Gavin Greene never followed a traditional career path — and he’s never wanted to. Over the past 24 years, he worked for companies of all sizes, developed strategic programs, managed key partnerships and helped drive growth across the board. What’s kept him motivated isn’t the title; it’s the challenge.
Now vice president of business development at ManTech, Greene brings his player-coach mentality to a mission-first national security company where listening to client needs and delivering high-impact solutions is the job.
“I have worked for companies of all sizes and learned many lessons in program management, business growth and corporate development,” he told WashingtonExec. “ManTech is a mission-first national security company, and I felt that my experiences are a unique fit and value to the company.”
A lifelong learner, Greene thrives in environments where the stakes are high and the mission is clear. At ManTech, he’s focused on winning for clients — solving their toughest problems with integrity, efficiency and purpose.
Below, Greene expands on his connection to the national security mission, current growth opportunities, top priorities and more.
Do you have a personal connection to the current mission you support?
The national security mission has always fascinated me. Growing up in Chicago, I was unaware of the relationship between the government and the private sector as partners in national security. Red Dawn was my favorite movie as a kid, so I wanted to help in any way I could! I had an internship in Washington, D.C. in college and loved the mission so much that I came back to DC for graduate school. I have been here ever since.
What are your current top priorities and responsibilities? How do these relate to your company’s overall mission/growth strategy?
I have one priority: Win. A win for ManTech is a win for our clients. I employ a bottoms-up approach – we first listen to our clients’ needs, then apply a strategy that solves their challenges with high impact solutions fueled by integrity, passion, and efficiency.
Where do you and your team see growth opportunities in your current field or portfolio you support, or what do you anticipate to be your clients’ top pain points?
ManTech is structured to address our clients’ pain points, and this commitment and approach will drive growth opportunities for us. Our practice areas meet our clients where they are and provide outstanding solutions for the challenges they face. Our core practices: Digital Transformation, Cyber Superiority, Data and AI, Mission Enablement and Readiness, and Intelligent Engineering. Coupled with client-facing experts who understand our clients’ missions, we proactively leverage our solutions to our clients. ManTech stands out as a company with the size and scale to deliver solutions to complex challenges and the agility to deliver best-of-breed technology.
How are you and your team planning to address/prepare for these opportunities?
We are a team that has grit and passion. Coupled with data driven decisions, we are poised to support our current and new clients in today’s dynamic environment. My diverse range of experience helps drive a culture that rapidly addresses change and empowers my team to pivot as client needs undergo rapid evolution.
How important is mentorship & networking in GovCon? Were they influential to your career?
Mentorship and networking are important in GovCon. I never had an “official” mentor but had people who looked out for me with empathy, patience and a willingness to teach. Because my journey was a non-traditional one, I soaked up what I could along the way. When I was in corporate development, for example, I Iearned from a seasoned professional who was a CEO of numerous companies and helped me gain a better understanding of corporate value.
What struck me was his passion for the mission, a common thread with other learning experiences. I have mentored people to the best of my ability, and I know it has helped drive their success. Instead of giving a black and white view, I outline the positives and negatives and encourage my team to use a structured decision-making approach.
What is something most people don’t know about you personally?
I am the number one air drummer the world has ever seen.