Heather Wilson, Astrion‘s Executive Vice President and Chief Human Resources Officer, blends strategic vision with deep service commitment. Her 25-year career, including roles at SAIC and Northrop Grumman, is built on designing talent-driven strategies that fuel growth, aligning with Astrion’s mission.
From Navy to HR Discovery
Wilson’s HR journey began unexpectedly after her Navy service. “It wasn’t a planned career move,” Wilson recalls, “but I quickly discovered a passion for helping both organizations and individuals thrive.” Temporary administrative roles sparked her passion. Military discipline and a mission-driven mindset became her leadership cornerstones. “The Navy taught me the importance of service and the power of a cohesive team,” she explains.
Building Talent Strategies
At Astrion, Wilson focuses on growth-oriented talent strategies. Her experience includes leading HR for 14,000 employees at SAIC and serving as Sector VP at Northrop Grumman. “What began as a practical job soon evolved into a fulfilling career as I realized the profound impact HR can have on both business success and personal development,” Wilson states.
A U.S. Navy veteran and Armed Services YMCA National Board Member, Wilson’s leadership reflects service and excellence. Her story is a testament to the power of adaptability, dedication, and a genuine passion for people. She’s not just managing talent; she’s building a culture of excellence that empowers Astrion to achieve its mission.
In our latest Faces, meet Heather Wilson.
Who is/was your biggest influence in the industry?
The mission has been the greatest influence in my career—there’s nothing more meaningful than contributing to the security of our nation and its allies. It’s a privilege to support work that safeguards the freedoms of my family, friends, and countless others. I’m deeply grateful to the leaders who believed in me, invested in my growth, and took a chance on me when they didn’t have to. Their trust and mentorship have left a lasting impact on me, and they continue to inspire me to do the same for others.
What’s your best mistake and what did you learn from it?
I stepped into a new HR leadership role during a significant organizational transformation. While I was excited about the opportunity, I underestimated the complexity of joining a team already knee-deep in change—new systems, evolving roles, and a heightened focus on cultural alignment. My natural inclination was to hit the ground running and start making decisions immediately.
In hindsight, I see that I didn’t take enough time to fully understand the existing dynamics, and some of my initial actions unintentionally disrupted work that was already underway. However, this challenge turned out to be one of the most valuable learning experiences of my career.
Instead of pushing forward on assumptions, I pivoted quickly—taking time to listen to my team, assess the organization’s immediate needs, and align my approach with the transformation strategy already in progress. This shift not only helped me build credibility and trust within the organization but also sharpened my ability to navigate ambiguity, align stakeholders, and lead through change.
The lessons I learned during that time proved invaluable as I progressed in my career. It gave me the confidence and skillset to take on even more complex transformations, eventually preparing me for a trajectory toward becoming a CHRO. Looking back, stepping into that role during a pivotal moment of change was a “mistake” that provided exactly the experiences I needed to grow and thrive.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My favorite part of working in HR for the defense and government contracting industry is supporting mission-driven employees who are deeply committed to national security and public service. It’s incredibly rewarding to design programs that empower this exceptional workforce while addressing challenges such as intense competition for talent, navigating security clearance requirements and ensuring compliance with complex regulations.
On the other hand, navigating strict regulations and the uncertainty of government spending and budgets can limit flexibility and create significant challenges for workforce planning and program continuity. To address these complexities, I prioritize proactive workforce planning, scenario modeling, and developing agile HR strategies that anticipate and adapt to shifts in funding and regulatory landscapes. By collaborating closely with compliance, legal, and finance teams, we can craft innovative solutions that balance operational flexibility with strict adherence to requirements. This approach not only ensures program continuity but also fosters employee engagement and aligns HR practices with both organizational goals and compliance standards.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
At the core of HR is a commitment to creating an environment where employees feel valued, supported, and appreciated—both in their roles and within the broader organizational culture. In an industry like defense and government contracting, where the stakes are high and the work is mission-critical, fostering a sense of safety and stability is essential. This involves building trust through transparent communication, ensuring robust compliance measures to protect employees, and creating programs that prioritize their well-being and development. As the Astrion and Axient workforces join together, these things are top of mind for me as an HR professional. When employees feel safe and supported, they are empowered to perform at their best and remain engaged with the mission.
How can HR most effectively demonstrate its value to the leadership team?
HR brings value to any organizational leadership by aligning people strategies with business objectives, driving measurable outcomes in talent acquisition, development and retention, as well as leveraging data to provide actionable insights. By building trust through transparent communication, fostering a culture of engagement and proactively addressing challenges ensures HR is seen as a strategic partner that directly impacts organizational success.
Where do you see the industry heading in five years? Or are you seeing any current trends?
The defense and government contracting industry is evolving rapidly and over the next five years, I see several key trends shaping its direction. First, there will be an increased focus on integrating advanced technologies like AI, machine learning and automation to enhance operational efficiency and address complex challenges. Workforce dynamics are also shifting, with greater emphasis on attracting and retaining talent, and creating flexible work environments to meet the expectations of a multi-generational workforce.
Additionally, the industry will likely see heightened competition for top talent due to the demand for specialized skills, particularly in cybersecurity and emerging technologies. Companies will need to invest heavily in upskilling and reskilling initiatives to remain competitive. Another trend is the push for greater sustainability and environmental, social and governance practices as government contracts increasingly prioritize these considerations. Overall, the industry is heading towards a more innovative and agile future.
What are you most proud of?
What I’m most proud of is seeing the incredible growth and success of many talented professionals over my 25+ year career. While my role is in hiring, mentoring, and coaching, it’s rewarding to know I contributed – even in just a small way – to their professional development. Watching them thrive and achieve their goals has been a privilege and is truly a testament to their hard work, dedication and potential. Their success continues to inspire me and reinforces the importance of investing in people.
Do you have any advice for people entering the profession?
Focus on building a strong foundation in both people skills and business acumen. Be curious, adaptable, and always willing to learn. Develop a deep understanding of your organization’s goals and remember that HR is about balancing empathy with strategy. Most importantly, build relationships based on trust and demonstrate your commitment to making a meaningful impact on employees and the business.
Anything else you’d like to add?
I’m deeply committed to bringing people together as a unified team, with a shared culture that promotes opportunity and leverages the backgrounds and skill sets of our people. At Astrion, we embrace humanity in everyone, valuing empathy, understanding and genuine connections. On the heels of Astrion’s recent acquisition of Axient, we are bringing together two companies and two cultures as one. By recognizing and respecting the unique qualities that each person brings, we cultivate a culture of kindness and mutual support. We continue to strive for a very supportive environment, ensuring that everybody inside our company can see a path to achieving their full potential.