A Soil Scientist Goes to Washington: Navigating the Path to National Science Leadership

In 2021, shortly after President Joe Biden and Vice-President Kamala Harris took office, I was invited to join the administration as the Director of the Department of Energy's (DOE) Office of Science (SC)—to oversee the office responsible for advancing scientific research that shapes our understanding of nature and is pivotal for advancing the energy, economic, and national security of the United States. This executive position, known internally as SC-1, requires a Presidential nomination and US Senate confirmation. After a 15-month-long process of interviews, vetting, and lots of paperwork, my nomination was approved by the US Senate in May 2022, and I embarked on a unique role in national science leadership. As the first earth scientist and person of color to hold this important scientific leadership position in the United States, I knew I would bring a unique perspective to the role. By embracing this opportunity, I not only made history but also contributed to the advancement of scientific knowledge for the benefit of society. My journey to scientific leadership started far from the corridors of the US federal government, halfway across the world in Eritrea. I entered and “grew up” in the world of DOE while pursuing graduate education in earth sciences, at the University of California, Berkeley, where I was fortunate to be co-advised by Dr. Margaret S. Torn, a renowned scientist at the Lawrence Berkeley National Laboratory (LBNL). At LBNL, I gained valuable insights into the national laboratories, user facilities, and the broader DOE scientific ecosystem. Since then, I have been a user of multiple user facilities, secured funding from the DOE, collaborated with scientists from several national laboratories, and mentored scientists who have since secured professional appointments in DOE national laboratories. At the time of my appointment to the DOE role, I held the positions of Professor of Soil Biogeochemistry; Ted and Jan Falasco Chair in Earth Sciences and Geology; and Associate Dean for Graduate Education at the University of California, Merced. I am a trained biogeochemist and political ecologist. A central theme of my work has been understanding the critical role that soil plays in regulating the Earth's climate. Over the years, I worked on advancing our understanding of organic matter dynamics in the soil system, response of key soil processes to environmental change, and human-soil relationships. In addition, I actively participated in on numerous national and international scholarly activities and committees, including those convened by the National Academies of Sciences, Engineering, and Medicine, State of California, and the United Nations. Further, I championed efforts to broaden participation in STEM, recognizing its essential role in fostering a more innovative and just scientific enterprise. My experiences as a scientist, educator, academic leader, and science policy contributor were instrumental in preparing me for this role. Some readers of this piece might not be fully aware of SC and what the job of SC-1 entails. The DOE Office of Science, the largest supporter of basic research in the physical sciences in the United States, plays a pivotal role as a federal agency responsible for a significant piece of the fundamental scientific research in the nation. Its extensive portfolio spans nearly every critical area of scientific innovation encompassing the physical sciences, including applied mathematics, computer science, physics, chemistry, earth sciences, and more. The Office has approximately 750 staff in SC and oversees the management of 10 national laboratories—the crown jewels of American scientific infrastructure—with a scientific workforce of about 25,000, and 28 National Scientific User Facilities that collectively serve approximately 40,000 scientists annually. With an annual congressionally appropriated budget of more than $8 billion, the Office of Science serves as the foundational engine of scientific discovery in the nation, providing funding to over 300 institutions nationwide. This funding enables cutting-edge research that addresses some of humanity's most complex scientific challenges, ranging from chemistry of novel materials and fundamental particle physics to environmental science, clean energy, quantum computing, and fusion energy. The Office of Science is a critical strategic office that routinely contributes to shaping the future of scientific innovation globally and maintaining the United States' leadership in global scientific research. The mission of the Office of Science is to deliver scientific discoveries, capabilities, and major scientific tools to transform our understanding of nature and advance the energy, economic, and national security of the United States. The long-term priorities for the office are determined through deliberate consultation with the scientific community, as represented by federal advisory committees and attendees at public forums for each major program. However, in addition to long-term research directions, each office typically undertakes additional initiatives based on specific national priorities. During my tenure, we advanced existing projects and initiatives and started new ones. To give a few examples, support from the Inflation Reduction Act allowed SC to advance ongoing facility upgrades and major projects, such as supporting ongoing construction of the Deep Underground Neutrino Experiment at the Long-Baseline Neutrino Facility (LBNF-DUNE) that extends from Fermi Lab in Illinois to South Dakota; building of the Electron-Ion Collider at Brookhaven National Laboratory; advancing scientific computing research programs at Argonne Leadership Computing Facility (at Argonne National Lab), Oak Ridge Leadership Computing Facility (at Oak Ridge National Lab), and the National Energy Research Scientific Computing Center at the Lawrence Berkeley National Lab; continue support for US participation in ITER (the international nuclear fusion research and engineering megaproject), and more. The Chips and Science Act authorized an increase in SC budget and partnerships with other parts of DOE, federal agencies, and the private sector to enhance the science and capabilities for manufacturing semiconductors in the US. In addition, my time in SC included start and completion of major projects—including launch of the exascale era of computing (Frontier supercomputer at Oak Ridge National Lab), the world's most powerful X-ray laser (Linac Coherent Light Source, LCLS-II at Stanford, SLAC National Accelerator Laboratory), and launch of the Integrated Research Infrastructure (IRI), and the High-Performance Data Facility (HPDF) Project in partnership with Thomas Jefferson National Accelerator Facility and LBNL. Moreover, a long-sought breakthrough in achieving fusion ignition in 2022 led to an increase in federal support for fusion energy research. In areas related to earth and environmental sciences, the growing urgency of addressing the climate crisis necessitated the expansion of significant research and application work on climate and clean energy, including the launch of the department-wide Energy EarthShotsTM and other novel approaches to addressing the climate change crisis in collaboration with affected communities. My role as SC-1 was genuinely exciting, exceptional, and incredibly gratifying service to the science and community I deeply care about. The position demands a combination of scientific expertise, strategic vision, and leadership skills. I often described it as requiring one to have or develop a unique blend of managerial, scientific, accounting, legal, fire marshal, mediation, ethical guidance, and cheerleading skills— the specific skills required may vary depending on the day and the emerging issues, making it unpredictable when one or more of these skills may be necessary. In doing the job, I held on to my leadership philosophy that is rooted in fundamental principles of humility, integrity, excellence, and profound respect for diverse viewpoints. As Director of the Office of Science, I had the privilege of advocating and cheering for the work of scientists as they pursued groundbreaking, fundamental scientific inquires that continue to advance the frontiers of knowledge—the kind that many would consider impossible or prohibitively challenging. Although my role was in leading an office that is tasked with stewarding basic research, many of the scientists, tools, and discoveries that SC supports have gone on to benefit development of transformative technology for the nation, the planet, and humanity. Consider the now broad utility of solar panels, progress in battery technology, rapid advances in artificial intelligence and high-performance computing and their application across broad fields, capability to more accurately model the climate system, and so many more technologies that we rely on. All of these were aided by support for basic research that the Office of Science championed over decades. Nowhere was the value of long-term investment in basic research even more evident than when scientists from across DOE and other parts of the US S&T ecosystem quickly came together to use Office of Science User facilities—including light sources and high performance computing systems—to advance work that provided crucial understanding of the nature and properties of the COVID-19 virus, and speed up development of the vaccine and therapeutics. Supporting the development of a thriving STEM workforce is another crucial way in which SC and similar federal funding agencies contribute to ensuring the long-term economic competitiveness of the United States. Studies over many decades have demonstrated that talent and aptitude for STEM are equally distributed among all populations, but access to resources and opportunities that are crucial for success in STEM are not. One of the important responsibilities of people in positions like SC-1 is to ensure that no community is excluded from access to publicly funded scientific research enterprise. Hence, one of my important missions on the job was to expand access to STEM opportunities for America's brightest minds, regardless of background or geography. This meant finding ways to tap into untapped talent pools across the nation in order to expand scientific excellence. The statistics on how limited access to resources hinders opportunities for STEM participation among a significant portion of the US population are disheartening and revealing. According to a report from the American Physical Society (APS) (Quider et al., 2023), among the 637 universities receiving federal research funding, the top 22% receive 90% of the federal research and development resources. In contrast, Emerging Research Institutions (ERIs), which serve 57% of all students, including 68% of Pell Grant recipients, have to compete for a mere 10% of the federal R&D funding. As SC-1, I had a responsibility to address structural inequities, ensure that the federal resources entrusted to SC (i.e., funding and access to user facilities) are accessible to every American, wherever they may be working or studying, and expand the STEM tent. At SC, this involved efforts to broaden the range of institutions served by SC funding. We added a requirement for submitting plan for Promoting Inclusive and Equitable Research (PIER plans, similar to the National Science Foundation's broader impacts, which, among other things, encouraged researchers in large universities and labs to collaborate with ERIs); ensuring representation of scholars from diverse regions and types of institutions in federal advisory committees that help set research agendas for SC, conducting direct outreach to institutions that had historically received little to no federal STEM funding; and establishing office hours for program managers so that they can efficiently respond to inquiries from new applicants (principal investigators and institutional representatives), especially those from institutions with limited or no familiarity with SC and/or DOE funding mechanisms. These efforts led to increasing the STEM workforce, brought new ideas to the table, and strategically accelerated scientific innovation and advancement. These kinds of efforts are crucial for tapping into the nation's full range of talent that is essential for global STEM competitiveness in today's world. As should be expected, the high-level government position I held also sometimes presented some challenges. I was entrusted with managing substantial budgets and overseeing intricate research initiatives across multiple programs, with many different stakeholders who typically have different interests. To carry out my responsibilities as SC-1, I worked with an amazing leadership team that possessed multitudes of skills—strategic leadership, tactical execution, effective people management, communication skills, and more—to navigate intricate scientific, legal, regulatory, and political landscapes. Whenever possible, I sought to strike a balance in my decisions to address the needs of stakeholders with competing needs, provide ethical guidance, and resolve conflicts while maintaining a clear focus on the broader scientific enterprise's objectives and remain true to my core principles. The role of SC-1 also demanded significant personal sacrifices. Most importantly, to do the job, I had to regularly be away from my family. In addition, federal guidelines strictly restricted the activities of individuals holding senior executive positions, particularly political appointees. For scientists transitioning into government roles in the Biden-Harris administration, this meant complete separation from our home academic institutions and ongoing research, mentees, and collaborative projects. I had to withdraw myself from many scholarly activities and lost credit for even scientific work I did before the start of my government role. This transition can be particularly challenging for active scientists seeking to return to academic positions after completing their government service. Furthermore, scientific leaders from historically minoritized communities in STEM often have distinct experiences compared to individuals from the majority. In many ways, entering government service can be akin to navigating a sometimes lonely and treacherous obstacle course (Berhe et al., 2022) rather than a straightforward career progression—this is not unlike what scholars from minoritized communities face in the academy. This can involve limited role models and support; regular (and sometimes unfair) public scrutiny; persistent questioning of one's expertise, potential, and work; and not getting credit for our work and accomplishments. However, despite these and other challenges, the opportunity to shape national scientific priorities and broaden participation of people from diverse backgrounds in STEM made the job fulfilling. Solving complex scientific challenges across various fields supported by the office necessitates collaboration, diplomacy, and advocacy. I dedicated my energy to being the best leader and advocate for science I could be and fostering a more inclusive scientific ecosystem for everyone. As I reflect on my tenure as SC-1, one of the most significant lessons that resonates with me is that leadership is not solely about possessing an in-depth understanding of every organizational process and procedure from the outset. It is also not about constantly being more knowledgeable than everyone else in the room. Instead, it involves being willing to collaborate with a diverse team of colleagues who complement your skills and whom you can trust. It entails quickly learning about different topics, integrating information from multiple perspectives, and providing timely, optimal decisions and direction. Effective leadership requires ensuring fairness and as much transparency as the job allows. 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