Highlights for the Air Force New Technology Officer | Federal News Network

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The Air Force has a new technology officer. In August, Jay Bonchi (see) took over his first leadership role in Aimei as a technology executive. He will take over from former long-serving CTO-Fran ኮo Conniezeni, who retired earlier this year. Mr. Bonchi joined Federal Drive with Tom Temin And the Federal News Network Jared Serbu To talk a little bit about the technology challenges facing the Air Force, and what it intends to achieve on the ground

Jared Serbu: Jay, thank you for taking the time and congratulations on your new place. If I am wrong, you will correct me, but I do not think that the position of the Air Force CTO is really legal or restricted. So you and the Air Force and Air Force CIO have the right latitude to decide what to do. So what is the answer to this question so far? What is the position of Air Force CTO, and how do you want to deal with it?

Jay Bonchi: First of all, thank you, it’s a great opportunity, I’m very happy to be here. I really believe that the Air Force is in the right place at the right time, not only from a structural point of view, but also from a cultural perspective, to help move the department forward. I am working on some amazing things that will change our response to the problems in the world, and being chosen for Him is an incredible honor. That means you are right. The CTO position is correctly opened here, as it is known here in the CIA office, or in SAF / CN. What we have chosen to focus on is creating a kind of technical roadmap for Enterprise IT in the Air Force. And the goal is to allow that roadmap for us to know the various technical applications that are being implemented for Enterprise IT across the class. This will help us to get more involved on the road, to help the context of the pilots, to really help us, like the words of a commanding officer, to prioritize what we truly follow without compassion. There is no limit to the demand for IT, so we need to focus and dig into the areas that really have the greatest impact. And so, we hope that this roadmap product will be the key light source to help us determine where our financial support should be a priority and which technical steps to take. So we are very happy to have that together. It does not look like real analog elsewhere. And so I think we are really leading the way in which we intend to drive connections in those services.

Jared Serbu: And you wrote on LinkedIn, I think the day you started this, the new place you were thinking about, before you joined the Air Force, the direction was going in the right direction. Do you want to expand it a bit?

Jay Bonchi: Of course. There are many things in the Air Force that have a valid basis. There are places where we need to bring that to an end. But there are indications that the Air Force is aware of modern IT problems. So, Steve Hasselhors is incredibly focused on Zero Confidence in Air Battle Command / A6, right? And we understand that, as a matter of principle, zero trust has many other things to do with it. People are incredibly focused on the pieces of ICAM (Identity Access Access Management), its innovations are technically and technically important both on the part of the contract, and we are seeing its effects being felt everywhere. Air Force first began accepting Office 365 as a service, Microsoft Collaboration Suite, Cloud One. So there are many places where the Air Force has recognized the industry and led the way. ITAS (IT-as-a-Service) also serves as a contract vehicle, but also for the enterprise IT service model. The Air Force has started that, many other services will continue their experiments in it. And so the Air Force likes to think of a leader in many ways. There are many, many places where we can improve, but I am kind by serving in this capacity and project – a kind of addition to the previous direction.

Jared Serbu: There are so many airlines in corporate IT, and the copyright we have started, there is no such thing as a law that tells you what the job is, no law that gives the opposite side the power to tell people to go. So it seems that one of the tasks you are most likely to do is to build relationships and cooperation within the organization. What do those most important relationships look like when you start this business, and how do you plan to work with others?

Jay Bonchi: In the first 100 days, we began to know the ways of the people. The five families are a key group of acquaintances. I am in the Boston area so I am local to Hanscom in HNI efforts and so I have had the opportunity to meet ACC / A6, CCC (Cyberspace Capacity Center), and I hope they will go down to San Antonio sometimes. Next month’s point. But it is important to understand each other’s perspectives and each area that contributes to the future of the organization. Some of them were a little outward, but I have great appreciation for the great work and the commitment of those individuals. That means for me it is important for me to think of an IT company as a customer executive. One of the key requirements for export is reliability. We want Enterprise to take IT and move from business systems to the next generation of advanced platforms. We want to reduce the gap in the organization and make it easier for people to access our limited financial resources. And that means understanding the needs of PEO BES. Determination), other large programs, and being able to make sure we meet both needs. And so, again, my first 100 days like that – meeting those executives, meeting those key customers – making sure we respond to the letter, really doing it. We understand that when a person receives corporate services, there is a natural exchange between cost and estimated performance, rather than the services you control and have a direct impact on. And so we have to create the right service structures, we have to be clear about our roadmap, but we have to be accountable to the most important customers who are trying to carry out their mission.

Jared Serbu: The concept of crossing the line between corporate IT and IT is huge. And I’m not sure if anyone in DDD really has a concept of how to do that well. What is your original idea of ​​how it actually works in the real world? I think they are historically thought of as different domains or rituals.

Jay Bonchi: Yes. So one thing I’m saying is that our opponents don’t think of the name differently, do they? And so, there are many systems – we can’t fly planes without logistics systems, we can’t fix plans without business systems, right? There are things that support its overall power, and while each application is not the tip of the iceberg for certain activities, we must understand that network systems are a service to everyone working on it. Identity is the solution everyone needs. As solutions become more complex, there are many things that need to be done, there is a tendency to move towards centralization or to encourage the organization. So there are a few strategies to think about how to get after that flat. The first is to create service structures that have been used by the service. So things that are developer-friendly, things that drive API (Innovative Enhanced Airport), things that allow SIN such as monitoring capabilities, so you can get a closer look at what’s going on, so that trends, alerts, errors, delays, consumers have their own monitoring services. , That will be the key. So when we find more sophisticated consumers, they have to meet those needs. Another thing is to be able to put labels around corporate services, whether certain corporate services are accepted as a single provider, whether certain services are accepted as a series of federal providers, and how we manage to cooperate with each other as a loan service. And what we are trying to do now is to think about the kinds of situations. Each delivery method is important. And over time, the goal is simply to reduce the differences within the organization. And we understand that reducing the gap takes capacity building structures, it takes teams to help people receive those corporate services, those systems get the services and they are ‘aligned with the Air Force financial goals. So there are many things to think about. Today we are trying to differentiate between what makes an enterprise service an enterprise service. Hopefully in a few months, we will be able to publish some guidelines on what it looks like.

Jared Serbu: Very impressive. To begin with, Jay, there is obviously a big learning curve for this job, but you are not completely blind – I know you have done a lot of support for the Air Force in the past. Work hard. In light of the experience of Air Force and IT in general, we will talk a little bit about what you got into this job, and why you got the job.

Jay Bonchi: Yes. So I have spent the last 14 years in various positions in Akami, in fact supporting the last 10 or so directly with the Air Force. Akamay is a great place and there are many lessons to be learned from a company that generates the highest percentage of traffic on the Internet. Akamay is a company that grows first and foremost. And to understand that they really think about raising it in a very special way, both in terms of organizations and technology. And I’m happy to bring those lessons forward. That is, because I think I have decided this work, again, I think it is the right place to be able to help push the country forward. I think it’s an incredibly interesting set of missions. I really think we can do it under the leadership of Mrs. Kay and in the next few years.

Jared Serbu: Jay Bonchi is the Air Force’s new chief technology officer.

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