John Gelsinger

About John Gelsinger

25 year seasoned BD professional who build teams, fix broken processes, and connect mission needs to the right solutions—without forcing a fit that doesn’t belong.My career has been defined by stepping into complex environments, establishing structure where it’s missing, and building organizations that can consistently win. I’ve led teams through cultural resets, scaled organizations 2–3x, and developed repeatable processes that turn opportunity into execution.I sit at the intersection of business development and technology. Not a pure technologist, but technical enough to translate mission requirements into real solutions, and to know when something won’t work. That balance is where I operate best: aligning customers, partners, and internal teams to deliver outcomes that matter.Today, I lead Business Development across both Digital Solutions and Enterprise IT at CACI, working across AI, cloud, ERP modernization, DevSecOps, and mission systems to shape opportunities and build the right teams to pursue them.I’ve been fortunate to build my career by consistently operating above my level, starting in the Army and continuing through every role since. I’m known for being the person brought in to solve hard problems, build the right team, and move things forward when others stall.If there’s one constant in how I work:Don’t force the wrong solution. Customer Trust and contract execution are built on providing the right solution to meet mission needs, not on selling the flavor of the day.

Experience

1. Vice President of Business Development

   CACI International Inc

   Mar 2025 — Present · Reston, VA, US

   Responsible for Business Development across both Digital Solutions and Enterprise IT, working across AI, cloud, ERP modernization, DevSecOps, and mission systems.Brought in to get the team moving in the right direction and put structure behind how we operate.Reworked team structure to better align with how we actually pursue and win workSet clear expectations and accountability across an inherited teamMade necessary personnel changes to improve performance and fitBuilt a model where the team supports work across multiple LOBs, not just their ownSubmitted an updated org structure to senior leadership to support long-term executionAct as the bridge between technical teams, partners, and customer needs to make sure we are putting forward solutions that actually fitFocused on building a team that moves forward, not sideways.

Skills

• Cross-Functional Team Leadership
• Requirements Management
• Configuration Management
• Saas
• Virtualization
• Information Assurance
• Integration
• Strategy
• Analysis
• Government Contracting
• Military
• Systems Engineering
• Business Development
• Consulting
• Rfp
• Executive Management
• Technical Leadership
• Information Security
• Solution Selling
• Disaster Recovery
• Computer Security
• Management
• Networking
• Network Security
• Strategic Planning
• IT Strategy
• Program Management
• Security
• Enterprise Software
• Enterprise Architecture
• System Architecture
• Government Procurement
• Information Technology
• Security Clearance
• Pmp
• Leadership
• Requirements Analysis
• Federal Government
• Data Center
• Cloud Computing