Member Profile: Anthony Sweitzer
Anthony Sweitzer has been involved in technology sales to the federal government and military for the last 30 years. He has worked with companies like Cisco and Zoom (fortunately in a period that included its early 2020s boom) and with products ranging from IT and cloud to HR management.
Sweitzer joined Atlassian in July 2025 after two years at Freshworks, serving as a federal account executive. He is a proud Potomac Officers Club member and chatted with us about how he got to this juncture in his career, his advice for up-and-coming GovCon aspirants and more.
Potomac Officers Club: What can you tell us about your background and how you’ve been able to adapt to the ever-changing challenges of the federal landscape over the course of your career?
Anthony Sweitzer: I’m an account executive for the public sector at Atlassian, based in Virginia, and I’ve spent more than 20 years in technology roles at companies like Zoom, RingCentral, Cisco/Webex and Freshworks. In my current role, I support major federal agencies such as the Department of Veterans Affairs, Health and Human Services, the CDC, and NIH, helping them modernize their technology and processes.
Over the course of my career, I’ve learned to adapt quickly to the ever-changing federal landscape. I’ve led a number of digital transformation efforts, guiding agencies through cloud adoption, automation and compliance with evolving federal mandates. My approach is really centered on understanding each agency’s unique mission, challenges and technology stack so I can tailor solutions that drive operational efficiency and mission success.
Collaboration has always been a big part of how I work. I partner closely with organizations like AWS and Valiantys, as well as cross-functional teams within Atlassian, to deliver consistent value and support. I focus on measurable outcomes—whether that’s building a stronger sales pipeline or expanding Atlassian’s footprint within federal accounts—and I use tools like TCO calculators to help agencies justify their modernization investments.
I also make it a point to stay engaged with the broader federal community. I regularly attend industry events, user groups and stakeholder discussions to keep a pulse on what agencies are prioritizing and where their pain points are. That ongoing dialogue helps me align our solutions with their real-world needs.
At the end of the day, my career has been defined by adaptability, innovation and partnership. I’m passionate about helping federal agencies achieve their missions and succeed in an environment that’s constantly evolving.
POC: With emerging technology influencing the federal government and industry more by the day, what are some of the challenges on the business side of innovation that aren’t always discussed as often as they should be?
Sweitzer: While emerging technology is rapidly transforming the federal government and industry, several business-side challenges of innovation often go under-discussed.
One major challenge is fragmented ownership and siloed decision-making. In many agencies, technology investments are split between business units and IT, leading to unclear priorities, duplicated efforts and slow adoption. This fragmentation can stall or misalign modernization initiatives, making it difficult to realize the full value of new technologies.
Cross-departmental communication barriers also hinder innovation. Poor collaboration between teams—especially when legacy systems and technical debt are involved—can result in inefficiencies and missed opportunities. Integrating new technologies requires not just technical upgrades, but also a cultural shift toward openness and shared goals.
Another underappreciated issue is trust and change fatigue. The rapid introduction of advanced technologies like AI can create skepticism among staff and leadership. Overhyped promises and unclear value propositions (“agent-washing”) can lead to resistance and fatigue, making it harder to secure buy-in for transformative projects.
Workforce skills gaps present another significant hurdle. Federal agencies often lack the internal expertise needed to implement and manage emerging technologies. Upskilling and training programs frequently lag behind the pace of change, resulting in underutilization of new tools and increased reliance on external vendors.
Finally, operational and security risks are often underestimated. As automation and AI become more autonomous, new business and regulatory risks emerge—especially around security, data governance and the orchestration of complex, multi-agent systems.
The most overlooked challenges are organizational and cultural: fragmented ownership, communication gaps, trust issues, workforce adaptation and new operational risks. Addressing these is just as critical as solving technical or budgetary hurdles to ensure successful innovation in the federal sector.
POC: How would you advise someone entering our industry to build their resume and advance their careers to be in the best position in the years to come?
Sweitzer: For anyone entering the federal technology and public sector industry, my top advice is to focus on building a blend of technical skills, business acumen and relationship-building abilities.
First, invest in learning the fundamentals of cloud, cybersecurity and emerging technologies like AI and automation. Certifications (such as AWS, Azure or ITIL) and hands-on experience with modern platforms will set you apart. Stay curious and proactive about new trends—continuous learning is essential in this fast-evolving space.
Second, develop a strong understanding of how federal agencies operate—their missions, procurement processes and compliance requirements. Experience with government contracting, FedRAMP or working on public sector projects is highly valuable. Seek out mentors who can help you navigate the unique aspects of the federal landscape.
Third, prioritize communication and collaboration skills. Success in this industry often depends on your ability to work across teams, translate technical solutions into business value, and build trust with both customers and partners. Volunteering for cross-functional projects or customer-facing roles can accelerate your growth.
Finally, build your network. Attend industry events, join professional associations and connect with peers and leaders in the field. Relationships and reputation matter—a strong network can open doors to new opportunities and provide support throughout your career.
Overall, I’d recommend combining technical expertise with business insight, understanding the federal environment, honing your people skills and investing in your network. This well-rounded approach will position you for long-term success and advancement in the federal technology sector.
Category: Executive Profiles
