Welcome to RELI Group’s Leadership Spotlight series! In this series, we’ll delve into the background, passions and philosophies of some of Team RELI’s best and brightest minds. Each post includes the same five questions, offering a comprehensive glimpse into the folks that make RELI great.
In today’s Leadership Spotlight, meet Mike Korba, Director of Business Development for National Security & Safety at RELI Group. With more than 15 years in federal business development spanning Mission IT, Enterprise IT, Data Science and AI/ML, he brings a proven record of building pipelines, leading complex captures and delivering results across DHS, DoS, DoD and other agencies.
Can you share a pivotal moment in your career that influenced your path in government contracting?
Early in my career I worked in information technology (IT) staffing for the commercial sector. My path shifted when I joined a company deploying IT systems in airports which introduced me to state and local government work and led to my first federal contract supporting the Transportation Security Administration (TSA). That opportunity expanded into work with multiple Department of Homeland Security (DHS) components and years later brought me back to TSA efforts here at RELI for a full circle moment.
What drives your passion for working in government contracting?
My passion comes from the opportunity to solve real problems, not simply sell solutions. In capture and business development I always ask, “What problems are we solving?” instead of, “What are we selling?” I focus on understanding our clients’ challenges and delivering thoughtful and creative solutions, whether from within RELI or through broader networks. The national security mission, particularly in the DHS arena, adds purpose, knowing our work helps keep friends and family safe.
How do you approach leadership and team building?
I believe leadership starts with engagement, accountability and empowerment. Even as an individual contributor, I see myself as the point of the arrow in capture and solutioning, identifying the challenge and rallying the team around it. In previous program management roles, I led by example, getting into technical details, taking ownership and protecting my team from unnecessary pressure. For me, impactful leadership means being fully immersed in the mission and inspiring others to do the same.
What innovations or trends in the government sector excite you the most?
I am especially excited about advancements in data quality, accessibility and sharing. Structured and shareable data is the foundation that enables effective AI and operational improvements. Within DHS, I see significant opportunities to consolidate data across components to streamline operations, strengthen security and improve mission outcomes.
Can you discuss a project or initiative you’re particularly proud of?
My most memorable project remains my first major program – deploying and maintaining the original Clear systems at airports in 2007, long before the program as people know it today. We faced challenging dynamics between the ownership of Clear, TSA and airport stakeholders, along with hardware and software that did not always work well together. I learned how to navigate high-pressure situations, protect my team from unnecessary heat and take full accountability for outcomes. Later, I led a TSA hardware deployment across 120 airports in just three months, managing complex logistics in highly regulated and secure environments. These experiences shaped my leadership style and strengthened my problem-solving approach throughout my career.
