Trailblazing Leadership in Human Resources: A Conversation with Brady Pyle, CHRIO at Space Center Houston
View Edition Trailblazing Leadership in Human Resources: A Conversation with Brady Pyle, CHRIO at Space Center Houston When you speak with Brady Pyle, Chief Human Resources & Inclusion Officer at Space Center Houston, it’s clear that his journey to the top of the HR world wasn’t just about career milestones—it was about passion, dedication, and an unwavering commitment to making a difference. His path has been shaped by a deep sense of service, a desire to lead with integrity, and a vision to create an inclusive environment where people are empowered to thrive. From a young age, Brady Pyle’s life seemed destined for service. Growing up, he looked up to his father and grandfather, both of whom had careers in government, and he knew early on that he wanted to follow in their footsteps. But what began as a straightforward journey into public service soon evolved into something much more profound. After a chance encounter with human resources while still in college, Pyle’s path took an unexpected turn—a turn that would eventually lead him to become the Chief Human Resources & Inclusion Officer (CHRIO) at Space Center Houston, one of the most iconic institutions in the world of space exploration. As a boy dreaming of big things, Pyle never could have predicted how his early career choices and leadership experiences would intertwine with a growing passion for fostering inclusive, innovative, and empowering workplaces. And yet, in hindsight, everything feels connected: a deep-seated desire to make a difference, a natural ability to lead, and an unshakable commitment to nurturing people and cultures that inspire curiosity. Today, as he leads human resources at Space Center Houston, Pyle is shaping not just the workforce but also a legacy of inclusivity and innovation—a legacy that inspires millions of visitors every year. Early Beginnings: From Government Service to HR Leadership Brady Pyle’s path to human resources was not one he initially envisioned. Early on, his goal was to follow in the footsteps of his father and grandfather, both of whom had built successful careers in government. “I’ve always felt a strong pull towards public service, which is why I pursued my education at Texas A&M University,” Pyle recalls. “I was fortunate to attend a school that offered opportunities for non-engineering students to work in cooperative education programs, and that’s where I first got exposure to HR.” It wasn’t long before an opportunity with the Department of Health & Human Services (HHS) in Washington, D.C., opened the door to a new chapter in his career. Despite being an undergraduate, Pyle was offered a role in their Dallas office—a pivotal moment that set him on the path to human resources. “That experience made me realize that I wasn’t as interested in policy work as I was in operations, especially when it came to HR,” he says. “It was then that I knew HR was the right fit for me.” After completing his master’s degree in Human Resources at Texas A&M, Pyle’s career trajectory changed significantly when he joined NASA. Over the next two decades, he took on increasingly important leadership roles, ultimately overseeing HR functions at NASA’s Johnson Space Center (JSC). Pyle’s work didn’t stop there, however. He soon became an executive overseeing HR across all NASA centers, with a vast budget and workforce to manage. His leadership played a key role in driving innovation and shaping the way NASA approached human resources. In 2023, after his retirement from NASA, Pyle’s path led him to a new chapter as CHRIO at Space Center Houston. It was a move that would allow him to take everything he had learned at NASA and apply it to a nonprofit space center that is not just a museum, but a learning hub inspiring millions about the wonders of space exploration. A Defining Experience: Shaping a Culture of Inclusion One of the most transformative experiences in Pyle’s career came when he realized that engaging his leadership team in diversity and inclusion discussions was much more complex than he had expected. “I remember sitting in a meeting where we were discussing diversity, and I noticed that many of the white male leaders on my team were simply not engaging,” Pyle reflects. “That moment made me realize that we needed to approach inclusion differently.” Instead of ignoring the challenge, Pyle decided to tackle it head-on. With the help of his colleagues, he attended a White Men as Full Diversity Partners workshop, which helped him understand the deeper dynamics of workplace culture. This experience was eye-opening, and it encouraged him to start one-on-one conversations with fellow leaders. “It was important to acknowledge what I didn’t know,” Pyle shares. “I wasn’t afraid to admit that I had a lot to learn about inclusion myself.” The shift from focusing on just diversity to a broader, more inclusive approach helped pave the way for the creation of an “Inclusive Leaders Cadre” at NASA, a program designed to build leadership competencies around inclusion. This program has continued to inspire Pyle’s work at Space Center Houston, where inclusion is central to every decision he makes. Values That Guide Leadership: Excellence, Integrity, and Improvement The leadership principles that guide Pyle today are deeply rooted in the values instilled in him by his father and grandfather. “From them, I learned the importance of excellence, integrity, and always striving to improve,” Pyle says. “These values have shaped who I am as a leader and guide everything I do.” These core values are a natural fit with the culture at Space Center Houston, where Pyle’s role as CHRIO involves more than just overseeing HR operations. “As a team, we’re focused on creating a workplace where employees feel empowered and where innovation thrives,” he explains. “Our job is to make sure the organization is always prepared for the future, but also to support the culture and well-being of the team.” At Space Center Houston, Pyle’s approach emphasizes not only fostering a positive workplace environment but also ensuring that the team has the tools and resources to
