Scott Solomon leads AT&T Strategy and Execution for DoD Infrastructure located on military installations. He has the primary responsibility for overseeing strategic planning, leading strategic initiatives, and executing capabilities and programs to meet DoD requirements to improve operational availability.

Scott Solomon leads AT&T Strategy for the U.S. Air Force. He has the primary responsibility for strategy formulation and management, overseeing strategic planning, identifying and leading strategic initiatives, and executing capabilities and programs to meet DoD and Joint requirements to improve operational availability, cyber security, resilience, and cost.

Leads AT&T 5G Strategy & Solutions for the Air Force and Space Force. He is responsible for identifying, developing, and executing capabilities and programs to meet DoD and Joint requirements to improve operational availability, cyber security, resiliency, and cost.

Integrated strategy and policy alignment for $2.1B nuclear portfolio supporting cyber operations, communications, and command and control for world-wide bomber operations. Led staff managing enterprise communications, IT infrastructure, and knowledge operations for over 36,000 personnel.Functional Career Manager - provided career field mentoring and vectoring for communications officers, and guidance for organize, train, and equipment functions for more than 1,700 command personnel. Authorizing Official - optimized the Risk Management Framework (RMF) process for 24 Air Force-level Nuclear Command, Control, & Communications (NC3) systems for B-2, B-52 and ICBM operations. Chief MAJCOM Architect - delivered and signed the first AF NC3 weapon system architecture that provides the DOD with gap analysis artifacts which informs National Leadership Command & Control decisions.

Commanded the AF's second largest Technical Training Group leading 1000+ staff and 2000+ students daily. Directed the initial skills training for 33 cyber, command & control, special operations, and mission support careers for military, civilian, and international students. Pioneered innovative training methods which achieved an unprecedented 96% pass rate and produced over 27,000 course graduates per year

Thesis Abstract - Social Media...The fastest growing vulnerability to the Air Force MissionSocial media is the fastest growing vulnerability to the military mission and the personal security of all Airmen. On 30 November 2014, the FBI issued warning to members of the US military and requested that they review their social media presence for any information like names and addresses that might attract the attention of violent ISIS extremists. Over the past decade, the convergence of mobile broadband devices has enabled social media to become more and more integrated into our everyday lives. The inherent risks and vulnerabilities of the internet and social networking sites like Facebook, LinkedIn, and Twitter along with the Air Force’s endorsement to actively use social media, has cultivated a rich and ripe environment for foreign adversaries and criminals to cherry-pick personal information about Airmen and their missions for nefarious activities. To help Americans understand the risks that come with being online, the Department of Homeland Security launched a new cybersecurity awareness campaign: Stop, Think, and Connect. To educate Airmen on social media, AF public affairs created the “Air Force Social Media Guide” in 2013 to encourage Airmen to share their AF experiences with family and friends in the social media environment. However, this is counter to the FBI’s guidance that promotes the reduction of users’ on-line footprint and online presence in cyberspace.

Led AFGSC ICBM test compromise Commander Directed Investigation (CDI) team as Chief of Staff which drove sweeping operational and organizational changes across the AF.Provided executive level support to the Vice Commander for AETC and served as a liaison with other AF, OSD, and Congressional staffs. Coordinated staff planning; briefings, special projects, speeches, travel, and responses of HQ tasks. Synchronized support with Air University, a Numbered Air Force, AF Recruiting Service, 26 wings, and 16 HQ directors. Advised senior leadership on a broad range of command and AF issues.

Second in command of AF's 2d largest Technical Training Group--5K personnel from 4 services and 35 countries; 27K grads per year; Wing Deputy Senior Intelligence Officer. Replenished & sustained combat capability with operationally relevant, mission-ready Airmen supporting 6 AF functional areas. Conducted initial/advanced technical training across 6 training squadrons, a training support squadron, 2 support divisions and 6 geographically separated units. Lead training group daily operations--a $450M equip and $57M budget; directly responsible for all military/civ technical training

Led the development, stand-up, and early start-up of the 17D officer Undergraduate Cyberspace Training (UCT) tech school.Led 178 multi-service mil/civ/contractors, 3 locations, executing 51 formal training courses for 6,500 students/year. Managed $105M in property/equipment & $3.7M annual budget; implemented new technologies to improve training efficiency. Provided DOD's sole source for Global Command & Control System (GCCS) admin training hosted multiple senior leader conferences/seminars annually. Worked with Air Staff, MAJCOMs, Joint agencies and career field managers on all aspects of communication and information training requirements.

Developed AF Chief Information Officers strategic engagement, messages, and briefings for the AF, Armed Services, OSD, and CongressProvided executive communications support to 8 general officers and senior executive service personnel in SAF/XC. Formulated and articulated 3-Star messages to internal & external audiences via presentations, speeches, & articles. Focal point for all PA support, special interest items, media events, and communicating SAF/XC strategic messages. Managed assigned AOs & quality of products; oversees, implements, & executes SAF/XC communications process

Increased Operation Enduring Freedom (OEF) radar coverage by 52%Combined Forces Air Component Commander (CFACC) command and control (C2) planner. Provided C2 for 180k+ sorties and 16K troops in combat. Developed and updated CFACCs Special Instructions (SPINS) directly supporting Iraqi Freedom (OIF), Enduring Freedom (OEF), and Horn of Africa (HOA)

Provided direct support for four GOs/SESs. Oversaw the staff activities of 95 personnel integrating the strategic direction for AF information technology transformation, capital planning/investment, policy and governance oversight, Enterprise Architecture, and business modernization activities. Impacted 24 programs valued at more than $11 billion. Planed and organized the daily schedule and activities of all executive support within the directorate. Managed/tracked staff interaction with senior levels of the DoD and Congress. Prepped the Director for senior officer meetings, the AF Board, and public speaking events.

Chief, Warfighting Information Strategy - AF/XIW, Pentagon, Jun 04 – Mar 05Commander, Information Systems Flight - 51 CS, Osan, Jun 03 – May 04Chief, Airborne Comm Operations/Evaluator - 1ACCS, Offutt, May 02 – Jun 03Commander, Airborne Communications Flight, 1ACCS, Jun 00 – May 02Chief, Mission Systems Engineering - HQ ACC/DOR, Langley, Jun 99 – Jun 00Chief, C4 Operations Research - HQ ACC/XOR, Langley, Jun 97 – Jun 00Systems Engineer & Data Network Manager, 30th Range Sq, Vandenberg, Apr 94 – Jun 97Basic Communications Officer Training, Keelser, Nov 93 - Apr 94Officer Training School, Medina Annex & Montgomery, Aug 93, Nov 94PMEL Technician - 1550 Main Sq / 377 Log Grp, Kirtland, Oct 88 – Jul 93Precision Measurement Equipment Laboratory (PMEL) training, Lowrey, Mar 88 - Oct 88Basic Training, Lackland, Jan 88 - Mar 88