John Arthur “Art” Hagler

Founded by Art Hagler, with thirty years experience in the Federal government and the Department of Defense, helping you solve problems and drive improved business operations within the Federal space.

In 1993, Art Hagler came to the Federal government through the Presidential Management Intern program (now Presidential Fellows program), having been drawn to public service out of a desire to be part of something larger than himself and to make a positive difference in the world. He rose rapidly through the ranks as his career progressed and was selected to the Senior Executive Service in June 2010. He most recently served as CFO of the Defense Logistics Agency (DLA), where his primary responsibilities included leading budget formulation and execution for the roughly $45 billion Defense Working Capital Fund, the $1 billion General Fund, and the $100 million National Defense Stockpile Transaction Fund. His focus included restoring fiscal solvency to daily business operations, improving cost management and transparency, as well as setting conditions to enable DLA to achieve audit readiness objectives. He led a geographically dispersed workforce of over 700 employees.


  • Jul 2019 to May 2023: Director DLA Finance / Chief Financial Officer, Ft. Belvoir, VA
  • Feb 2014 to Jul 2019: Director Resource Management, Army G-4, Washington, DC
  • June 2012 – Feb 2014: Director Military Personnel & Facilities, Assistant Secretary of the Army (Financial Management and Comptroller), Washington, DC
  • June 2010 – June 2012: Director Business Resources, Assistant Secretary of the Army (Financial Management and Comptroller), Washington, DC


  • MS, Strategic Studies, U.S. Army War College, Carlisle, PA, 2010
  • MPA, North Carolina State University, Raleigh, NC, 1992
  • BA, Politics, Wake Forest University, Winston-Salem, NC, 1989 (cum laude)


Hagler is a Raleigh, NC native and lover of the great outdoors. He has been an avid fisherman most of his life and gained a renewed appreciation for hiking and camping when his younger son became an Eagle Scout several years ago. Raising two sons was his highest calling and fondest accomplishment. He likes to travel and hopes to do more international travel in the near future. He is an aspiring golfer, though admittedly not great at this point. He enjoys a wide variety of music, from bluegrass to classical. Successfully navigating the transition from public to private sector and continuing to add value remains a major focus and priority.



Leading large and small teams, leveraging the DoD Planning Programming, Budgeting and Execution (PPBE) system to validate and resource sustainment requirements, managing general and working capital funds, cost management & transparency, budgeting, audit, financial metrics, applying technology to complex problems, and driving results.


Chief Financial Officer, Defense Logistics Agency (DLA), SES Tier III

July 2019 to May 2023
Led a team of over 700 geographically dispersed civilians who perform resource management functions for the largest Defense Working Capital Fund (DWCF) in the DoD (~$45B). Ensured fiscal solvency of the DLA DWCF while balancing readiness requirements in support of Service customers. Managed the DLA General Fund (~$1B), comprised of O&M, RDA, MILCON, and BRAC funds, and resourced the National Defense Stockpile Transaction Fund (~$100M). Also focused on cost management and transparency as well as setting conditions to enable DLA to achieve audit readiness objectives.

Director of Resource Management, Army G-4, SES Tier II

February 2014 to July 2019
Primary responsibilities included leading the Program Objective Memorandum (POM) process for Army sustainment programs, which included justification and defense of over $12B annually in appropriated funds for both base and wartime accounts. Provided oversight and control over resources dedicated to the operation of the Office of the Deputy Chief of Staff, G-4 and the Logistics Enterprise Support Agency. Other responsibilities included support for audit readiness and internal service contract management. Army sustainment programs are critical to the operational readiness of Army units and include such things as depot level maintenance and repair, Army prepositioned stocks, transportation and distribution, ammunition management, logistics readiness centers, and logistics information systems.

Director of Military Personnel & Facilities, Office of the Assistant Secretary of the Army (Financial Management and Comptroller) (OASA(FM&C)), SES Tier I

June 2012 to February 2014
Led a newly formed directorate, responsible for oversight of budget formulation and execution for the following appropriations: Military, Personnel, Army; Military Construction, Army; Army Family Housing (Operations and Construction); and BRAC. Ensured that defendable budgets were submitted in accordance with specified timelines and in accordance with OUSD(C) and OMB guidance. Defended resource requests before OUSD(C), OMB and Congressional staffs. Helped identify and reprogram available resources to meet higher priority Army requirements. Ensured proper internal controls were established where lacking. Led efforts to successfully clear a departmental material weakness related to active component permanent change of station moves.

Director of Business Resources, OASA(FM&C), SES Tier I

June 2010 to June 2012
Led resource management responsibilities for the Army Working Capital Fund (AWCF). Ensured that the Industrial Operations and Supply Management business areas of the AWCF had the resources and authorities needed to support the materiel readiness of Army operating units and the training base. Worked to ensure customer funds and business plans were synchronized, and that customer rates were set to bring accumulated operating results to zero for budget purposes. Participated in senior leader forums designed to integrate business operations with broader Army plans and to resolve emergent issues.

Resident Student – U.S. Army War College, Carlisle, PA

August 2009 to June 2010
Examined the conceptual, technical and interpersonal competencies required to lead and manage large complex organizations in the volatile and sometimes ambiguous world of the strategic leader. Analyzed key concepts in the study of war, national security policy and strategy, and obtained a better understanding of the relationships amongst military, economic, diplomatic, and information elements of national power. Analyzed the systems used to formulate and employ land power as required by COCOMs in response to strategic threats. Also conducted extensive research and wrote about national security implications of long-term deficit spending.

Multi-Disciplined Financial Analyst YC-3

May 2006 to August 2009
Chief, Military Personnel Division, Operations and Support Directorate, OASA(FM&C)
Served as appropriation sponsor for the Army’s largest peacetime appropriation, Military Personnel, Army. This appropriation supports the All-Volunteer Force by providing active duty pay, entitlements and incentives. Primary responsibilities included formulating, presenting, and defending budget requests (base and wartime), and managing current and prior year execution. Funds helped the Army meet manning goals by providing the right number of high-quality soldiers in the appropriate grades and skills to satisfy force structure requirements.

Supervisory Budget Analyst GS-15

November 2003 to May 2006
Chief, Industrial Operations Division, Business Resources Directorate, OASA(FM&C)
Led resource management functions for the Industrial Operations activity group of the AWCF, comprised of thirteen government-owned and operated facilities (maintenance depots, arsenals, ammunition production, and storage facilities). Primary responsibilities included formulating, presenting, and defending budget requests, setting customer rates, and monitoring and reporting on financial performance.

Budget Analyst GS-14

September 2002 to November 2003
Team Lead, Budget Division, Resource Management Directorate, U.S. Army Installation Management Command
Helped stand up a new Army command in this position.

Management Analyst GS-14

July 2000 to September 2002
Team Lead, Force Management Division, Deputy Chief of Staff for Resource Management, U.S. Army Materiel Command

Budget Analyst GS-14

February 1999 to July 2000
Team Lead, Program Integration Division, Deputy Chief of Staff for Resource Management, U.S. Army Materiel Command

Budget Analyst GS-12 to 13

March 1995 to February 1999
Business Resources Directorate, OASA(FM&C)

Budget Analyst GS-9 to 11 (Presidential Management Intern)

February 1993 to March 1995
Army Budget Office, OASA(FM&C)


Master’s Degree, Strategic Studies, U.S. Army War College, Carlisle, PA, 2010.
Master’s Degree, Public Administration, North Carolina State University, Raleigh, NC, 1992.
Bachelor of Arts, Politics, Cum Laude, Wake Forest University, Winston-Salem, NC, 1989.


Vanguard Senior Executive Leadership Program, 2021
U.S. Army Senior Executive Education Program: Advanced Course, 2017
Senior Acquisition Management Course, 2015
U.S. Army Senior Executive Education Program: Intermediate Course, 2014
LOGTECH for Executives, 2014
APEX – Mar 2012
Army Force Management – Dec 2011
SES On-Boarding Course – Aug 2011
National Security Management Course – May 2008
Federal Executive Institute, Leadership for a Democratic Society – April 2006


Exceptional Civilian Service Award, 2023
Distinguished Civilian Service Medal, 2019
Meritorious Civilian Service Award, 2014
Superior Civilian Service Award, 2009


DoD FM Certification, Level III, June 2016
Certified Defense Financial Manager, January 2003


TS-SCI (Held During Government Service)