How to Hire a CEO in Defense Technology: What Boards and Investors Should Look For

As Global Head of Research & Leadership Advisory at JRG Partners, I wrote this guide for boards and investors on how to hire a CEO in Defense Technology. The sector is a sector at the intersection of national security and commercial innovation, where autonomy, software, and dual-use technology are reshaping which leadership capabilities create value across primes, disruptors, and suppliers, and the CEO profile that succeeds in it is specific: a leader who can bridge commercial-technology innovation speed with defense-program rigor and compliance, credible with the Department of Defense and commercial capital alike, in a sector where new entrants are challenging incumbents.

The Defense Technology CEO Mandate in 2026

Before assessing candidates, boards should agree what the next three to five years demand. In Defense Technology, that context is shaped by three forces: Software, autonomy, and AI are transforming defense products and demanding technology leadership from the commercial world. New entrants and non-traditional acquisition are reshaping competition and the leadership profile. Program complexity, security clearance, and compliance requirements demand specialized operational and program leadership. The right CEO is defined by which of these the company must navigate most urgently.

What to Look For in a Defense Technology CEO

The profile that succeeds is a leader who can bridge commercial-technology innovation speed with defense-program rigor and compliance, credible with the Department of Defense and commercial capital alike, in a sector where new entrants are challenging incumbents. Concretely, boards should probe for defense program management and acquisition fluency; software, autonomy, and AI product leadership; security-clearance and compliance navigation; the ability to bridge commercial-technology speed with defense rigor.

Where Defense Technology CEOs Come From

The strongest candidates are drawn from defense primes and suppliers (program and operations depth); technology and software companies (for autonomy and software leadership); aerospace and industrials (engineering and program leadership); defense-tech startups and disruptors (innovation and speed). Boards should map all of these pools rather than defaulting to obvious internal or direct-competitor candidates.

The Board’s Role in the Search

A CEO search is the board’s most consequential act. The failure patterns are consistent: mandate ambiguity that surfaces at finalist stage, over-weighting charisma over the specific capabilities the sector demands, rushing or drifting the process, and neglecting rigorous referencing under time pressure. Boards that align on the mandate in writing, run a structured assessment, and reference beyond the candidate-supplied list consistently outperform.

Compensation and Closing the Defense Technology CEO

Compensation blends structured cash typical of defense with equity increasingly used to attract commercial-technology talent; software, autonomy, and AI leadership command steep premiums as the sector bids against commercial technology employers. The CEO package must reflect the sector’s ownership structure and the profile’s scarcity, and the close depends as much on the mandate’s credibility as on the number. Our Defense Technology executive compensation report details the benchmarks.

Related Defense Technology Resources

See also Defense Technology executive search guide, Defense Technology top 10 in-demand roles, Defense Technology executive compensation report.

Tanya Gallardo

Managing Director, Executive Search & AI Talent Strategy

Tanya Gallardo is the Managing Director of Executive Search & AI Talent Strategy at JRG Partners, leading C-suite and Board engagements across key growth sectors including Technology, Financial Services, and Manufacturing.

With over 18 years of experience specializing in disruptive technology leadership, Tanya is recognized as a leading authority on talent architecture for future-focused executive roles, such as the Chief AI Officer (CAIO) and Chief Digital Officer (CDO). Her expertise lies in accurately assessing the cultural fit and technical depth required to ensure a high return on investment (ROI) for critical leadership appointments.

Prior to her role at JRG Partners, Tanya held senior roles directing global talent acquisition strategies at a major publicly-traded technology firm, advising on organizational design and succession planning for emerging executive functions. She is a recognized speaker and contributor to industry events, sharing data-driven insights on executive compensation, leadership development, and the measurable business impact of C-suite talent.

Connect with Tanya to discuss your executive search needs.