After four decades in the federal government—seven years on active duty as a naval officer and 27 years as a civil servant—Pat Tamburrino was looking for a way he could still serve the mission.
He found the perfect balance in his role as chief administrative officer at the NobleReach Foundation, which was born to unite industry, government and academia to inspire public service, uplift talent and drive meaningful R&D work.
Tamburrino brings immense defense industry expertise to his current role as well as passionate ideas about public service and what it can do for others—and one’s own career. We talked to him for an Executive Spotlight that covers the transition out of government, his most dearly held leadership philosophies and much more.
There’s no better place to learn about the dynamics between the public and private sectors and hear from top government officials while networking with powerful GovCon executives than Potomac Officers Club’s monthly conferences. Be sure to attend the next big all-day affair: the 2025 Cyber Summit, set for May 15 in Falls Church, Virginia.
GovCon Wire: What’s a unique demand of working in the public sector that you feel those transitioning into government often have to adjust to?
Pat Tamburrino: In the public sector, you have to remember that your client is the citizenry. When you think about your daily work, it’s important to consider who is affected by your decisions.
For me, having spent my career in the Department of Defense, my focus was always on the warfighters. I constantly asked myself: How will my work impact a deployed sailor, Marine or soldier? In other roles, I considered how it would affect their families—whether through family readiness programs, healthcare or education. The work you do in public service extends beyond just warfighters; it impacts citizens and the delivery of goods and services across the country.
That’s why transparency and integrity are critical. You have to be doggedly honest, stand by your decisions and ensure they are always moral and ethical. Unlike the private sector, you’re not watching stock prices fluctuate on Wall Street. Your responsibility is to ask yourself: Am I doing what the nation needs me to do?
When transitioning out of public service, one of the biggest lessons I learned was the shift in structure and support. In the DOD, I was a senior leader with a staff that helped carry the workload. In the private sector, that’s rarely the case. More often than not, you become a solo practitioner—no scheduler, no executive assistant, no built-in support system. If you can’t adapt and become fully self-sufficient, the transition can be challenging.
GCW: What are your recommendations for attracting and retaining top-level talent in the midst of ongoing talent shortages in today’s highly competitive market?
Tamburrino: At NobleReach, we strive to attract people who are passionate about mission-oriented work. That could mean public service, government work, academia or the nonprofit sector. At the end of the day, we need to show people that the work they’ll be doing isn’t just personally and professionally interesting—it’s meaningful. If you can paint that picture, if you can help them see that when they walk in the door, sit at their desk and start their work, they will be enriched, fulfilled and making a real impact, then they’ll be excited to join you.
When I worked in the federal government, I used to recruit young engineers straight out of undergrad—people with bachelor’s degrees in engineering. I’d tell them: If you come work for us at one of our warfare centers, you’ll be given a level of responsibility in your first year that you wouldn’t see in a Fortune 500 company for five, six, even 10 years. Those companies want more maturity, more experience before putting you on major projects. We were the opposite—we wanted to throw you into the game right away, get you engaged and excited. That was the hook, and it worked.
Public service is an opportunity to work on things that truly matter, and it’s exciting. One of the ideas we embrace at NobleReach is the concept of “tours of duty.” You might work as a government program manager or policy analyst for three or four years, then move into a federal agency’s public affairs department. After a few years there, you could transition to an academic institution, working in alumni relations or another area. Instead of a straight-line career path—one job for 30 years with a rigid progression—this approach allows for movement across sectors, creating different chapters of experience.
This model resonates well with today’s graduates. They like the idea of gaining valuable experience in one area, then moving to another to build new skills. It’s a dynamic, flexible way to grow a career, and we’re excited to support it at NobleReach.
GCW: Why is it important for government, industry and academia to work together to tackle these needs? How can they do so most effectively?
Tamburrino: We have this concept of a cross-sector leader—someone who has worked in multiple sectors and understands their unique cultures, norms and ways of solving problems.
For example, if I work in government for a while, I gain firsthand knowledge of how it operates—its decision-making process, problem-solving techniques and overall culture. I store that experience in my mental bank. Then, if I transition to the private sector, I learn a whole new way of doing business. I absorb those norms, practices and approaches, adding them to my experience bank. Later, I might move to an academic institution or a nonprofit, gaining yet another perspective.
Over time, this exposure creates a person who can seamlessly navigate different environments. When they see one sector approaching a problem differently than another, they don’t just ask, “Why do they do it that way?”—they already know. They can say, I’ve been there, and here’s why they approach it this way: A, B, C, D, E. Instead of seeing differences as barriers, they see connections. They feel at home in multiple ecosystems, making them more valuable and giving them a deeper understanding of why things unfold the way they do.
At NobleReach, much of our team embodies this concept. Many of us, myself included, were government officials who transitioned to the private sector. Our CEO has worked in venture capital, academia and now here. Our Director of Communications, Katharine, has built a career across various communications firms. No one has been here forever—we’ve only existed for three years—but everyone came from somewhere else.
That mix creates an incredible environment. With 50 people from vastly different backgrounds, we learn something new every day. It keeps the work dynamic, insightful and, honestly, a lot of fun.
GCW: What is a key leadership approach your experience in and out of government has taught you?
Tamburrino: Embrace the people around you and learn from them—constantly. One of the greatest leadership lessons I’ve learned, both in and outside of government, is that my job as a senior leader isn’t to take the spotlight. It’s to orchestrate the efforts of others, helping them grow and thrive. I’m just the coach.
I’ve already had my career. I’ve had the big jobs, the great assignments, the recognition for doing exciting work. Now, my role is to make sure the next generation is developing, succeeding and having their moment in the sun. It’s about preparing them to take my place and, in turn, grow the next wave of leaders.
The biggest takeaway for me—something I carry every day—is the importance of humility. The people who thrive in public service are those who stay humble, who listen, who consider different perspectives and who treat others with dignity and respect. You don’t have to be the smartest person in the room. You have to be someone who listens, asks the right questions and creates space for others to contribute. The best solutions often come from places you least expect.
GCW: What is the most important lesson you’ve learned from your career in public service?
Tamburrino: The most important lesson I’ve learned is this: When you make a mistake—and I’ve made plenty—own it. Take responsibility. Be ready to explain how you arrived at your decision, and more importantly, be ready to correct it. Move quickly, boldly and decisively to make it right.
Too often, I’ve seen people hesitate, avoid taking responsibility or wait too long to fix something that went wrong. That only makes things worse. The best approach is immediate ownership: That wasn’t right, and I’m going to correct it to the best of my ability—right now.
Another lesson I always share with the young people I mentor is this: If you’re in a meeting, don’t stay silent. You were invited for a reason. Speak up. Contribute. That’s how people see you as part of the team, as someone invested in making things happen.
And finally, remember this—you are the CEO of your own career. No one else is responsible for it. I can help, I can mentor, but at the end of the day, you’re the one in charge. Own your mistakes. Learn from them. Stand tall. And don’t be a silent partner in your own success.
GCW: Any final thoughts, Pat?
Tamburrino: I consider myself incredibly fortunate to have had a 40-year career in public service, making decisions that I know had a meaningful impact on national security. When people ask why I chose this path—because, let’s be honest, it’s not the most lucrative career choice from an economic perspective—I tell them this: I got to be involved in some of the most complex challenges this nation has ever faced. And that’s something you can sleep well at night knowing.
That’s why I believe that everyone should spend some part of their career in public service. It doesn’t have to be in government—public service comes in countless forms—but it’s an experience that enriches you in ways nothing else can.
Both of my kids did it for a short period, and they’ll tell you it was foundational to their careers. They didn’t follow in my footsteps for 40 years, but even two or three years made a difference. It shaped them. And they’d say they’re better for it.
