Deborah Lee James has a three-decade track record of leading, transforming, and driving lasting results in the Legislative and Executive branches of Government (U.S. Air Force, Department of Defense) and private industry (SAIC, United Technologies Corporation, Business Executives for National Security).
Deborah served on a number of non-profit Boards of Directors including the Atlantic Council, USO, and PenFed Foundation, where she chaired the Advisory Board. She also worked extensively with the SAIC Board of Directors, particularly on matters of reputational risk management.
Through January 2017, Deborah served as the 23rd Secretary of the United States Air Force with responsibility for 660,000 military and civilian personnel and a budget of nearly $140 billion. Prior to this role, she served as President of SAIC's Technical and Engineering sector, a $2 billion, 8,700-person enterprise. Deborah has deep expertise in strategic planning, risk management, public policy, cyber security, logistics and innovation.
As Secretary of the Air Force and as a business leader, Deborah was charged with talent management; readiness and training; technology and modernization; and making her organizations as efficient as possible. She also traveled extensively overseas –visiting more than 40 partner nations during her most recent tenure in government. She offers up to the minute commentary on the Washington budget scene and topical issues in national security and foreign policy. In the following clips (labeled Readiness, Women in the military, Foreign Policy and Acquisition reform), Deborah talks about controversial topics including –the readiness of today’s armed forces; sequestration; opening combat jobs to women in the military , making the acquisition process more efficient and countering the threats posed by ISIS (Daesh) and Russia.
Over the course of her 35 year career, Deborah has developed insights and lessons learned –from business and policy successes and failures. Among them: “Establish goals and priorities, but be prepared to zig zag. At least 50 percent of effective communications is listening.” And “You can and should compromise on most things, but never integrity.” Her problem solving approach—which she outlines with personal case stories from business and government—includes: investigate, communicate, activate, and follow up. In the following clips labeled setting priorities and inspirational), Deborah discusses a few lessons learned in leadership in the attached clip.
A key part of talent management in today’s business, academic and business environment is improving policies for diversity and inclusion. Why? All organizations are in a war for talent and need to recruit from the widest pool possible of qualified individuals to join their ranks. All organizations also seek innovation, which in large part stems from diversity of thought. In the following clip (labeled D&I) Deborah outlines the business case for diversity and inclusion and offers examples and implementation advice from both her industry and government experience. Deborah can also offer personal experiences on how to achieve a successful work/life balance and how a woman can successfully navigate in a male dominated environment.