Chris Finerty spent over three decades navigating the demands of military service and legislative engagement. From flying helicopters to advising top officials at the Pentagon, his career reflects a dedication to clear communication and genuine leadership. His work bridging the military and Congress made him a key figure in shaping national security policy.
“Understanding, very deeply, what my job entails and what my boss wants may sound obvious, but it isn’t,” he says about his approach to military and legislative success. “It’s work and takes research, conversation, and most importantly, listening.”
Chris Finerty navigated the complex relationship between the Pentagon and Congress, serving as the primary legislative counsel to four Secretaries of the Air Force, two Air Force Chiefs of Staff, and two Chiefs of Space Operations. His experience managing budgets approaching $200 billion annually and leading teams of over 80 military and civilian personnel positioned him as a bridge between two institutions that often struggle to communicate effectively.
The Colorado Springs native earned his Bachelor of Science in Engineering Science from the United States Air Force Academy in 1992, followed by an MBA from Regis University in Denver in 1997. His career included flying assignments at bases across the continental United States and overseas.
Finerty’s path from Air Force Academy graduate to senior Pentagon official reflects the evolution of modern military leadership, where success increasingly depends on political acumen, relationship-building skills, and traditional military skills. His career trajectory demonstrates how Air Force officers can leverage legislative experience to influence national security policy at the highest levels.
Chris Finerty Builds Bridges Between Military and Congressional Cultures
Finerty’s transition from operational flying assignments to legislative liaison work began in earnest in 2010 when he joined the Air Force Congressional Appropriations Office as a lieutenant colonel. This role introduced him to the fundamental challenge that would define his later career: translating military priorities into language Congress could understand and support.
“The biggest impediment in working between the military and Congress is believing you understand what they want and thinking they understand what you just said,” he says. “This is rarely the case since we use very different language and make decisions in very different ways.”
His approach to overcoming this communication barrier centered on active listening and plain language. Rather than relying on military jargon or assuming shared understanding, he focused on clear, direct communication that acknowledged the different decision-making processes used by each institution.
From 2010 to 2012, Chris Finerty Air Force led the team responsible for all interactions between the Air Force and members of the House and Senate Appropriations Committees. This position required him to support senior Air Force leaders in preparing congressional testimony and managing the complex dynamics of federal budget negotiations.
The experience taught him that successful legislative liaison work demands more than technical knowledge and skill. It requires building genuine relationships with congressional staff and members, understanding their priorities and constraints, and finding common ground between military requirements and the realities of politics.
Mastering the Art of Strategic Decision-Making
Finerty’s philosophy on decision-making in high-stakes environments reflects his experience managing competing priorities and stakeholder interests. His approach emphasizes clarity of purpose above all else.
“All decisions have to be guided by only the goal, that’s it,” he says. “To make sure all decisions move the organization toward that goal, it is essential to first, very clearly, understand the goal, and then the goal has got to be communicated to all involved in the decision-making process.”
This principle guided his work as Division Chief for National Guard Bureau Legislative Programs where he led three separate liaison teams and developed comprehensive congressional engagement strategies. The role required him to analyze complex authorization and appropriations legislation while maintaining relationships with congressional members, committee staff, and personal office staff.
His emphasis on goal-focused decision-making proved particularly valuable when he advanced to Director of the National Guard Bureau Legislative Liaison in 2017. In this position, he served as primary counsel to the Chief of the National Guard Bureau, a four-star member of the Joint Chiefs of Staff, on all aspects of congressional strategy and interaction.
The role demanded a sophisticated understanding of both military requirements and congressional processes. Finerty had to develop engagement strategies for interactions with senators and congressmen on state and district issues affecting National Guard units, while simultaneously preparing senior leaders for congressional hearings and managing appropriations strategy.
Chris Finerty Leads Through Authentic Relationship Building
Throughout his career, Chris Finerty Air Force distinguished himself by prioritizing genuine relationships over transactional interactions. This approach proved particularly challenging in Washington, where professional relationships often depend on immediate utility rather than long-term trust.
“I found cultivating and maintaining professional relationships works much better when each party is genuine,” Finerty says. “Being genuinely interested in what the other person has to say and being genuine about the relationship.”
This philosophy informed his leadership style during his tenure as Director of the Air Force Office of Legislative Liaison. Leading a team of more than 80 military and civilian personnel, he was responsible for all aspects of legislative strategy and interaction between both the Air Force and Space Force and Congress.
The position represented the culmination of his legislative competence, requiring him to manage day-to-day communications, oversee congressional hearings and handle Department of the Air Force Senate confirmations. His team facilitated successful congressional engagements supporting budget submissions, ensuring Air Force and Space Force priorities were preserved throughout legislative authorization and appropriations cycles.
Finerty’s approach to team motivation emphasizes personal recognition and genuine interest in subordinates as individuals. Rather than relying solely on formal awards and recognition programs, he focuses on understanding each team member’s circumstances and challenges.
“Everyone is dealing with significant issues outside of work that the rest of us aren’t aware of and don’t understand,” he says. “Letting people know you care and you are there to help makes the difference.”
Navigating Complex Stakeholder Relationships
Finerty’s assignment as Special Assistant to the Office of the Director of the Air National Guard allowed him to apply three decades of experience to the unique challenges facing the Air National Guard. Working directly for a three-star director, he represented the Air National Guard in engagements and discussions at the Pentagon.
His experience managing relationships across the defense industrial base, intelligence community, and joint service stakeholders proved invaluable in this role. Throughout his career, he has developed competence in coordinating across multiple organizations with different priorities and operating procedures.
“Challenging interactions need to be approached by being genuine, honest, and not taking the exchange personally,” Finerty says about managing difficult stakeholder relationships. “Too often we are so close to an issue that if the interaction doesn’t go our way then it becomes personal.”
This measured approach to conflict resolution reflects his understanding that relationships are always ongoing rather than transactional. The colleagues and stakeholders he worked with during one assignment would likely reappear in future roles, making long-term relationship maintenance essential for sustained effectiveness.
His ability to foster coordination across services and intelligence community stakeholders on joint programs with high congressional interest demonstrates the value of his collaborative approach.
Chris Finerty’s Legacy of Leadership and Mentorship
Finerty’s career demonstrates how military officers can successfully transition between operational and political roles while maintaining their core values and leadership principles.
His approach to delegation and organizational efficiency reflects his understanding that effective leadership requires developing subordinates’ decision-making capabilities. Rather than centralizing authority, he encourages team members to exercise their judgment and take responsibility for decisions within their authority.
“If someone in my organization can make a decision, they should make the decision,” he says. “I should make decisions that only I can make and all others should be delegated.”
This philosophy extends to his mentorship of colleagues facing difficult career decisions. Once, when advising a colleague struggling to balance career and family obligations, Chris Finerty Air Force drew on his own experience to provide perspective on long-term priorities.
“I told him to, without question, choose his family,” he says. “I told him his family will be there when he retires and will be there for the rest of his life, and that he will be a distant memory to the military on day one of his retirement.”
The advice reflects his understanding that military service, while important, represents only one aspect of a complete life. His ability to maintain this perspective while excelling in demanding positions demonstrates the leadership qualities that enabled his success across multiple high-stakes assignments.
Finerty’s career trajectory illustrates the diverse paths available to people willing to develop specialized skills in areas beyond their traditional roles.
His emphasis on clear communication, genuine relationships, and goal-focused decision-making provides a framework for officers seeking to navigate the complex intersection of military requirements and political realities.
From operational roles to shaping national security policy, Finerty’s journey shows the power of empathy and clarity in leadership.
