Kathy Warden was born and raised in Smithsburg, Maryland, a small town that helped shape the values she carries with her today. After graduating from James Madison University in 1992, she began her career at GE, Verizon, and General Dynamics before joining Northrop Grumman in 2008 as Vice President and General Manager of its Cybersecurity division. She went on to become President of the Mission Systems Test Sector in 2016, Chief Operating Officer in 2017, and, on January 1, CEO of Northrop Grumman.
I recently met with Kathy at Northrop Grumman’s headquarters in Falls Church, Virginia, to discuss her career, leadership philosophy, and the company’s impact on Maryland and beyond. As I reflected on our conversation, what stood out most was her thoughtfulness and her deep commitment to people and purpose. Enjoy!
Mike Gill
Chairman, Evergreen Advisors
Interview with Kathy Warden
Small Town Girl
MG: You grew up in Smithsburg, a town of about 3,000 people that is often recognized as one of the safest places in Maryland. What’s the secret?
KW: There are only 3,000 people, and they all know one another.
MG: You went from growing up in a small town to becoming CEO of Northrop Grumman. How do you think that experience shaped your character and values?
KW: I’ve thought about that quite a bit. In many ways, I’m still that small-town girl. Our values and character are shaped during those early years. Growing up in a place where people knew and trusted one another, and where character was defined by what you did rather than simply what you said, had a lasting impact on me. As you get older, you realize just how important character is to building strong relationships.
MG: Were you involved in clubs or other organizations in high school?
KW: I was involved, but I was also always thinking about what came next. During my senior year, I took college courses at the local junior college to earn credits ahead of time. I also interned at a law firm because I wanted to explore different fields. Those experiences helped shape my thinking about what I wanted to study in college. Once I got to James Madison, though, I changed direction entirely. I moved from pre-law to computer systems.
MG: Tell me about your family.
KW: I come from a very humble background. My parents worked traditional blue-collar jobs, and they taught me the importance of setting goals and working hard to achieve them.
MG: You and your sister were the first in your family to attend college, and you chose James Madison.
KW: My sister and I were the first in our family to go to college. She was older than me and, in many ways, helped show me the way. We both took those next steps because our parents were determined for us to have opportunities they hadn’t had themselves.
MG: If you could go back, would you change anything?
KW: No. I don’t tend to look backward or dwell on how things might have turned out if I’d made different choices. Instead, I try to learn from my mistakes and keep my attention focused on the future.
Here Come “The Dukes”
MG: How did you decide on James Madison?
KW: I knew very little about the college selection process. At the time, college counseling in Smithsburg was a very small operation. There was a computer in a room and a faculty member available to help. I remember not having many resources, so I relied on a brochure and compared the schools I was considering. I hadn’t even visited campus before orientation, but I was certain it was the right place for me.
MG: James Madison has grown into a nationally recognized university. What are a few of your favorite memories from your time there?
KW: James Madison is very student-focused. From the day I arrived, it was clear that the faculty genuinely cared about teaching and helping students grow. The experience went beyond the curriculum and the material in your major. It was also about learning to work with others and getting involved outside the classroom. All of those experiences contribute to a more well-rounded education. It was the perfect place for me.
Starting a Career
MG: You earned your MBA at George Washington University and worked for several great companies, including General Electric, Verizon, and General Dynamics, before joining Northrop Grumman. What did those early career experiences teach you?
KW: The first thing that comes to mind is the importance of taking a nontraditional path. I started at General Electric in its information services group, then moved between different business groups within GE to gain as much exposure as possible. That experience taught me that the path others take isn’t necessarily the right one for you. You have to be willing to pursue opportunities that you believe will broaden your experience and help you grow.
I eventually changed industries altogether and moved into aerospace and defense. After 9/11, I wanted my work to mean something beyond supporting a company’s business objectives. I was drawn to national security because I wanted to contribute to something with a broader purpose.
At the time, I thought I would eventually return to the commercial sector, but I never did. I developed a deep connection to the mission behind our work. When the opportunity at Northrop Grumman came along, it was an ideal fit. The company’s history, reputation, and values aligned with what mattered to me, and I knew I could be proud of the work we were doing. The opportunity turned out to be even greater than I had imagined.
MG: How did 9/11 influence you, your work, and your career?
KW: It gave my work a greater sense of purpose. I had always cared about the quality of what I did, but working in national security gave me a different perspective. My work was no longer just about the company. It was about other people and helping make the world a better place.
Northrop Grumman
MG: You joined Northrop Grumman in 2008 to lead its cybersecurity business within Information Systems. A lot has changed in cybersecurity since then. Tell us about those early days and where the business stands today.
KW: When I joined in 2008, we were in the process of bringing the business together. My role was to develop a strategy for turning a collection of capabilities into a thriving business. By working closely with customers across the intelligence community, the federal government, and the Department of Defense, we were able to do just that, both in the United States and globally. Today, we have the strongest cybersecurity business in the aerospace industry.
Leadership and Leading
MG: Let’s talk about leadership. As CEO of one of the world’s most important companies, what leadership qualities do you value most?
KW: I value strong ethics, integrity, and respect. Intellect is important, but it isn’t enough on its own to make someone a good leader. Leaders also need to bring energy and motivation that inspire others. And they can’t try to do everything themselves. The best leaders build teams that complement their strengths and compensate for their weaknesses.
MG: I recently read an article about leadership and the importance of being agile and embracing change. How do you think about those qualities at Northrop Grumman?
KW: Companies need to recognize how the world is changing and quickly determine how to turn those changes into opportunities. Speed and agility are essential to making that happen.
That can be especially challenging in a large organization. Multiple layers of management can create distance from customers and make it harder to see what’s happening on the ground. Leaders need to understand the environment, establish a clear direction, and then mobilize the organization to respond quickly.
MG: At Commerce, one of our themes was “Go Fast.” How do you think about speed?
KW: We talk about the speed of relevance. If the threat environment is changing and you have a great solution but deliver it a year or two too late, it may no longer be relevant. On the other hand, moving quickly to develop a solution that doesn’t actually solve the problem isn’t enough, either. It’s about matching the pace of innovation to what the environment demands.
MG: It seems like you went from business school to CEO of Northrop Grumman overnight. I’m exaggerating a little! If you were speaking to an MBA class at George Washington University and students wanted to know your “trade secrets,” what advice would you give them?
KW: I never set out with a plan to become CEO. It was a journey shaped by a series of experiences that helped me recognize and develop my potential. I continued to pursue opportunities that I believed would allow me to make a broader impact and contribute more to the organizations I worked for. I wasn’t choosing those paths because I thought they would lead to the CEO position. I was choosing them because I believed I could do more and make a difference. I was fortunate that those experiences ultimately led to being asked to lead such a phenomenal company.
Northrop Grumman and Maryland
MG: You and I met a little over three years ago, when the State of Maryland and Northrop Grumman were working together on several important programs. Northrop Grumman is one of Maryland’s largest employers, with nearly 13,000 employees across the state. What does the company’s investment in the community mean to you?
KW: Supporting the communities where our employees live and work is incredibly important. Northrop Grumman also works with hundreds of suppliers and spends hundreds of millions of dollars throughout this region.
We give back in other ways, too, including through charitable giving, volunteerism, and efforts to develop the next generation of the workforce. I’m proud that our employees actively support these initiatives every day. We see it as part of our corporate responsibility to be engaged, contributing members of the communities we serve.
Maryland has embraced Northrop Grumman through programs that give us opportunities to participate in initiatives that make our communities safer and better educated.
MG: In 2018, Northrop Grumman completed its acquisition of Orbital ATK, one of the company’s largest acquisitions in recent history. The deal also led to the formation of a new business group, Innovation Systems.
KW: The acquisition brought together another group of talented people who share our passion for innovation and making a difference. Orbital Sciences and ATK had come together four years earlier to form Orbital ATK. As they celebrated that milestone, we welcomed them into the Northrop Grumman family.
It was meaningful for those employees to see their legacy continue within a company that also places such a strong emphasis on innovation. Orbital ATK also had a significant presence in Maryland, which further expanded our footprint in the state.
Education and Partnering
MG: Northrop Grumman has a long history of partnering with colleges and universities. Your relationship with UMBC and its former president, Freeman Hrabowski, has been particularly impressive.
KW: When we partner with colleges and universities, we want the relationship to benefit both sides. There are many ways to make that happen. We want students to learn from their interactions with Northrop Grumman employees, whether through curriculum development, campus activities, or other opportunities.
We may also provide financial support that helps universities expand their research and innovation. At UMBC, we particularly value the work we do to help incubate small businesses and startups, giving them an initial introduction to potential customers.
All of these efforts work together to create an ecosystem that encourages students to pursue fields where we have specific workforce needs. We want students to succeed in their education and have the opportunity to begin their careers with a company like ours or with a smaller business.
Ultimately, the partnership must benefit the university and the company, but most importantly, the students. Freeman has been a wonderful partner because he shares our commitment to student success.
MG: Northrop Grumman is also deeply involved in K–12 education.
KW: We need to inspire students as early as fourth and fifth grade to become interested in math and science and encourage them to pursue the certifications or degrees that can lead to careers in STEM. It’s important that we reach students from diverse backgrounds and show them that these career paths are accessible to them.
MG: What does Northrop Grumman do to encourage children from lower socioeconomic backgrounds to consider careers such as engineering?
KW: We have a number of initiatives that bring our employees into local communities and schools. Our employees can serve as role models and help students see what’s possible.
MG: You have two wonderful sons, and your oldest was preparing to start college in the fall. Your husband is also a James Madison graduate. When you’re off duty, how do you like to spend your time?
KW: We love to travel and spend time boating. We have a real affinity for the Chesapeake Bay and the Eastern Shore. Once you cross the Bay Bridge, it feels like you’ve entered a different world. We love the people and the environment.
I’m also a soccer mom. I love playing soccer with my boys, and I enjoy watching them play, too.
Special Sauce
MG: Northrop Grumman is a remarkable company. You’ve been there for eleven years and now hold its top leadership position. What’s Northrop Grumman’s “special sauce”?
KW: It’s our people and the values they demonstrate every day. We care deeply about our customers’ missions. If you talk to Northrop Grumman employees, you’ll hear the same thing. They find a deep sense of purpose in protecting the men and women who choose to serve our country.
What makes this company special is having so many people who share that commitment. We also have innovation in our DNA. From our earliest founders, including Jack Northrop and Leroy Grumman, to the many companies that have come together to form Northrop Grumman today, our people have always shared a vision and passion for innovation.
MG: Last question. It’s 2030. What will have changed at Northrop Grumman?
KW: The world around us will have changed significantly. Our objective at Northrop Grumman will remain the same: to ensure that the United States and our allies have the technology they need to thrive, protect their citizens, and defend democracy. We will continue to focus not only on global security but also on advancing humanity in a rapidly evolving world.
Have questions about the interview or want to discuss any of the topics covered? Get in touch with our team today.