Steve Reichard leads OMIS-A transformation

Steve Reichard, product lead for Medical Communications for Combat Casualty Care (MC4)/Operational Medicine Information Systems – Army (OMIS-A), manages a team of 46 people transforming how the Army develops, tests and delivers health IT capabilities to Soldiers deployed overseas. 

“Supporting Soldiers is a wonderful mission,” said Reichard, whose medical product development initiatives have saved lives. Before joining OMIS-A, Reichard led a team that converted Bradley Fighting Vehicles into ambulances. He also procured and fielded — within a six-month period — over 100,000 combat-application tourniquets and enhanced first-aid kits to Soldiers in war zones. 

An engineer with 26 years of civil service experience, Reichard prioritizes collaboration and flexibility.

When not working, Reichard enjoys tackling home improvement projects with support from his wife. “We’ve renovated every room in our house,” said Reichard.

Reichard, today’s #PEOEISTeammateTuesday, answered questions about his career and life.  

OMIS-A became a new-start program immediately after the Fiscal Year 2024 Defense Appropriations bill was signed into law. What changes did you make to the MC4 operating procedures to prepare for the new start? 
Because our funding decreased, we identified efficiencies to provide the same capability with fewer resources.  

We transformed the MC4 business model. Previously, MC4 deployed field service representatives (FSRs) in Afghanistan, Germany, Iraq, Korea and Kuwait to provide in-person training, operations and maintenance services to Army units. Over the past 18 months, we worked with Army units to ramp that down. We worked with units to ensure that all required personnel have the necessary training to operate, maintain and deploy OMIS-A systems.  

We no longer have any deployed FSRs. One hundred percent of our training is virtual. We have experienced no degradation in system performance. 

How does OMIS-A support Soldiers? 
When Soldiers go to Germany or anywhere outside the continental United States, our business systems document their healthcare. If Soldiers are wounded, their overseas treatment is passed back to their healthcare providers in the U.S. Our records are part of Soldiers’ longitudinal health records, ensuring they receive benefits they are entitled to after they transition out of the Army. 

Describe OMIS-A in three words.  
Transforming, innovative and collaborative.  

Describe the OMIS-A culture.  
I’ve been here 12 years, and I’m one of the new guys. Our team includes people who have been here since the MC4 program was initiated in 1999. Most people have a minimum of 10 years with the program. 

What advice do you have for companies interested in working for OMIS-A? 
Understand our mission and business processes. If you see a gap in what we’re currently doing or can enhance how we do it — that’s helpful. Don’t tell me that I should change my business processes to match your product. 

Rather than briefing generic capabilities, tell me how you can help me. 

How has Army acquisition changed in the last five years?  
How much time do we have? Five years ago, software acquisitions operated under the Joint Capabilities Integration and Development System (JCIDS) process. We didn’t have all of the acquisition pathways that are available today. Army senior leaders recognized that acquisition is not a one-size-fits-all approach. 

OMIS-A was one of the first Army programs to be approved to use the Software Acquisition Pathway, which is designed for acquiring software. 

How do you expect Army acquisition to evolve in the next five years?  
As the Army applies Agile practices to software development and all other Army business processes, we will gain a lot more efficiencies. Agile methodologies will continue to make the software acquisition process more rapid and responsive.  

What is something you learned the hard way? 
Many years ago, I poured my heart and soul into a project the Army decided to terminate. I really took that personally. While you really have to care about what you do, don’t take it personally when the Army makes decisions.  

Why have you been successful in your career? 
I have had great coworkers, bosses and mentors. I have always been surrounded by high-caliber, motivated people.  

I have also been blessed with a supportive wife. We will celebrate 30 years of marriage this year.  

What is the best advice you received? 
At the time I received it, I didn’t really appreciate it. When I was supporting the Army Medical Materiel Development Activity, I was hesitant to take on a new mission because I was invested in my work. My former boss pulled me aside and told me that I could not pass up a new opportunity. Nobody is so important that somebody else can’t do their job. At the time, I thought that was a slap in the face, but it was great advice because he wanted me to grow.  

I encourage my talented OMIS-A team to embrace new opportunities for growth and development.  

What advice do you have for the IPPS-A workforce? 
Be flexible. Inside the Army, we are all transitioning to Agile. Embrace it. There may be some speed bumps along the way, but it’s going to be a good thing in the end.