BTS Behind the Scenes is a chance to showcase the people who are making things happen at BTS and give you a “behind the scenes” look into their worlds. In this month’s feature we’ll meet Paul Norwood and talk about transitions, watersports, great books, and new challenges. 

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How has your blend of active duty and private sector experiences shaped your outlook moving into your strategic growth role at BTS?

My time on active duty taught me to stay mission-focused and put the team first. It also reinforced the importance of living my core values and serving others every day. In the private sector, I’ve worked with teams that thrived by building trust, sharing a clear purpose, and bringing strong skills to the table. In the end, winning matters and that is a team sport.

At BTS, we’re poised for extraordinary growth, and my role is to help drive it—whether by expanding current efforts, pursuing new opportunities and capabilities, refining processes, or bringing in great teammates. No matter how we grow, my focus remains the same: staying mission-driven, supporting our people, and ensuring both individual and team success.

Great organizations enable everyone to contribute—sometimes within their area of expertise and comfort, but often by stretching beyond it. The key is to dive in. As an old boss used to say, ‘If you’re invited to the meeting, you’re expected to contribute. No frogs on a log watching.’

Tell us about your journey of becoming “commercially relevant” as part of your career path beyond active duty. What was that like transitioning out of active duty?

First, I had to understand my own value proposition in a corporate setting. Mission effectiveness and team cohesion still matter in the private sector, but business success is measured through revenue, growth, and market impact. Connecting my leadership, problem-solving, and strategic thinking skills to these business drivers was key. I also had to crack open a book—and learn from those around me. Never stop reading and learning!

I had to get comfortable with financial metrics, business development, and competing in a fast-paced market. But I quickly realized that the same principles that make a strong military leader—trust, adaptability, and teamwork—are just as critical in business.

My time at Deloitte was an eye-opener. Working in Strategy & Analytics, I learned how to bridge national security expertise with commercially relevant problem-solving, as well as learning how a business operates. It wasn’t just about leadership—it was about driving real business value. Then, at Lazard, I pivoted again, diving deep into investment banking, geopolitical advice, and M&A. That experience reinforced the importance of structured growth—both organic and inorganic—and how to balance calculated risk with long-term sustainability.

Ultimately, I had to redefine what service meant to me. No uniform required—just a commitment to making an impact. Service remains at the core of who I am, whether through my work, my community, or my state. That mindset continues to shape how I contribute to BTS, and why I volunteer as a Commissioner for the Texas Military Preparedness Commission.

Of course, if you asked my wife, she’d say she just wanted me to be happy—and finally live in our home!

You talk about the importance of trust and teamwork in achieving success. How do you foster a culture of trust within teams, especially when navigating complexity or the unknown?

Trust isn’t built overnight—it’s earned through consistency, transparency, and delivering on commitments. Whether in military operations or business, high-performing teams thrive when they have confidence in each other and in leadership.

One of the biggest lessons I took from investment banking is how deeply trust influences decision-making at every level. In small teams operating in high-stakes environments, absolute confidence in one another is essential. The same applies at BTS, though in some ways, it’s even more challenging. Smaller businesses develop a natural rhythm in how they operate, and as the new guy, it’s on me to integrate into an already successful team that is very familiar with each other.

To build trust, I focus on listening, learning, and showing my value through action. Trust isn’t just about words—it’s about being present, keeping promises, and supporting the team, especially when things are changing rapidly.

What kinds of priorities and boundaries have you had to build into your life to keep the right balance between work and family?

I spent years moving from deployment to deployment, often gone more than I was home. At a certain point, my wife and I made a commitment—especially when our kids hit high school—that we weren’t going to keep moving. Stability mattered. It was time to be home.

That decision shaped how I think about work-life balance today. For me, it’s about being intentional. Work will always be demanding, but I set boundaries to make sure I’m present when it matters. That means prioritizing family time, carving out space for the things we enjoy, and making sure that professional success never comes at the expense of personal commitments.

At BTS, we’re a high-performance culture, but we also understand that our people need time to recharge. Growth—both professionally and personally—is only sustainable when we get that balance right.

From watersports to travel to reading, you’ve embraced a life full of exploration and learning. How do these interests shape your perspective as a leader and inspire innovation in your work?

I’ve always believed that some of the best ideas can come from unexpected places. That’s why I make an effort to stay a little outside my comfort zone—whether it’s getting out on the water, exploring new places, or diving into a good book.

Travel, in particular, has given me a broader perspective. Experiencing different cultures, industries, and ways of thinking helps me connect dots that others might miss. This is especially valuable in a role focused on growth and strategy.

Reading—both fiction and non-fiction—is another way I keep learning. I’m always looking for new insights on leadership, innovation, and problem-solving. Just today, a friend recommended Eats, Shoots & Leaves by Lynne Truss. I’m not sure what it’s about (maybe grammar?), but I’m looking forward to reading it!

What has you most excited about the year ahead at BTS?

I’m really excited about what’s ahead at BTS because we’re at a pivotal moment. We’ve got a solid foundation, a mission-driven team, and a clear vision for where we want to go. Now, the challenge is making that vision a reality in a way that’s smart.

For me, that means focusing on both growing from within and finding new opportunities outside. We’re looking at new markets, new capabilities, and fresh ways to make an impact, while also doubling down on what’s already working—scaling what’s successful and investing in the people who make BTS great.

More than anything, though, I’m excited about our culture of performance and trust. That’s the winning combination. A company isn’t just about contracts or revenue—it’s about the people who show up every day, driven by a shared mission. And at BTS, we’ve got a team that’s ready for anything.

I’m really looking forward to what we’ll achieve.

Lightning round!

• First thing you eat or drink the morning: Diet coke
• Topic you’d love to write a book about: Texans who went to war, changed history, and helped build our nation
• Recent book you read? I re-read Chip War by Chris Miller
• What’s the best state and why? Easy, Texas! Texas remains a land of boundless opportunity filled with people excited to build the future together. How Texas goes, so goes our nation.
• Favorite road trip snack? Cheez Its

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Tags: features, growth, paul norwood