STR Leadership & Management

Tell us a little bit about yourself. What’s your professional background, and why were you brought on to lead this team?

I’ve been working in the national security technology sector my entire career. My work has been mostly in the area of radio frequency sensors, processing systems and component technologies. I’ve had the opportunity to play multiple roles in different kinds of organizations. I’ve worked at large companies like Raytheon as an engineer, and I led project teams while at MIT Lincoln Laboratory. I created and led government-sponsored programs while at DARPA, and I’ve grown and led our organization at STR.

Each of these roles has been both rewarding and career-expanding for me. In my current role as CTO of STR, I have the pleasure of working with a talented team doing innovative and important work for our nation.
 

How would you describe your approach to leadership, and how do you plan on building team culture?

I think the best way to lead innovative high-performing teams is to play an active role in the work and to model the behaviors you expect from your team by employing them yourself. At STR, we have adopted the mastery, autonomy and purpose, or MAP, taxonomy to evaluate our team’s work experience. As leaders, we need to provide direction that not only leads to program success but also maximizes employee MAP.

What project or initiative are you most excited to tackle, and why? What impact does it have on the company or its customers?

In my role as STR’s CTO, I have the opportunity to get involved in many initiatives. We have over 100 active programs, so it’s difficult to devote my time to any one thing. Recently, I’ve been working to advance STR’s hardware-based products and products that provide capabilities as a service.