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Alexis Bonnell
"Sometimes the most transformative chances come through unexpected windows. You just need the courage to step through them.
Growing up, my father taught me that true leadership wasn't about being in charge – it was about being in service.
He lived this every day as a public servant, and it left an indelible mark on me. Now, at the Air Force Research Lab, I carry that same spirit.
People often ask me why I chose government service. I tell them about the time we deployed our first artificial intelligence (AI) language model. There was this young airman who had been spending hours each day on repetitive tasks, time that could have been spent on critical mission work. When we introduced the AI assistant, I saw her eyes light up. She told me, “This just gave me back hours of my day.”
That's what drives me. The problems we tackle here aren't just technical challenges – they're human ones. When you're working on technology that could help defend your nation or make a service member's job easier, the stakes feel different. It's not about quarterly earnings or market share; it's about people and purpose.
The truth is, public service gives you a front-row seat to some of the most complex challenges facing our society. When we successfully deploy a new capability, we're not just hitting a milestone – we're potentially changing how our entire defense apparatus operates. That responsibility keeps me up at night, but it also gets me out of bed every morning.
My father used to say that, “the measure of a life well-lived isn't in what you gain, but in what you give.” In government service, I've found a place where I can give my all to problems that matter. Whether it's developing cutting-edge AI systems or modernizing our digital infrastructure, every project is an opportunity to serve something bigger than myself.
And that's what public service means to me – it's about showing up every day, ready to tackle the hardest problems, knowing that your work might just make a difference in someone's life or contribute to the security of our nation. It's not always glamorous, but it's always meaningful.
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As both CIO and Director of Digital Capabilities at the Air Force Research Lab, I often think about what it means to be an Authorizing Official. It's a role that's sometimes viewed as the villain in innovation stories - the person who has to say “wait” or “no” for security reasons. To me, I saw an opportunity to reimagine this position. I chose to approach it differently, focusing on how to enable innovation while ensuring security.
My role is like wearing multiple hats. Sometimes I'm a bus driver, deciding which strategic direction we're heading - whether that's toward AI, cloud computing, or other technologies. Other times I'm a chef, working with an incredible team of other chefs to provide the technological nutrition our workforce needs.
Most importantly, I need to be a champion for our people. When we launched our AI initiatives, I saw too many talented public servants doubting themselves. That's when I realized my role wasn't just about technology - it was about believing in people's capacity to adapt and excel.
I've learned that everything we do tells a story. When we trust someone with a security clearance or put them in charge of million-dollar equipment, but hesitate to trust them with new technology tools, that sends a message. My goal has been to flip that narrative and say: “You're already making critical decisions every day. You've got this.”
Because at its core, public service isn't about the tools or technologies - it's about people coming together to serve a greater purpose. Our job as leaders is to support that mission by believing in our people's abilities and giving them the resources they need to succeed.
My journey to public service began with an unexpected phone call. I was working in the private sector, focused on helping companies transition from brick-and-mortar to digital operations when I received a call from a United Nations (UN) executive. He'd been speaking with a mutual friend who recommended me for a position. When he mentioned the UN, I was candidly skeptical about the organization's effectiveness. Instead of being put off, he appreciated my perspective and desire to make things better. We had a thoughtful discussion about opportunities for improvement and positive change.
Being young and ambitious, I set some bold conditions - I wanted to meet with senior leadership and verify their commitment to transformation. The very next day, a FedEx envelope arrived with a ticket to New York. The executive's commitment to swift action and willingness to engage with new ideas impressed me deeply. I flew to New York and spent three hours with the UN's executive director discussing challenges and opportunities. I saw an opportunity to learn and make a difference. That decision launched my career in public service and I’m now Chief Information Officer at the Air Force Research Lab.
I learned that while most of us look for opportunities through conventional doorways, sometimes the most transformative chances come through unexpected windows. You just need the courage to step through them.
