Brent Byng is a highly accomplished operations executive, senior military leader, and decorated U.S. Air Force officer whose career spans more than 27 years of leadership in both military and enterprise settings. Known for his ability to align strategy with execution, he has overseen large-scale organizations, directed multimillion-dollar portfolios, and guided teams to deliver consistent results in demanding environments.
As Commander of the 19th Special Operations Squadron, Brent modernized organizational processes and implemented data-driven solutions that improved efficiency and performance. He has a proven track record of leveraging analytics, simulation technologies, and process reengineering to streamline training systems and enhance operational readiness. His leadership in this role highlighted his ability to manage complex operations while graduating thousands of mission-ready operators each year.
Beyond his operational expertise, Brent played a critical role in shaping national security strategy. During his tenure as Special Assistant to the Chairman of the Joint Chiefs of Staff, he coordinated closely with senior defense leaders, White House officials, and allied partners. His contributions supported high-level diplomatic engagements and strengthened cooperation across more than 20 nations, reflecting his skill in navigating both policy and international relations.
Brent is also recognized as a mentor committed to developing future leaders. His academic background—featuring advanced degrees in operations management and military arts, and his ongoing pursuit of a Doctor of Strategic Leadership—complements his hands-on experience in leading transformation at scale.
With more than 2,000 flight hours, including extensive combat operations, Brent Byng brings vision, discipline, and innovation to every leadership role he assumes.
You’ve led organizations of different sizes and missions. What are the first steps you take when assessing a new team or operation?
The first step is always to listen and observe. Every organization has its own rhythm, and understanding that culture is essential before making changes. I look at communication patterns, decision-making processes, and how success is measured. I also spend time meeting people at every level to hear their perspectives. Once I understand the team’s strengths and challenges, I begin aligning them with the mission objectives. This approach not only builds trust but ensures that any strategic changes are grounded in reality rather than assumptions. Listening early leads to better decisions later and creates a stronger sense of ownership across the organization.
In your opinion, what distinguishes great leaders from good ones?
Great leaders are consistent in their values, transparent in their actions, and adaptable in their approach. They understand that leadership is not about control but about influence and trust. Good leaders can manage tasks, but great leaders build environments where people feel empowered to take initiative. They also communicate clearly, especially during uncertainty. Over the years, I have learned that authenticity is what earns long-term respect. Teams may forgive mistakes, but they do not forget dishonesty or inconsistency. The best leaders hold themselves accountable and create systems that allow others to thrive without needing constant direction.
You’ve introduced technological innovations during your career. How do you ensure technology enhances rather than complicates operations?
Technology should serve people, not the other way around. Before adopting new tools or systems, I assess the problem we are trying to solve. When I introduced simulation and virtual reality training in the Air Force, our goal was to reduce instructor burden and improve learning outcomes, not to replace expertise with machines. We measured every change through performance data and user feedback. In any organization, technology must integrate seamlessly into existing processes and support human performance. Leaders should remember that technology is a multiplier of efficiency only when paired with clarity, structure, and well-trained teams.
You’ve worked with diverse international partners. What are the most important elements of building global collaboration?
Global collaboration relies on respect, patience, and a willingness to understand different perspectives. In my Pentagon role, I worked with partners from more than twenty nations, each with its own political realities and operational priorities. Success depended on finding shared interests and building trust through consistent communication. I learned that relationships matter as much as results. Transparency about goals and expectations helps avoid misunderstandings. Leaders who approach international collaboration with humility and professionalism can bridge cultural and strategic gaps effectively. Global partnerships succeed when everyone feels their voice is valued and their contributions genuinely matter.
You’ve been known to emphasize accountability in leadership. What does that look like in practice?
Accountability starts at the top. When leaders take responsibility for outcomes, both good and bad, it sets the tone for the entire organization. In practice, accountability means being transparent with data, making informed decisions, and communicating results honestly. It also involves creating systems that track progress and measure effectiveness. I always make sure people know what is expected of them and that they have the tools to succeed. Holding myself and others accountable builds trust. It shows that leadership is not about authority but stewardship. People perform better when they know expectations are clear and consistent.
What are some of the biggest leadership misconceptions you’ve encountered?
One common misconception is that leadership is about having all the answers. In reality, leadership is about asking the right questions and empowering others to find solutions. Another misconception is that discipline and creativity cannot coexist. Some believe that strict systems stifle innovation, but I’ve seen the opposite. Structure provides the foundation that allows creativity to flourish safely. Finally, many assume that leadership comes with a title. True leadership is earned through credibility, not position. The most effective leaders inspire action because of who they are and how they treat others, not because of their rank or title.
You’ve seen organizations operate in high-stress situations. What strategies help teams perform under pressure?
Preparation is the most powerful stress reducer. Teams that train for different scenarios build confidence and adaptability. In special operations, we emphasized realism in training to ensure people could respond instinctively under pressure. The same principle applies to business. Leaders must set clear priorities and communicate them calmly, especially during uncertainty. Recognizing and managing stress early also prevents burnout. Encouraging short reflection periods, even during fast-paced operations, allows teams to reset. High-performing teams rely on trust, clarity, and preparation. When those three elements exist, people perform at their best, regardless of how difficult the environment becomes.
What motivates you most after nearly three decades of leadership and service?
What motivates me is seeing people grow and succeed. Whether in the military or business, my greatest satisfaction comes from watching others step into leadership roles and exceed their own expectations. I’m also motivated by continuous improvement. Every organization, no matter how successful, can evolve. The pursuit of excellence keeps me engaged because it is never truly finished. I also find motivation in purpose. Serving something larger than myself, whether it’s a mission, a team, or a cause, provides fulfillment that goes beyond personal achievement. That sense of contribution continues to drive me forward every day.
How do you see leadership evolving in the next decade?
Leadership will become more collaborative and data-informed. Future leaders will need to integrate technology with empathy, using analytics to support decision-making while remaining connected to their people. The pace of change will require adaptability and continuous learning. Hierarchies are flattening, and influence is becoming more distributed. Leaders who listen, empower, and communicate clearly will thrive in this environment. I also believe ethical leadership will gain even greater importance. As organizations grow more transparent, integrity will become a competitive advantage. The next generation of leaders will need to balance innovation with responsibility in ways that inspire long-term trust.
What personal principle guides you, regardless of the mission or organization?
The principle that guides me is integrity. Without it, no success lasts. Integrity means doing the right thing even when no one is watching and maintaining consistency between words and actions. Throughout my career, I’ve found that integrity builds trust faster than any strategy or system. It also simplifies decision-making. When leaders act with integrity, they attract people who share those values. That creates organizations built on reliability, respect, and purpose. Whether leading combat missions, managing training programs, or developing future leaders, integrity remains the foundation that sustains every meaningful achievement in my professional life.