In his conversation on Fed Gov Today, David Cattler, former Director of the Defense Counterintelligence and Security Agency (DCSA), shares a thoughtful and measured view of how artificial intelligence is changing the way the federal government approaches insider threat detection and security clearance investigations. His message is clear: AI is a powerful tool, but human judgment must always remain at the heart of decisions about trust.
Cattler explains that DCSA is adopting artificial intelligence and structured professional judgment tools to identify insider threats earlier and more effectively. These technologies help analysts process vast amounts of information and spot behavioral anomalies that could signal risk.
But he is quick to remind listeners that there’s no “silver bullet” in identifying insider threats. “There’s no magical solution to really understand who is going to go bad and who has bad intent,” he says. Insider threats, he notes, are not limited to those who commit violent acts—they include anyone who violates trust, whether by leaking sensitive information, engaging in espionage, or sabotaging systems.
The challenge, Cattler explains, lies in balancing vigilance with fairness. DCSA must monitor millions of people while ensuring it protects individuals’ rights and avoids unfair or intrusive actions. The goal is to detect genuine risks early—before harm occurs—while maintaining public confidence in the system’s integrity.
Artificial intelligence plays an increasingly important role in that balance. Cattler says AI helps DCSA manage the massive volumes of data generated through background checks, security clearances, and insider threat programs. It can highlight patterns, issue alerts, and flag unusual activity for human analysts to review.
However, he draws a firm line between automation and decision-making. “We should not allow the computer, or AI, to take that fundamentally human decision about trust,” he says. Trust, he reminds listeners, is deeply personal and consequential. When DCSA decides that an individual cannot hold a security clearance, it directly impacts that person’s ability to work and support their family. The same holds true for companies that depend on facility clearances to participate in national defense contracts.
That’s why Cattler insists that AI supports human decision-makers—it does not replace them. DCSA uses technology to make its processes faster, smarter, and more consistent, but ultimate responsibility rests with trained professionals who weigh evidence, context, and judgment.
As Cattler prepares to retire, he reflects on the importance of strategic transformation within federal agencies. Leading such large-scale change, especially in an organization as vital as DCSA, requires both vision and humility. He views his role not as a top-down commander but as an enabler—someone who sets the right conditions for his team to succeed.
With roughly 15,000 employees, DCSA handles a vast and complex mission that includes conducting background investigations, managing industrial security, and ensuring the protection of national defense information. Cattler credits his workforce—not his position—with the agency’s achievements. “They are the ones on the front lines, interacting with people for background checks and industrial audits,” he says. “What I’ve tried to do is set the conditions for them to succeed.”
He believes that empowering employees to innovate and take initiative is essential to the agency’s success. “If you have a better way of doing business, say so,” he tells them. “We’ll look at it, and if it works, we’ll move out.” For Cattler, creating a culture that welcomes experimentation and continuous improvement is key to maintaining DCSA’s effectiveness in a rapidly evolving security environment.
Cattler also highlights the importance of partnership between DCSA and the defense industrial base—the network of private companies that supports national security operations. While DCSA enforces strict compliance standards, he says the agency’s relationship with industry is fundamentally collaborative.
“Three hundred and sixty-four days of the year, we’re working together,” he says. “We know we have a common ‘why’—protecting the national security of the United States.” There may be one day a year, he jokes, when DCSA “turns its hat around” to perform audits and measure compliance, but the rest of the time, the agency is focused on guidance, training, and open communication.
This cooperative approach, Cattler believes, strengthens both sides. By sharing lessons learned and encouraging industry feedback, DCSA ensures that government and private-sector partners work in harmony to safeguard classified information and uphold the nation’s trust.
Throughout the interview, Cattler returns to a central theme: technology should always serve the mission, not define it.Whether it’s AI or another emerging innovation, he urges federal leaders to focus on the “why” behind every tool they adopt. “If AI helps you get there, then great,” he says. “If it doesn’t, don’t use it.”
For DCSA, that “why” is clear—protecting national security through trust, fairness, and responsibility. As Cattler passes the torch to the next generation of leaders, he leaves behind an agency more agile, data-informed, and human-centered than ever before.