About Avery

A life shaped by service.

Author, U.S. Navy veteran, mentor, and a leader whose story began long before the title.

Avery Q. Muse, Sr., wearing glasses and a dark checked jacket, with his arms folded
Avery Q. Muse, Sr.

The person behind the pages

Avery Q. Muse, Sr.

Avery Q. Muse, Sr. is an author, entrepreneur, U.S. Navy veteran, former Senior Executive Service leader, and Founder and CEO of The Muse Group, a consulting firm focused on technology transformation, mission enablement, healthcare, and the public sector.

His career spans an uncommon arc from enlisted Navy service to the Senior Executive Service, with leadership roles across national defense, federal law enforcement, the legislative branch, public health, and entrepreneurship.

Muse began his career in the United States Navy as a communications specialist, supporting mission-critical operations and earning the National Defense Service Medal and two Navy Achievement Medals. After leaving active duty, he continued serving in national-security environments, including assignments supporting the Joint Staff at the Pentagon and leadership roles with the Defense Information Systems Agency.

At DISA, Muse served at headquarters and later in Europe, where his responsibilities included enterprise operations, cybersecurity, command and control, workforce leadership, international partnerships, and support to Department of Defense missions across allied environments.

He later joined the U.S. Marshals Service as Chief of Service Delivery, supporting technology capabilities connected to judicial security, prisoner operations, tactical missions, and national and international law-enforcement activities. He subsequently served as Deputy Chief Information Officer for the U.S. Capitol Police, helping lead technology modernization, operations, and security in support of the legislative branch.

Muse’s federal career culminated at the U.S. Department of Health and Human Services, where he served as Executive Director for the Office of IT Operations and as a member of the Senior Executive Service. There, he led enterprise technology operations and transformation within one of the federal government’s largest and most complex IT environments. His civilian service was recognized with the Meritorious Civilian Service Award.

Today, through The Muse Group, Muse works with government, industry, and healthcare leaders on modernization, operational strategy, Total Experience, and mission-focused technology transformation. He is also the founder of Muse Leadership Press, created to develop work centered on leadership, service, reflection, and legacy.

Muse is a writer, speaker, mentor, and advocate for leadership grounded in service rather than position. His thought leadership has appeared in national publications, including NextGov, where he has written about Total Experience and the connection between people, technology, and mission outcomes.

His memoir, The Rooms I Had to Earn: A Memoir of Faith, Leadership, and Service Beyond the Title, reflects on the experiences, relationships, and lessons that shaped his approach to leadership across military service, government, community, and family life.

Beyond his professional roles, Muse is a husband, father, grandfather, mentor, coach, and man of faith. He and his wife, Allyson, live in Maryland.

His guiding belief is simple:

Public service does not end when you leave government.

And the leadership philosophy at the center of his work is equally clear:

Lead. Serve. Leave a Legacy.

Why Avery wrote it

“What had
formed me for
those rooms?”

Avery Q. Muse, Sr.

“For years, I dreamed about writing my story.”

“I wrote it because leadership is not formed only in the places where people applaud you. It is formed in the places where you are tested, corrected, overlooked, trusted, stretched, and still called to serve.”

“At this stage of my life, I do not see this book as simply a look back. I see it as an act of service.”

Read Avery’s full reflection

Why I wrote it

For years, I dreamed about writing my story.

I knew I had lived a journey that was unusual in many ways. That was true not only because of where I began, but because of the rare breadth of service, mission, and leadership I had experienced across military service, private industry, national security, law enforcement, legislative branch operations, public health and human services, international assignments, and executive leadership.

I do not say that to elevate the résumé. I say it because the scale of the journey made the deeper question unavoidable.

What had formed me for those rooms?

I could have written a book centered on the organizations, the high-stakes missions, the impact, the awards, the accolades, and the accomplishments. All of that is part of the story. Those organizations shaped my understanding of service, leadership, responsibility, and mission. They placed me close to decisions, people, and outcomes that had real consequence.

But that would not have been the whole truth.

The real story was not only the A-side people could see.

It was the B-side.

The faith. The family. The uncertainty. The mistakes. The sacrifices. The private pressure behind public responsibility. The discipline. The quiet preparation. The people who saw something in me before I fully saw it in myself. The places that stretched me before I was ready, humbled me before I understood, and shaped me before the title arrived.

That is why I wrote The Rooms I Had to Earn.

I wrote it because leadership is not formed only in the places where people applaud you. It is formed in the places where you are tested, corrected, overlooked, trusted, stretched, and still called to serve.

I wrote it for the young student wondering whether their current academic record will limit their future. I want them to know it does not have to. A difficult start is not the same as a final destination.

I wrote it for the young person trying to find direction, because one disciplined decision can change the trajectory of a life.

I wrote it for the young couple just getting started, because humble beginnings can build character, strength, patience, gratitude, and faith that comfort alone cannot produce.

I wrote it for the parent trying to balance ambition, responsibility, service, and family, because the private sacrifices are real and deserve to be honored.

I wrote it for the young leader trying to earn trust, because leadership is formed before it is recognized.

I wrote it for the executive who has achieved the title but still feels the weight of responsibility, because the title is not the reward. The title is a platform for service.

I wrote it for the person who feels overlooked, underestimated, or behind, because hidden preparation is still preparation.

And I wrote it for anyone who has ever wondered whether the difficult seasons of their life were wasted. I want this book to remind them that those seasons may have been forming something they could not yet see.

Why now

I am at a point in my life where I can see the thread more clearly.

Baltimore, the Navy, marriage, fatherhood, public service, executive leadership, community, faith, coaching, and the work I am still called to do are not separate stories. They are connected parts of one formation journey.

The same was true in the community work and in the gyms where I coached young men. Basketball started as a way to serve, teach, challenge, and create structure for others. Over time, I realized it was forming me too. As I was helping shape young men, I was still being shaped as a father, leader, mentor, and servant.

The book helped me put language around a life I had been living for decades. It helped me understand that the visible title was never the whole story. The title may have opened doors, but the formation prepared me to walk through them with purpose.

At this stage of my life, I do not see this book as simply a look back. I see it as an act of service.

It is my way of saying to someone else: your B-side has value. The pressure, the setbacks, the quiet obedience, the private work, the hard lessons, and the places no one saw may be preparing you for something bigger than you can see right now.

The title came last. The formation came first.

And once you enter the room, the responsibility is not simply to enjoy the seat.

The responsibility is to make room for someone coming behind you.

There may be a room
in here for you.

  • The student wondering whether a difficult start decides the future.
  • The veteran or public servant navigating what comes next.
  • The parent balancing ambition, responsibility, and presence.
  • The leader carrying pressures other people cannot see.
  • The person ready to turn experience into service for someone else.

The next room

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