DISA’s senior technical advisor to the director blends operational expertise with an innovative vision

By Marco A. Villasana Jr., DISA Office of Strategic Communication and Public Affairs

The Defense Information Systems Agency’s newly appointed senior technical advisor to the director, US Army Chief Warrant Officer 5 Taylor Wells, brings more than technical expertise to the role. He’s a strategist, a problem solver and a combat-tested leader driven by DISA’s mission as the combat support agency that provides IT and telecommunications to the United States Department of Defense.

Wells has long served as a trusted advisor to agency leadership with expansive responsibilities.

“My role is not limited to technology. It spans DOTMLPF — doctrine, organization, training, materiel, leadership and education, personnel, and facilities,” he explains. “Technology is just one piece of the puzzle. I also act as a firefighter for the director, addressing critical issues wherever they arise.”

This holistic approach enables Wells to address many challenges, and in turn, explore many opportunities to succeed. He believes fostering cultural change may be the biggest challenge for people to overcome.

“Change is difficult for most, but if individuals understand the reasons behind it and can see their place in the bigger picture, it becomes easier,” he says. “My approach is to build a coalition of the willing, ensuring everyone feels they have a voice in the process.”

With a career that spans tactical, operational and strategic assignments, Wells has honed his ability to navigate complex work environments and diverse teams.

“Prior assignments as both a technician and a leader taught me how to work across organizations with a myriad of personalities,” he says. “Knowing that my efforts make a difference at all levels of the Defense Department keeps me motivated every day. Enabling secure, reliable and steady capabilities is how we do that.”

Wells has clear goals in his new role: align DISA’s technical talent for success, foster collaboration across the agency, and ensure operational unity.

“We should all be working toward a common goal,” he emphasizes. “As someone who can look across the entire agency, it’s my job to ensure focus — not only on today’s challenges but on what lies ahead.”

Central to this focus is balancing technical feasibility with operational practicality.

“Just because something is technically possible doesn’t mean it’s operationally smart to do,” Wells says. “My focus is ensuring our technical initiatives directly support DISA’s operational mission.”

This mindset is particularly critical in the face of an ever-evolving cyber threat landscape.

“What we know to be true today, more than likely will not be true tomorrow,” he says. “It’s not a question of ‘if’ but ‘when’ we’ll face a cyberattack. The best defense is to close gaps now, and DISA’s Zero Trust framework, embodied in the Thunderdome construct, is key to this effort.”

Thunderdome is the DOD’s Zero Trust network access and application security architecture, which leverages enterprise Identity Credentials and Access Management, commercial Secure Access Service Edge, and software-defined networking and security tools to provide protection and reliability.

Beyond cybersecurity, Wells stresses the importance of harnessing data to guide decision-making and strengthen operations.

“We have plenty of data, but we need to let it tell our story — highlighting both strengths and gaps,” he says. “Sharing data internally, rather than keeping it siloed, allows leaders at all levels to make informed decisions.”

Wells is equally passionate about mentoring DISA’s future technical leaders.

“The next generation is already here,” he says. “They need opportunities to showcase their talents and the space to fail and learn. Failure can be one of the best teachers, as it shows where growth is needed. As a leader, my job is to help those around me succeed by providing them with avenues to excel.”

When asked why he does what he does, Wells points to the Warfighter.

“I do this for the young fireteam leader who goes through the breach of a door every night, prosecuting the enemy to kill or capture them,” he says. “They can’t do their job if we aren’t collectively doing ours — ensuring leadership at all levels can make informed, timely decisions.”

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