Fred Payne leads Navanti Group at a moment when GovCon leadership demands more than growth for growth’s sake. As CEO, he has spent the past decade turning the company into a prime contractor with durable capabilities across national security, defense and enterprise operations. From early roles at Lockheed Martin to guiding Navanti through strategic partnerships, acquisitions and scale, Payne’s career centers on disciplined execution and mission impact.
In this Q&A, he shares how that path shaped his leadership, where he sees the next wave of opportunity in GovCon and what it takes to build teams that perform when the stakes are highest.
Can you provide a brief overview of your professional background and career progression?
My career spans national security, defense contracting, and enterprise operations across nonprofit, Fortune 100, and government-focused organizations. I began at Lockheed Martin, where I rotated through finance, operations, and international acquisition integration roles, supporting senior executives responsible for portfolios exceeding $500 million in annual revenue. That experience established a foundation in disciplined execution, compliance, and decision-making at scale.
I joined Navanti Group a decade ago, initially serving as Chief Financial Officer, with a mandate to strengthen operational rigor, financial transparency, and growth readiness. In that role, I helped expand revenue verticals, mature governance, and position the firm for larger, more complex contract vehicles. In 2018, I assumed the role of Chief Executive Officer to lead the organization through its next phase of growth, scale, and mission impact.
Over the past 10 years, I have focused on transitioning Navanti from sub to prime contractor, executing strategic partnerships and mergers, and building durable capabilities aligned to national security missions.
Why was this the path you chose, and how influential was it to your career?
I chose this path to stay close to mission-critical work while building teams that can perform under pressure. I saw early that outcomes break down when purpose, process, and people are misaligned, regardless of intent. Executive leadership gave me the ability to design and lead organizations where teams are aligned, accountable, and equipped to execute. That focus on building durable, high-performing teams has been central to my career and continues to shape how I lead.
What are your current top priorities and responsibilities?
My top priorities are organic and inorganic growth aligned to mission execution. I drove organic growth by positioning Navanti on scalable contract vehicles such as OASIS+, GSA MAS, Seaport, and other IDIQs that enable consistent competition and expansion. In parallel, I pursue inorganic growth through strategic partnerships, joint ventures, and targeted acquisitions that extend capabilities and strengthen mission delivery.
Where do you and your team see growth opportunities or customer pain points?
We see growth opportunities in two areas. First, generating access to primary data in developing countries where reliable information is limited but essential to decision-making. Second, training and preparing the next generation of warfighters to operate effectively while embracing cutting-edge technology. Both address a core customer pain point: the gap between available data, human capability, and operational readiness.
How important is mentorship and networking in GovCon?
Mentorship and networking are essential in GovCon. Staying in touch with former colleagues is critical, as relationships compound over time and directly affect trust and opportunity. I also participate in STEM efforts focused on the next generation, which creates durable connections with like-minded professionals committed to mission and capability development.
What is something most people don’t know about you personally?
I am focused on outcomes, and I manage by aligning purpose, enforcing disciplined process, and investing in people who can execute. That includes using AI deliberately, informed by formal training, to reduce friction and improve decision quality rather than chase novelty. That focus shapes how I lead teams and how I measure success.