Dr. Matt Willis began his Army career in the laboratory, focused on chemical engineering and scientific research. Today, he operates far beyond it, helping commercial innovators understand what soldiers need while showing Army leaders what the private sector can realistically deliver.
As director of Army FUZE in the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology, Willis oversees programs that connect startups, small businesses and emerging technologies with Army missions. But he says moving innovation into the field takes more than a promising idea: it requires translators, champions and coalitions capable of navigating a complex government enterprise.
In this Q&A, Willis discusses his path from research engineer to Army technology leader, the role career civil servants play in sustaining long-term priorities and why successfully fielding a new capability remains his clearest reminder of the mission behind the work.
Tell us about your current role and the mission you support. What does a typical day look like for you?
As the Director of Army FUZE, I lead the Army’s portfolio of private sector engagements, which includes our xTech prize competitions, the Small Business Innovation Research and Small Business Technology Transfer (SBIR|STTR) program, Army prototyping via the Technology Maturation Initiative and the Army Manufacturing Technology (ManTech) program.
My core mission is to bridge the gap between commercial innovators and the warfighter. A typical day is highly dynamic. It usually involves navigating between strategic discussions with Army senior leaders on modernization priorities, and tactical conversations with venture capitalists, startup founders, and engineers. As a civilian leader, a large part of my day is spent acting as a translator—ensuring the Army understands what the commercial market can bear, and helping industry understand exactly what our Soldiers need to survive and win.
What drew you to public service? Was your path into government planned, or did it evolve over time?
My path was definitely an evolution rather than a strict plan. I am a Chemical Engineer by training, and early in my career, my focus was very much on hard science and academic research. I started my federal career as a Research Chemical Engineer at one of the Army’s research laboratories – the Edgewood Chemical Biological Center.
However, as I became more involved in the practical applications of technology, I realized the massive scale at which the government operates and the tangible impact my work could have on national security. Transitioning into my current role at Headquarters, Department of the Army, allowed me to step out of the laboratory and into a role where I could shape science and technology policy, drive investments, and ultimately help transition critical capabilities out of the lab and into the real world.
What does public service mean to you, and why is serving the nation and its citizens important to you?
To me, public service is about continuity, stewardship, and a commitment to something larger than yourself. In the Department of War, uniformed personnel frequently rotate through different assignments and commands. As career civil servants, we provide the institutional knowledge and the steady hand required to execute long-term strategic visions.
Serving the nation is important to me because the stakes could not be higher. We are tasked with ensuring that our Soldiers have an asymmetric advantage in any environment. Knowing that the work we do directly contributes to keeping Americans safe and bringing our service members home is a profound responsibility and an incredible honor.
What is one lesson you’ve learned in public service that has stayed with you throughout your career?
The most enduring lesson I have learned is the absolute necessity of building coalitions. The government is a massive, complex enterprise. Early on, it is easy to get frustrated by bureaucracy or the pace of change.
I learned that you cannot mandate innovation, and you cannot force systemic change alone. You have to find champions across different organizations—from contracting officers and legal counsel to end-users and policymakers. When you build a coalition of people who share a common vision, you can navigate any bureaucratic hurdle and achieve truly transformative results.
What continues to motivate and inspire you in your work supporting the public mission?
I am continually inspired by the ingenuity and dedication of the people I work with, both inside and outside the government.
On the industry side, seeing a small business pivot their technology to solve a complex military problem reminds me of the incredible engine of American innovation. On the government side, I am motivated by the Soldiers and my civilian colleagues who are deeply committed to the mission. Whenever a new capability we helped fund or accelerate is successfully fielded to a unit, it reinforces exactly why we do this work.