QinetiQ US appoints Tracy Gee as its Chief People Officer (CPO), leveraging her three decades of human resources expertise to steer the company’s talent pipeline and organizational culture across the defense and national security sectors.
Gee takes the lead on crafting and implementing a comprehensive people strategy, one that empowers employees to deliver mission-critical innovation. She joins QinetiQ US during a period when the QinetiQ Group’s U.S. subsidiary actively expands its mission capabilities.
Tom Vecchiolla, President and CEO of QinetiQ US, emphasizes Gee’s impact, stating that her exceptional leadership and strategic vision proves instrumental to the company’s sustained growth. “Tracy’s proven track record of strengthening talent pipelines, developing people strategies, and fostering a high-performance culture enables us to attract, retain, and empower our exceptional people,” Vecchiolla affirms.
Before joining the defense innovator, Gee served as Chief People Officer and Head of the Center for Inclusive Governance at the National Association of Corporate Directors (NACD). She also developed significant HR leadership experience at major organizations, including Raytheon, Liberty Mutual, and Fidelity Investments. Gee holds an Advanced Certificate in Organizational Development and HR Management from Columbia University and the University of Michigan, building on her degree from Wellesley College. She also maintains membership in the Society for Human Resources Management (SHRM).
For Our Readers: Three Success Tips for Building a GovCon Talent Pipeline 🚀
The GovCon space demands constant innovation, and as QinetiQ US recognizes, people are the core asset. Leaders like Tracy Gee focus on building resilient cultures that support high-stakes missions.
Are you struggling to staff your next critical defense program? You must engage your team beyond traditional incentives. Here are three actionable tips for leaders looking to replicate success in talent strategy:
1. Define Your Mission’s ‘Why’: Simply offering a competitive salary isn’t enough. Your organization must articulate how its work directly supports the warfighter or national security objectives. Connect every role—from software engineer to program manager—to the high-impact mission. This sense of purpose attracts mission-driven talent who value contribution over compensation alone.
2. Prioritize Skill Agility: The nature of defense technology changes quickly. Invest in continuous learning and cross-training programs that develop T-shaped employees—deep specialists who also possess broad understanding. Encourage employees to pursue certifications and training relevant to emerging technologies like AI, CMMC, and zero-trust architecture.
3. Cultivate an Inclusive Culture: In the competition for scarce technical talent, companies must ensure their culture actively includes and empowers diverse perspectives. A diverse team solves complex problems faster and generates better outcomes. Implement clear, measurable goals for inclusive hiring and leadership development to ensure your firm taps into the full spectrum of available expertise.
