Managing Director & Partner
Troy Thomas leads Boston Consulting Group’s defense and security work for North America, and the firm’s space initiative globally. He is a core member of the Public Sector practice and an expert in the aerospace and defense industry. Troy is currently focused on positioning BCG to seize the opportunity presented by a new space age across the public and private sector.
Prior to joining BCG in 2017, Troy served in the White House (2013-2017) on the National Security Council as Special Assistant to the President for National Security Affairs, Senior Director for Defense Policy, and Director for Strategic Planning. He also served as senior advisor to two Chairmen of the Joint Chiefs of Staff and Director of the Chairman’s Action Group for General Martin Dempsey.
Troy retired from the Air Force as a Colonel, having led military units in multiple operations with service throughout Asia and the Middle East. He built and commanded an Air Force squadron that supported global intelligence and cyber missions in partnership with the National Security Agency.
Constant, enhanced connectivity—at less cost and with more capabilities—allows companies to offer new products and services that drive growth and create customer value.
Organizations can improve their agility and efficiency by making it clear which stakeholders own, veto, influence, and support crucial decisions.
In recent years, the labor market has experienced major talent gaps in technological and digital fields, specifically in government jobs. Upskilling and reskilling programs are key if government agencies hope to improve technological proficiency.
New agency leaders who connect the work their people do with the impact it has on citizens’ lives can motivate their employees, drive progress on critical priorities—and boost overall organizational performance.
To build momentum quickly, new government leaders must identify clear priorities and assemble a team with a strong component of civil servants.
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New leaders will be taking the helm of agencies across Washington, DC, early next year. Here’s how they can manage their transitions effectively.
The next several years will be a critical window for forging relationships, shaping regulations, and locking in business.
Defense agencies receiving a surge in COVID-19 stimulus funds must urgently adopt new patterns of procurement.
With no precedent to guide them, governments must create a strategy for reopening economic and social life. A graduated plan, governed at the national level and implemented at the local level, offers flexibility and opportunities for learning.
Platforms and procurement models are evolving rapidly, offering improved intelligence, surveillance, and reconnaissance capabilities to militaries and boosting a fast-growing market. To capitalize, defense contractors can’t rely on the business models of the past.