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.

AREAS OF EXPERTISE

  • Presidential transition
  • Defense and security
  • Aerospace and defense
  • Corporate strategy and planning
  • Organization leadership and performance

EDUCATION

  • MA, organizational management, George Washington University
  • MS, strategic studies, National War College
  • MA, operational studies, School of Advanced Warfighting, Marine Corps University
  • MA, international relations, University of Texas, Austin
  • BS, United States Air Force Academy

Publications and Videos

How Purpose Can Empower Those in Public Service

How Purpose Can Empower Those in Public Service

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.
How Agency Heads Can Make the First 100 Days Count

How Agency Heads Can Make the First 100 Days Count

To build momentum quickly, new government leaders must identify clear priorities and assemble a team with a strong component of civil servants.
Getting Smart as a New US Agency Leader

Getting Smart as a New US Agency Leader

The US presidential transition has shifted into high gear. Here’s how incoming political appointees can gain deep insights into the vast organizations they will be heading.
Gearing Up for Day One of the New Term

Gearing Up for Day One of the New Term

New leaders will be taking the helm of agencies across Washington, DC, early next year. Here’s how they can manage their transitions effectively.
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The Race to Win the Drone Traffic Management Market

The next several years will be a critical window for forging relationships, shaping regulations, and locking in business.
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Stimulus Offers a Rare Chance for Defense Agencies to Buy Better

Defense agencies receiving a surge in COVID-19 stimulus funds must urgently adopt new patterns of procurement.
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How to Restart in the Wake of COVID-19

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.
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How ISR Tech Will Disrupt the Market for Defense Drones

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.
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Fixing the Talent Gap in Armed Forces Worldwide

Militaries are at risk of missing their operational targets. Three HR reforms from the private sector can ensure they have the people and skills they need.
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Beyond the beltway: How Federal leaders Can Engage Employees Working Across the Nation

85 percent of federal employees live and work outside the nation’s capital. With much of the responsibility for delivering on the missions of our government falling on employees working away from Washington, it’s critical that federal leaders master how to keep such a dispersed workforce satisfied and committed in their work.
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A Prescription for Better Performance: Engaging Employees at VA Medical Centers

How does employee engagement affect agency performance in the federal government? That’s what the Partnership for Public Service and Boston Consulting Group set out to understand in our latest issue brief, “A Prescription for Better Performance: Engaging Employees at VA Medical Centers.” Our analysis of data over a three-year period from nearly 150 medical centers operated by the Department of Veterans Affairs found that centers with stronger employee engagement had higher patient satisfaction, better call center performance and lower turnover among registered nurses.
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Four Steps to High-Impact Strategic Planning in Government

Now, more than ever, government needs a strategy. Unfortunately the public sector struggles mightily when it comes to strategic planning and execution. Action in four areas can remedy that.
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