The finalists for WashingtonExec’s Pinnacle Awards were announced Oct. 8, and we’ll be highlighting some of them until the event takes place virtually Nov. 12.
Next is National Security/DHS Industry Executive of the Year finalist Jim Moos, who’s president of the Civil Group at Leidos. Here, he talks achievements, future focus areas learning from failure and more.
What key achievements did you have in 2019/2020?
I’m proud to be part of a great team that led several important initiatives this year, including the successful $1 billion acquisition of L3Harris’ Security Detection and Automation businesses in May 2020. That stands out as a pivotal achievement.
Leidos was already a leader in providing security detection solutions before this acquisition. Now, we are expanding our portfolio to include fully automated and integrated security technology solutions for aviation, ports, borders and critical infrastructure customers around the world. We have more than 24,000 security detection and automation products deployed in more than 120 countries and territories. This reaffirms our commitment to securing travel and trade globally.
Within the Leidos Civil Group, we’ve guided teams to several key contract wins and accomplishments. This includes awards from U.S. Customs and Border Protection to provide a high-energy rail infrastructure inspection system and the Department of Energy’s Hanford site infrastructure and services. In addition, we continue to support the Federal Aviation Administration’s air traffic control systems with several contract wins.
I am proud to lead this team and be part of the important work they are doing for our customers every day.
What are you most proud of having been a part of in your current organization?
In Leidos’ Civil Group, we have nearly 9,000 talented employees who are committed to our customers’ missions globally. I’m inspired by watching them develop and deliver transformative solutions in mission IT, security, software, engineering and operations to support our customers’ missions.
In my role, I’m responsible for establishing the strategic direction and creating a culture that embodies Leidos’ core values of inclusion, integrity, innovation, agility, collaboration and commitment. I’m incredibly proud of the comradery I see across my organization and the work we do with our customers to make the world safer, healthier and more efficient.
What are your primary focus areas going forward, and why are those so important to the future of the nation?
Leidos’ Civil Group is focused on modernizing infrastructure, systems and security for both government and highly-regulated commercial customers. Our teams are developing mission-oriented software systems for air traffic control. In addition, they are working to ensure our federal customers, including NASA, have modernized and secure enterprise IT and to create the airport of the future — both domestically with TSA and abroad in the United Kingdom, Europe and Asia-Pacific.
In the wake of the COVID-19 pandemic, this focus is more important than ever before. For example, we are looking to transform security checkpoints that are fast, frictionless and fully-automated in order to keep both security agents and travelers safe and healthy. This includes developing innovative systems to protect and clean surfaces at security checkpoints and deploying the use of advanced artificial intelligence algorithms to limit the number of pat-downs required. Our security detection team is delivering solutions that offer the highest levels of convenience and health standards without sacrificing safety and security.
We are also working with key federal customers to modernize enterprise IT systems and develop mission-centric software applications. As we look to the future, we see increased reliance on cloud solutions, mobile workforce and enhanced cybersecurity. Our customers take on the toughest challenges. Working hand-in-hand on those challenges, my team leverages Leidos’ core technical strengths to develop innovative, mission-oriented solutions.
How do you help shape the next generation of government leaders/industry leaders?
Throughout my career, I’ve always been focused on supporting and developing future leaders. I established the Emerging Leaders program within Leidos’ Civil Group. There, we identify the next generation of leaders and help them grow in their careers. These up-and-coming leaders get the opportunity to learn more about the business, network and hone new skills.
Mentoring is important and I’ve dedicated time to providing guidance at each stage in my career journey. Over the course of two years, I work with a small group of next-generation leaders to support their ongoing professional development and career growth.
In addition, having started my career in the U.S. Navy, I put a special focus on supporting career development for veterans. I’m heavily involved as an executive sponsor for the Leidos’ Military Alliance Group to inspire other veterans across the company.
What’s one key thing you learned from a failure you had?
Selecting the right talent for the right role – and doing that at speed – is key. At one point in my career, I didn’t act fast enough to identify and attract the talent needed to be successful in a specific leadership role. That situation taught me the importance of finding the right talent and guided my decisions moving forward.
Being able to align an individual’s skills to their role and doing so in an ever-changing and fast-moving industry is no easy task. However, it’s a critical task to creating a leadership team that will enable success.
Which rules do you think you should break more as an industry leader?
I’d like to see more conversation and open discussion between industry and government leaders. There needs to be more up-front dialogue on agency goals, missions and requirements so that industry leaders can better address the customers’ needs and develop customized solutions. Often, blackout periods or formal processes can impede this dialogue. With increased channels of communication, I envision leaders across the government could spur rapid innovation.
What’s your best career advice for those who want to follow in your footsteps?
Recently, my leadership team went through a thoughtful and collaborative exercise to define three core leadership tenets. I often offer those for career advice for others.
First, be a student of your role. Throughout my career, I have never passed up an opportunity to listen and learn from those around me.
Second, act to include and inspire. Being a leader is not equivalent to being the only voice heard. Instead, seek to be inclusive of diverse viewpoints and inspire those on my team to build a culture of collaboration. Finally, operate with drive and purpose.
As I guide the Civil Group’s overall strategy and vision, it’s important to be thoughtful in each decision. I encourage others to apply this same approach to wherever they are in their careers and act with the end goal in mind.