Dave Oliver's diverse career has included extensive experience in government and industry as well as the military. He served the Clinton Administration as Principal Deputy Undersecretary of Defense for Acquisition, Technology and Logistics and the Bush Administration in Iraq as the Director of Management and Budget for the Coalition Forces. In industry Dave was the CEO of the EADS, North America Defense Company as well as Chief Operating Officer of the main American organization. He was an executive at Northrop Grumman and at Westinghouse. Dave spent thirty-two years in the navy, retiring as a Rear Admiral (Upper Half). He served at sea aboard both diesel-electric and nuclear submarines, commanded a nuclear submarine as well as the submarine groups in Japan and a second in San Diego; and served as Chief of Staff of the Seventh Fleet. His final military tour was as Principal Deputy to the civilian Navy Acquisition Executive. Dave's military decorations include the Defense and Navy Distinguished Service Medals as well as six awards of the Legion of Merit. His awards for public service include two Department of Defense Awards for Distinguished Public Service, and similar awards from the Departments of the Army and the Navy. Dave's undergraduate training was from the United States Naval Academy. He subsequently received a Master of Arts in Political Science and International Affairs (specializing in the Middle East) from American University. He is also the author of Making It in Washington which deals with serving as a political appointee, as well as his wife's biography, Wide Blue Ribbon, and an earlier leadership book, Lead On.
"Oliver uses successive chapters of this book to describe different aspects of Rickover's leadership style. To this end, his own experiences in senior business management after leaving the Navy lend credence to the topics he selects to discuss. At the end of each section he asks the reader various questions which might prompt them to apply Rickover's theories to their own workplace. Thus, Oliver shows how Rickover was quite ruthless with potential COs: if there were doubts about their abilities to shoulder the burden of responsibility they would be sacked. His nuclear captains had to demonstrate that they were aware of the need for continual improvement. He actively encouraged innovation and often preferred eager and thrusting young minds rather than experienced veterans. From a broader perspective, Rickover wanted the men who commanded these nuclear boats not only to accept the great responsibilities they held but also to be aware of the higher purposes they served."-Warship 2016
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