#IAMIMSC: Maj. John Fuson
Duty title and unit: Facilities Engineering Section Chief, AFIMSC Installation Support Directorate, JBSA-Lackland, Texas
Primary duty responsibilities: I’m lucky enough to lead the team that manages the decentralized facility sustainment, restoration, and modernization (FSRM) program — the money that goes directly to installations to get after our ageing infrastructure. My team has two sections: one conducts in-depth analysis on infrastructure investment in order to optimize the life cycle of our infrastructure, the other integrates infrastructure investment requirements and determines the appropriate allocation model for funding. We also lead the FSRM working group and ultimately bring decisions through the installation and mission support corporate process in order to operationalize the Infrastructure Investment Strategy. My team is on the forefront of how civil engineers will do infrastructure investment now and in the future!
What’s the best part of your job?
I’ve given the same answer in every job I’ve held: the people! The proverbial deck was stacked in my team’s favor and I work with some amazing Airmen who I also consider friends. Furthermore, I spend a significant amount of time speaking with AFIMSC detachment personnel and Airmen engineers across the Air Force. I find joy in working with these folks to find solutions to our collective challenges.
What’s a recent project that gave you a great sense of accomplishment?
I was given the opportunity as the lead Action Officer for the Mission Support Leadership Summit, a large event meant to bring together the Mission Support, Civil Engineer, Security Forces, Logistics Readiness and Air Base Group command teams. Although, our summit was ultimately canceled due to COVID-19, I was responsible for arranging quarterly town halls for these leaders. This allowed me to network with teams both inside our building as well as across the geographically separated IMSC family. As the pandemic began significantly impacting the day-to-day business of the Air Force, we pivoted and began monthly updates to these support command teams to distribute necessary and often time-sensitive information. It was extremely rewarding to communicate with all of these leaders while coordinating the summit as well as to help facilitate the flow of important information for pandemic response.
Any claims to fame?
In the 3rd grade, I was cast in a commercial for the GTE phone company (I don’t think they exist anymore). Due to my obvious success as an actor, I have many leather-bound books and my house smells of rich mahogany.
Do you follow any mantra?
Though I’m not sure who originally said it, my mantra comes from my time as an explosive ordnance disposal officer: struggle well.
We’re all going to have those very long, very hard days, weeks or months. What is most important is how we handle the struggle. I fail more than I succeed at living my mantra, but I strive to struggle well.
Which AFIMSC value do you identify with the most and why?
My experience has taught me that focusing on “Family & Fun” is perhaps my most important priority as a leader. I’ve found that if I focus on my Airmen and their families first, they always —without question — get the mission done. If I put family as my top priority as a leader while encouraging a fun environment, the team naturally feels empowered, they’re motivated to be responsive, they promote trust and they strive to be innovative.
Is there anything else you’d like to add?
Any problem can be solved with the adequate application of high explosives, hair product and positive attitude.