Courtesy Photo | Mark Roth, technical director for the Spectrum Warfare Department, receives his...... read more read more
Mark Roth pauses mid-conversation and grabs a marker. At the whiteboard tucked inside his open-door office, he sketches out the heart of a complex problem, breaking it down piece by piece. It isn't a scheduled meeting or a formal briefing. It's how Roth works: always present, always listening, always helping others find clarity.
For 40 years at Naval Air Warfare Center Weapons Division, Roth turned pressure into progress. Every time.
He does this not by giving orders but by mentoring, collaborating and empowering others. Roth, the technical director of the Spectrum Warfare Department, helps lead 1,500 people across multiple sites. But for him, leadership isn't about titles. It's about people.
"You build a team by listening," Roth said. "If you don't understand what your people are going through, you can't expect them to follow you."
Roth has followed this philosophy since he joined NAWCWD at Point Mugu in 1985 as an electronics engineer. He became known for his technical skills with range and Electronic Warfare systems. He connected teams across organizations to improve coordination and mission alignment. Early on, he developed software for a radar warning receiver and supported systems integration efforts for tactical aircraft.
As the projects grew more complex, so did his role.
In 2002, Roth led the Tactical Aircraft Electronic Warfare Integrated Product Team and helped them navigate through technical and organizational changes.
His leadership helped the team reach a key Capability Maturity Model Level 3 rating. The rating reflects an organization's ability to deliver reliable software using standardized, repeatable processes, which is critical for maintaining fleet trust.
That kind of credibility shapes how future teams operate and how decisions get made under pressure.
"It was about building something that could outlast any one of us," Roth said.
But that milestone didn't come easily.
There was no perfect time. Pressure was high. Leadership signals were mixed. But Roth had to make a call, and he did, knowing the risks.
"I took the team through their first assessment where we failed," Roth said. "But I was getting all these leaders telling me, 'go, don't go, go, don't go.' And it was like, alright, we're going to go. And we failed."
He watched what happened next, and it stuck with him. This wasn’t finger-pointing or cover-your-badge time. It was ownership. Real, raw, and immediate.
"A great coworker said, 'That's not going to happen again.' Another came to me and said, 'I'm so sorry. I was being a little obstinate, and I think I'm part of the reason why we failed. This won't happen again.'"
A year later, they passed it with ease.
"Sometimes, as a leader, you just have to pull the trigger and let everyone learn from it."
Roth made important technical contributions, but his true legacy is the culture he built within his teams.
Roth built a culture where ownership mattered. Teams questioned assumptions, improved usability, and focused on delivering software that truly served the fleet. That practical focus strengthened NAWCWD's reputation for mission-ready capabilities.
Roth led the TACAIR EW IPT in delivering the first integrated suite of EW updates. He brought together teams from Point Mugu, China Lake, and Jacksonville, Florida, to deliver radar warning receivers, jammers, and dispensers. He heard their concerns and created a plan that fit both fleet needs and resource limitations.
Aligning test schedules across organizations requires diplomacy and persistence.
"In addition to our NAWCWD and NAWCAD teams, we had to negotiate and work with Commander, Operational Test and Evaluation Force and the VX squadrons. It wasn't always easy, but collaboration was the only way forward."
And the collaboration paid off.
The team used shared testing plans and aligned delivery milestones. This cut down on duplicate work and accelerated system delivery to the fleet. It led to faster timelines, fewer redundancies and reliable support for the warfighter.
Roth led the Strike Mission Area Team, which strengthened his legacy as a strategic thinker. The MAT structure aimed to break down stovepipes and create better support across aircraft platforms. Roth brought leadership together from the F/A-18, EA-6B, TACAIR EW and AV-8B IPTs. The team focused on delivering faster and achieving better technical results for the fleet.
"When we stood up the MAT, we weren't just reorganizing," Roth said. "We were changing how people think about software support across the enterprise. And we learned a lot about leadership in ways that are still paying dividends today."
Aziz Awwad, head of the Spectrum Mission Data Division, has seen firsthand Roth's impact on culture and performance.
"He's the kind of mentor who listens first, explains clearly and never makes you feel small for asking," Awwad said. "He's helped shape the culture of our division as much as any program."
Roth's influence also shows up in the habits and mindset of his team. At NAWCWD, many people, from junior engineers to department heads, remember how he helped. He framed problems, guided decisions, and listened when it counted.
But one moment rose above the rest. One memory cut deeper and stayed longer.
The crash happened in front of thousands at the Point Mugu Air Show. It was meant to be a day of connection between the Navy and the public. That kind of loss leaves a mark.
"We lost somebody in an airshow crash, Capt. Andy Muhs. I had been mentoring him," he said. "That Monday, I walked into a room of all the leads in the IPT. There wasn't a dry eye in the room. I just said, 'Thank you for being here. We're not going to do this meeting today. Take some time.'"
Roth still keeps the Marine Corps aviator's photo in his office.
The photo serves as a reminder that every system has a real-life impact.
Moments like that demanded presence. But presence doesn't always come naturally. For someone known for clarity and calm under pressure, Roth admits public speaking was something he had to work on.
"I'm a very strong introvert," he said. "But anyone who says they don't get nervous before speaking is lying to you."
He credits Toastmasters and an early mentor for showing him that leadership presence is something you can learn.
Dr. Andrew Chen, a colleague of Roth for more than 35 years, noted that Roth's leadership has been steady.
"The best team leads don't just point the direction; they walk it with you," Chen said.
Roth doesn't measure success in titles or awards. For him, leadership is simple: do the work well and help others do the same.
Reflecting on four decades of service, Roth's focus is directed solely toward the future. He believes true leadership means creating opportunities for others to thrive long after you've stepped away.
"You want to leave things better than you found them," he said. "That doesn't always mean flashy changes. Sometimes it's steady improvement, making it easier for the next person."
At the recent Length of Service ceremony, Rear Adm. Keith Hash shared a familiar reminder. He was speaking about the caliber of NAWCWD's workforce, but it captured the mindset Roth modeled throughout his career.
"Amateurs practice until they get it right. Professionals practice until they can't get it wrong," Hash said.
As Roth sets down the marker and steps back from the whiteboard, he leaves behind a clear, thoughtful sketch. And a legacy defined by wisdom, humility and an unwavering dedication to those around him.
| Date Taken: | 06.18.2025 |
| Date Posted: | 06.26.2025 10:59 |
| Story ID: | 501573 |
| Location: | POINT MUGU NAWC, US |
| Hometown: | LINCOLN, NEBRASKA, US |
| Web Views: | 38 |
| Downloads: | 0 |
This work, Mark Roth's 40-Year legacy: Leadership, innovation, and the art of listening, by Michael Smith, identified by DVIDS, must comply with the restrictions shown on https://www.dvidshub.net/about/copyright.
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