Resource management leader joins modernization enterprise

Photo By Eben Boothby | Sue Goodyear, Army Materiel Command chief of staff, G-8, is shown with her team of nine years. Goodyear will soon report to Army Futures Command in Austin, Texas, to take on the role as executive deputy to the commanding general.  

REDSTONE ARSENAL, AL, UNITED STATES

09.27.2019

Story by Kari Hawkins  

U.S. Army Materiel Command   

Though she will soon leave her leadership role at Army Materiel Command, Sue Goodyear will be treading on familiar ground in her new role as the executive deputy to the commanding general of Army Futures Command.

Goodyear came to AMC in 2010 as assistant deputy chief of staff, G-8, later becoming the deputy. After nine years as director of AMC’s resource management (G-8), Goodyear takes to her new job an understanding of complex financial processes. She also brings her experience dealing with the funding needs of the Army’s science and technology mission, a mission that shifted to AFC earlier this year.

“As the Futures Command EDCG, I will have a lot more responsibility that is not resourced-based. But resource management will be part of my portfolio,” said Goodyear, who will report to her new assignment Oct. 15. “It’s all about the ability to make a difference for Soldiers. This new command is just standing up and working through how to modernize the Army. This is my opportunity to help the Futures Command be successful with modernization.”

Goodyear’s forward thinking at age 19 led her to a GS-2 supply clerk job with the Marine Corps. She then transferred to the Army’s Jefferson Proving Ground, Indiana, becoming a GS-5 and later entering the Army intern program with Forces Command at Fort McPherson, Georgia. Her passion for budgeting continued to grow after her internship, ultimately spending 15 years at FORSCOM.

“I was excelling and took various jobs in resource management at Forces Command, and the promotions came. But I didn’t have a degree and had gotten to the highest paid job that I could without a degree. That motivated me to pursue my bachelor’s degree and later my master’s degree with online classes, and in night classes and weekend classes,” she said. “My career shaped my decisions about getting an education that would eventually lead me even further and into the Senior Executive Service. In all my assignments, I knew I could make a difference for Soldiers by working to make sure money was spent the right way to support their mission.”

The move from FORSCOM to AMC allowed Goodyear to transition from a more modeled budgeting mission to a resource management environment challenged by changing missions and tight funding. As the G-8, Goodyear has led the command’s day-to-day resource operations, formulating and executing appropriated funds and Army Working Capital Fund budgets with an annual revenue that will increase to more than $27 billion in fiscal year 2020. She has worked with a team of six division chiefs, staff of 100 and guidance from three four-star generals: Gen. Ann Dunwoody, Gen. Dennis Via and Gen. Gus Perna. Her goal was to align resources correctly to support AMC missions.

“With Gen. Perna, the guidance has been different in that he wants us to operationalize our resourcing programs. It took a while for us to figure out what that meant. But, basically, in the past, money drove a lot of decisions. Gen. Perna has asked the major subordinate commands to determine what needs to be done and then he’s looked to resource management to provide the resources to enable those missions. We developed an agile resourcing program that can shift and adapt to the commanding general’s priorities, and have ensured our major subordinate commands have the money they need to meet mission priorities,” Goodyear said.

During Goodyear’s tenure at AMC, the command faced sequestration, continuing resolutions, adjusting for a 25% reduction in AMC headquarters personnel, preparing for audit accountability, initiating a workforce-to-workload manpower model, justifying a funding model that includes reimbursables, and managing funding reductions at the same time that readiness missions are increasing. But through it all, “we have continued to maintain and resource the AMC mission with little impact to Soldiers,” she said.

Goodyear’s ethical commitment to her job responsibilities is echoed in her husband’s career, which began with service as a Marine, and includes both civilian and contractor careers with the Army.

“We both believe strongly in the Army values,” she said. “It is the Army values and the opportunity to help Soldiers that have inspired both of us in our careers.”

In her new position at AFC, Goodyear will assist in providing justification and building programs directly affecting Army modernization. To meet those requirements, Goodyear will again rely on an employee team empowered to achieve success.

“So many times, you will hear that mission is first and people follow. But my management style has always been people first and the mission will follow,” she said. “When you treat people with dignity and respect, give them the chance to excel and allow them to do what they need to do to be their very best, then they will ‘walk on water’ and ‘walk through fire’ to make sure Soldiers have what they need. Employees who are allowed to excel in challenging assignments are the most important part of any organization.”

AMC and AFC both have the goal to ensure resources remain strong to meet readiness priorities, she said.

“As leaders in resource management, we must make sure resources stay strong while competing with other demands. There’s a very delicate balance between readiness, modernization and people,” Goodyear said. “AMC’s reputation in the resource world is very strong because we have a good G-8 employee team working to solve our funding issues internally before going to the Army or the Department of Defense for assistance.”

Along with her bags, Goodyear will pack up her experience and commitment, and work to ensure AFC succeeds at its modernization mission.

“I’ve always said this job is the best resource management job in the Army. I have loved every minute of it and all the hard work. The challenge and the team, they are the reasons I don’t want to leave,” she said. “But the opportunity to make a difference for Soldiers in terms of modernization has made me want to accept this new challenge.”

• Date Taken: 09.27.2019
• Date Posted: 09.27.2019 15:54
• Story ID: 344292
• Location: REDSTONE ARSENAL, AL, US