In GovCon, strategy is easy to discuss. Execution is where leaders prove themselves.
For over 25 years, Alka Bhave has built her career at that intersection, guiding organizations through growth, operational change and mission expansion across the intelligence community, Defense Department and federal civilian agencies. Now, as chief operating officer and national security general manager at Unissant, she’s focused on translating innovation into production, strengthening operating discipline and positioning the company for its next phase of mission impact.
In this Q&A, Bhave discusses the inflection points that shaped her leadership style, why operating rigor matters as much as vision and how Unissant is helping national security customers integrate advanced technologies such as AI into real-world environments where outcomes matter most.
Can you provide a brief overview of your professional background and career progression?
I’ve spent more than 25 years leading engineering, technology delivery, business transformation, and growth initiatives for the public sector. My career spans experiences with a variety of large, publicly traded and private-equity backed, and mid-tier non-profit and for-profit privately held companies. I’ve consistently been drawn to organizations at inflection points, where thoughtful operating models and strong leadership can unlock performance and mission impact.
Prior to joining Unissant, I served as President of Fearless Digital and earlier as Chief Operations Officer at Riverside Research, focusing on enterprise operations and positioning those organizations for sustained growth. Roles at Perspecta (now Peraton) and other firms allowed me to support complex missions across the Intelligence Community, Department of Defense, and Federal civilian agencies.
Unissant stood out for its clarity of purpose and disciplined approach to growth. I felt strong alignment with CEO Sumeet Shrivastava, and I saw tremendous opportunity to build on the foundation he’s put in place.
Why was this the path you chose, and how influential was it to your career?
I’ve always been motivated by work at the intersection of mission and execution. Early on, I recognized that strategy only creates value when supported by mission needs, operational rigor, and empowered teams. That insight guided my decision to pursue enterprise leadership roles where I could help translate vision into measurable outcomes for our customers. Each step reinforced the importance of clarity, accountability, and collaboration. These are principles that continue to shape how I lead.
Do you have a personal connection to the current mission you support?
I’ve long been inspired by the responsibility our industry carries in advancing national priorities, from strengthening security to improving how government serves citizens. The impact of that is tangible. Being part of organizations that contribute to those outcomes is both a privilege and a responsibility I take seriously.
What are your current top priorities and responsibilities? How do these relate to your company’s overall mission/growth strategy?
As both COO and General Manager of National Security, I am focused in parallel on strengthening Unissant’s operating model and delivering for existing and new National Security customers. I am proud to oversee our Solutions and Innovation Group, where we are focused on advancing our accelerators from lab to field and bringing innovations to market. These priorities support Unissant’s strategy of building a resilient organization capable of delivering differentiating outcomes while growing in the missions that matter most.
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 customers’ top pain points?
Unissant’s customers are navigating complex challenges balancing modernization and need to move at the speed of mission with security, budget realities, and evolving threats. They need partners and trusted advisors who can turn technology innovation into tangible mission impact and outcomes. We are leading the way in helping agencies integrate advanced capabilities such as AI into production in practical, mission-focused ways. This is our innovation at work.
How are you and your team planning to address/prepare for these opportunities?
We’re preparing along two tracks: intentional investment in talent, processes, and operating structures, and increased focus on our culture of innovation and mission-obsession. We are also deepening our understanding of customer priorities so we can anticipate needs rather than react to them.
How important is mentorship & networking in GovCon? Were they influential to your career?
Mentorship has been foundational to my career. Leaders who challenged my thinking and expanded my perspective helped prepare me for roles that stretched my capabilities. They leaned in and gave me opportunities to learn and grow and opened doors that I didn’t even realize existed. I am where I am today because of mentors, sponsors, and my leaders that actively supported my journey.
Networking is critical. In our industry, solving challenges is much about connecting the dots across all of those in our space to bring capabilities together. The relationships and partnerships are incredibly important.
What is something most people don’t know about you personally?
I am a mother of three beautiful human beings. The oldest recently graduated from college and started his career supporting the public sector. The next generation of Bhaves have arrived to GovCon!