The Space Dynamics Laboratory announces a new Strategic & Military Space (SMS) Division Director, Tim McKenzie. For Tim, this means accepting what he calls “ultimate accountability,” or the responsibility to establish a vision, support his people, execute missions, and continually find ways for the division to improve. Credit: SDL | Allison Bills
What does it take to turn technology into capability that makes a difference? For Tim McKenzie, it takes exceptional people, disciplined execution, clear communication, and a relentless focus on the mission. As SDL’s new Strategic & Military Space Division Director, Tim plans to do just that.
Continuing a Career of Service
A retired colonel, Tim’s 26-year career in the US Air Force spanned space operations, space acquisition, leadership, and assignments at the Pentagon. Like many veterans, when he took off the official uniform, Tim still desired to serve. After a recommendation to explore SDL, Tim joined SDL in 2019 as the SMS deputy director.
His technical and military experience complement his leadership background. Tim holds a bachelor’s degree in electrical engineering and graduate degrees in space systems engineering, computer information systems, and military studies. Tim has applied that experience to strategic initiatives, major programs, infrastructure investments, and partnerships across SDL, Utah State University, the US Space Force, and the Government.
Growing Capability, Improving Execution
One lesson Tim’s former boss Dr. Darrell Zimbelman taught him, which has remained particularly influential throughout his career, is that “hope is not a strategy.” For Tim, this means actively managing programs by understanding risks, planning, developing backup plans, and paying attention to the details that influence an outcome.
As director, Tim wants to build on SDL’s current success by strengthening how the SMS Division executes its programs. SDL engineers, he says, do exceptional work, but even strong teams have opportunities to improve. His focus is on identifying the root causes behind avoidable mistakes and strengthening the culture, leadership, training, and processes that help teams deliver efficiently and reliably.
Communicate, Trust, Empower
Tim’s military career has shaped how he leads people. His leadership philosophy starts with setting clear directions and then relying on communication to make those directions meaningful. “You cannot communicate enough,” Tim said. “When you think you have, you haven’t.” From there, his approach is to empower people to execute while maintaining accountability—something he describes as “trust but verify.”
This leadership approach has evolved through decades of observing other leaders and learning from everyone he meets. “I identify characteristics I want to emulate as well as those I do not.” Among his mentors is Maj. Gen. Susan Mashiko, who showed him the importance of recognizing potential in people, investing in their development, and preparing them for their next opportunity. “When you give people an opportunity to shine, they will.”
Building on Strengths
Tim steps into this new position with confidence in the people around him. “I’m biased, but the people in SDL’s SMS Division are some of the best people at the Lab,” he said. “Our branch heads are incredible leaders, and our engineers are the best in the nation at what they do.” That expertise has enabled SMS to grow and deliver advanced technologies while building a team that is both high-performing and close-knit.
Tim also sees opportunities to strengthen SMS through deeper collaboration with USU. By strategically connecting SDL programs with university research, faculty expertise, and graduate education, he hopes to advance research in areas important to customers while helping develop the next generation of technical expertise.
A Mission That Continues
SDL’s responsibility, Tim said, is not simply to research and develop new technology. It is to move useful technology into the operational environment where it can make a difference. “I’m all about the mission,” Tim said.
As he takes responsibility for leading SMS, his goal is to ensure that the division’s growing technical capability is matched by exceptional execution—giving its people the opportunity to do meaningful work and deliver technology that customers can depend on when the mission demands it.
Written by Jennifer Perkins