A Word from the Board
KBR is fortunate to have an outstanding lineup of experts with extensive experience in numerous fields and industries serving on our board of directors. These individuals not only work together to help guide our business strategies, monitor performance, evaluate risk, conduct oversight and much more — they’re also fascinating people! This quarter, we’re pleased to introduce you to retired United States Air Force Lieutenant General Wendy M. Masiello, who brings more than three decades of strong government and defense experience to our board.
Lt. General Wendy M. Masiello, United States Air Force (Retired)
KBR Board of Directors Service: 2+ years
KBR Board Committees: Audit Committee and the Health, Safety, Security, Environment and Social Responsibility Committee
Birthplace: Lubbock, Texas, USA
Lives in: Alexandria, Virginia, USA
Area(s) of Expertise: Systems acquisition and sustainment, contract management, consulting in the defense, federal and public sectors
Favorite Hobby or Leisure Activity: Long walks —in the sun, rain or snow. I love the fresh air.
Favorite Place(s) You’ve Visited: Italy. I’ve been to 49 U.S. states. I’ve visited numerous countries in the Asian-Pacific region (including Wake Island), South America, the Middle East and Europe. So far, the one place I didn’t get enough of was Italy.
Favorite Book or Movie: The past several months I’ve been obsessed with Louise Penny’s Chief Inspector Gamache book series. The writing is clever, interesting and well-constructed. It’s as much about people as it is the cases, and reminds me to not confuse intelligent, compassionate leadership for naivete.
Read Lt. General Masiello’s full biography.
What drew you to service in the military?
I wanted to be part of something bigger than myself. If I could in some small way contribute to the security of our nation, I wanted to do so.
What prompted your interest in areas such as contract management and acquisitions?
I couldn’t fly (bad eyes), nor did I really want to, and I was a business management major at Texas Tech University. So, something in acquisition or contracting seemed to make sense. Once in, I was all in. There is nothing more fulfilling (although often frustrating) than finding, buying and delivering world-class capability to ensure our nation’s defense.
From a bachelor’s degree in marketing to attaining the rank of three-star general, your career has had quite a trajectory. What’s a highlight of which you’re particularly proud?
In the early 2000s, the Department of Defense (DoD) found itself spending more dollars for services than for products. Congress challenged DoD to rethink how it did services acquisition and I was tapped to do that for the Air Force. I had a small but mighty team of 22 people, and we rewrote services acquisition for the Air Force, taught nine major Air Force commands new techniques for managing their service dollars and acquisitions, and laid the groundwork for what became known as category management now practiced at the Air Force level. The approach allowed commanders to redirect as much as 30% of their yearly budgets to higher priorities and save 25 to 30% in major service acquisition by better defining their requirements. And, ultimately, it became the model for DoD service acquisition. What made it work? We had the opportunity to truly start from scratch, we had leadership support in the process, and we listened as we went to make it better with each iteration.
In 2021, KBR is reinforcing its focus on people. How is the HSSE and Social Responsibility Committee helping hone that focus?
KBR has long recognized that people are at the heart of everything it does. It has been hugely successful in its health, safety and security programs, but the 2021 people shift focuses on creating the conditions in the workplace for all of KBR’s people to flourish in their careers. The committee strongly advocated formalizing KBR’s stated people programs with corporate leadership commitment and measurable objectives, and KBR jumped on it. In early 2020, we hired Jenni Myles as KBR’s Chief People Officer. While Jenni’s efforts were somewhat constrained by the pandemic effects, she did not let a moment lapse in shaping a plan for KBR’s people. Already, the entire HSSE portfolio has expanded from three focus areas to ten pillars in its sustainability oversight structure. Five of those ten pillars are people focused — Health, Safety & Security; Governance; Inclusion & Diversity; Community Engagement; and Risk Management. KBR has assigned champions for each pillar and put a governance structure in place, led by a Global Sustainment Committee chaired by the CEO. Under Stuart’s leadership, I believe Jenni is rapidly shaping a powerful and empowered bright future for KBR’s people.
KBR recently announced its commitment to achieving net-zero carbon emissions over the next decade. Why is this commitment, and a strong commitment to sustainability, so important for our business?
KBR is a global company that operates in two strong realms — Government Solutions and Sustainable Technology Solutions. I think there is no better way to demonstrate company commitment and understanding of net-zero emissions than to “own it” at a corporate strategy level and at a personal level within the company. When I was in government acquisitions, I was skeptical of companies that wanted to sell me ideas and products which they did not use or embrace themselves. KBR’s announcement of its net-zero carbon emissions objective says to the world, “We’re walking the talk, and we can show you how to do it too.”
What are some examples of how you see KBR leading by example to be more socially and environmentally sustainable?
Zero Harm and Courage to Care are a huge part of KBR’s culture, and reflect its commitment to the safety of its people and our planet. This theme permeates everything the company does and every decision it makes with an objective to support economic, social and environmental advancement. From its industry-leading Zero Harm safety performance to the One Ocean global campaign to develop a worldwide environmentally sensitive talent pipeline, KBR continually impresses me with its forward-thinking initiatives. Whether it’s adding resources for employees to proactively take charge of their health and well-being, rapidly adopting environmentally and people-friendly long-term work standards in the wake of COVID-19, or investing in technologies that provide safer and more sustainable options for customers, KBR’s culture of continual improvement, intellectual curiosity and walking the talk establishes a sustainable path for its people, its customers and our planet.
We recently introduced our Zero Harm Commitments as part of our new “Making It Count” sustainability campaign. Did you make individual commitments of your own, and if so, why did you select them?
I stopped buying bottled water last year and now use a refillable bottle every day. I cut the plastic six pack rings that held my husband’s Diet Coke bottles so no creature can get caught. I turn off lights in rooms if they’re not being used, use fans to circulate air and reduce energy use, and now make more deliberate decisions about what electronics need to stay plugged in. We have geothermal heating and cooling in our home. I mentor a diverse group of professionals and value the insights and perspectives I learn in the process. As a board member for a number of companies and associations, I strive to make a difference for people and our environment in my governance responsibilities. Why these? No grand reason. They are all day-to-day decisions that matter for someone or something. They seem to be the right things for us to do — and the list keeps growing. Most recently, we’ve started seriously talking about electric and hybrid cars in our five-year plan. “Making It Count” is a journey.
All over the world, people are still feeling the effects of the pandemic. How have you and your family handled this challenging time?
While my 84-year-old father spent a few days in the hospital, my family has pulled through any COVID encounters and all are queuing up for vaccinations as their turns come up. While the pandemic has certainly changed our everyday behaviors, we’ve worked hard to find the good in the experience. My husband, Tom, and I have nearly exhausted all Netflix offerings while becoming master Zoomers. We regularly Zoom with our friends and families — which is actually a neat way to get together more often, even once the pandemic settles down. Tom and I have also looked for ways to contribute to those who might be struggling. We’ve been deliberate about supporting our local small business retailers and restaurateurs through online ordering and take-out meals, or by carefully honoring COVID mask and distancing guidelines when visiting in person. We want our local small businesses to know how much we appreciate them, and we feel very strongly about contributing to our local economy as best we can.
