leaders if they see bad behavior.

Change starts from within. It starts with the person you see in the mirror every morning. We should all be examining our own biases and how we can make positive change. We are all a work in progress and never too old to learn or grow. Let’s set an example by extending grace, love, understanding and an attentive ear.