The finalists for WashingtonExec’s 2024 Pinnacle Awards were announced Sept. 20, and we’ll be highlighting some of them until the event takes place live, in-person Nov. 21.
Next is James Kennedy, executive director of government security at Boeing Defense, Space & Security, and finalist in the DoD Executive of the Year, Public Company, category. Here, he shares his top focus areas going forward, career advice and more.
What are your primary focus areas going forward, and why are those so important to the mission?
I’m focused on key areas like transition, culture and engagement to build a best-in-class security organization. Earlier this year we began the transition from a geographic structure to align with the business, giving each division a single point of presence while enabling stronger collaboration. This move was key to embed Security within each business providing value added solutions that tear down barriers, remove obstacles and become a differentiator that enables our customers (internal and external) and their missions. Outreach and engagement are critical to maintaining relationships with our internal and external government customers. Most importantly, our employees deserve the best and we will continue to build a unified culture and talent management plan that will provide them the support and tools they need to be successful. Being strong in these areas is critical to our success.
What is your best career advice for those who want to follow in your footsteps?
As you navigate your career, one of the most valuable things you can do is be authentic. This means being your true self, not just when it’s convenient but all the time. When you lead with authenticity, you earn people’s trust and respect because they can see that you are genuine. This foundation is critical to long term success.
Fun Fact: What is something about you that most people do not know? (Hobbies, passions, etc?)
Something fun people may not know about me is that I’d love to write a book! I envision sharing a guide to new leaders on how to build and lead high performing teams. I have been in this industry for over 4 decades and I’d love to share what has worked (and maybe what didn’t) to grow the next generation of leaders.