Chandra Donelson is Chief Data and AI Officer for the United States Space Force, where she leads enterprise data and AI strategy in support of national defense operations. Her career in data and AI has been shaped by extensive experience within the Department of Defense, where she has focused on applying technology to strengthen decision-making, operational effectiveness, and mission readiness.
A defining moment early in her career came when she attended a technical event and saw a woman serve as Chief Information Officer. Although she did not fully understand the scope of the role at the time, the visibility and leadership on display left a lasting impression. That experience reinforced the importance of representation and helped set her on a path toward senior technology leadership.
Throughout her career, Chandra has led cross-functional teams, implemented data-driven strategies, and advanced responsible and ethical AI practices across defense organizations. Her work has centered on embedding data and AI into operational environments where precision, accountability, and impact are critical. These experiences have strengthened both her technical depth and her conviction that data and AI can play a transformative role in modern defense.
As a leader, Chandra is committed to fostering inclusive environments that empower talent at all levels to engage with technology and innovation. She believes that diverse perspectives are essential to driving meaningful, mission-aligned change in complex national security landscapes.
As a data and AI leader, which traits and skills do you think matter most, and which of those have been most influential for you in your current position?
“Effective data and AI leadership requires a unique blend of traits and skills that foster innovation and drive impactful outcomes. Among these, curiosity stands out as a fundamental trait. A curious leader is not only eager to explore new technologies and methodologies but also open to understanding diverse perspectives and insights from team members. This trait encourages a culture of continuous learning and experimentation, which is essential in the rapidly evolving field of data and AI.
“Strong analytical skills are crucial for interpreting complex data and making informed decisions. Effective communication skills are also vital, as leaders must convey technical concepts to non-technical stakeholders and inspire collaboration across teams.
“Furthermore, ethical judgment is increasingly important in ensuring responsible AI practices and addressing biases in data.
“In my organization, curiosity has been particularly influential. It has driven our teams to explore innovative solutions and challenge the status quo, leading to the successful implementation of data-driven initiatives. By fostering an environment where questions are encouraged and exploration is valued, we have been able to harness the full potential of data and AI, ultimately enhancing our operational effectiveness and mission readiness.”
Reflecting on your career, what is one non-traditional piece of advice (outside of technical skills) you would give to an aspiring data or AI leader aiming for the C-suite?
“One non-traditional piece of advice I would offer is to never underestimate the impact of your presence. Leadership is not solely about technical expertise; it’s also about how you carry yourself and engage with others. Your presence can inspire confidence, foster collaboration, and create a sense of trust among your team and stakeholders.
“Being present means actively listening, showing empathy, and demonstrating authenticity in your interactions. It’s essential to cultivate relationships and build a network of support, as these connections can open doors and provide valuable insights. Moreover, your presence sets the tone for your team’s culture. By embodying the values of curiosity, inclusivity, and resilience, you can motivate others to embrace these qualities as well.
“Ultimately, a strong presence can amplify your influence and effectiveness as a leader, paving the way for your success in the C-suite.”