A Life of Service Comes Full Circle

Lt. Col. Brandon J. Alford, a 2008 graduate with a Bachelor of Science in Applied Meteorology from Embry‑Riddle Aeronautical University – Prescott, leads the U.S. Air Force and U.S. Space Force Honor Guard at Joint Base Anacostia-Bolling, overseeing 294 Airmen and Guardians through over 3,500 annual ceremonies for top U.S. officials. He ensures military honors for veterans at Arlington National Cemetery and nearby regions, sets standards for more than 225 honor guard units worldwide and supports international soft power projection and influence for the Department of the Air Force through the Honor Guard Drill Team.

Since earning his degree from Embry‑Riddle and graduating with distinction from the Prescott Campus’s Air Force Reserve Officer Training Corps (AFROTC) program, Alford has held many roles, including weather forecast operations, Sexual Assault Response Coordinator and command at varying echelons of leadership.  Most recently, he commanded the 13th Expeditionary Combat Weather Squadron, integrating into the U.S. Army V Corps with nine operating locations in five European countries.

We had a chance to speak to Alford and asked him to reflect on his career in the Air Force and his time at Embry‑Riddle Prescott.

Coming Full Circle

Alford’s career accomplishments are plentiful, but he is most proud of commanding the Honor Guard — a career goal that began in 1999, when he put on his first uniform as an Army Junior Reserve Officer Training Corps (JROTC) cadet. When Alford joined his high school Honor Guard and Drill Team, he found deep meaning in leading and serving through the tradition and ceremony of drill teams. Alford also participated in Embry‑Riddle's AFROTC Sabre Drill Team, eventually serving as the cadet Honor Corps commander.

“JROTC was my first introduction to the skills and precision the U.S. military showcases,” he said. “I’ve applied for the Air Force Honor Guard multiple times over the years, but it took me four tries to land it. Now, I’ve finally come back to my Honor Guard roots to lead people who are doing such a unique mission.”The Honor Guard is congressionally mandated, but they often go unnoticed. “Our mission is to primarily honor those who have passed, whether in combat or otherwise, and the Honor Guard does it with such precision and attention to detail,” he shared. “We are the showpiece of a ceremony or funeral, yet we remain completely in the background: sharp, crisp and motionless.”

Showing the Way

Alford strives to empower those around him, actively fostering their growth by choosing to guide and coach his team rather than just giving orders. His commitment to helping others realize their potential sets him apart as a true leader.

“There’s a certain cog that spins in people’s heads when they’re working ,” he said. “But when they’re being led, things lock into place differently for them, and they light up.”

Rather than expressing leadership through directives, Alford believes his job is to help squadron members connect to the mission, fostering cohesiveness through collaboration rather than hierarchy. “I have this opportunity to create a path that people can walk down and then choose their own way to accomplish something,” he said. “I’m motivated by helping people find their own path and blend it with the unit’s objectives.”

Two of Alford’s earliest role models were his high school Army JROTC instructors, Sgt. First Class (ret.) Woody Williams and Command Sgt. Major (ret.) Wade Hampton. In addition to his commanders and excellent peer leadership in the JROTC and AFROTC programs, Alford recalled fondly his high school student council sponsor, Debbie Lewis. “Ms. Lewis was strict, and she took the time to teach us why accountability matters,” he shared. “I’m realizing there’s a common thread: My earliest role models were examples of effective leadership, holding people accountable and taking the time to teach them why accountability matters.”

Embry‑Riddle's Impact

When asked how his time at Embry‑Riddle Prescott shaped his approach to leadership, his face lit up. He enjoyed his time on the Sabre drill team and his team commander, Shane Rexius.

“We were often compared to the Air Force Academy,” he shared. “But we had what we believed to be a very important and professional mission to absolutely crush the Academy when we went to drill competitions!”

Rexius, now a lieutenant colonel in the Space Force, inspired his cadets to perform drills and ceremonies with precision, maintaining his humanity and humor in the process. “I met Shane and realized there are more ways to lead than through authority,” Alford recalled. “I’ve tried to be a good blend of all leadership styles I come across.”

Executive Director of Engagement, Bill Thompson, was the director of admissions at Embry‑Riddle Prescott when Alford was a student volunteer. “This was before the internet was so ubiquitous, so we volunteers made cold calls to prospective students,” he said. “Eventually, Mr. Thompson asked me to visit high schools in my hometown with big bags filled with swag for recruitment.”

Thompson’s trust in him to carry the university’s vision to the community was a lesson in trustworthiness that Alford internalized, and he has implemented it in his own leadership.

Lessons in Leadership

Rising from his first post as a forecaster to commanding the U.S. Air Force and Space Force Honor Guard, Alford said that one overarching lesson he’s learned through his career is that not every leader is a good leader, but one can learn from all leaders.

“I had a squadron commander early on who I don’t consider a good leader, but I learned a lot from him,” he reflected. “I wouldn’t want to work for him again, but I learned important lessons on communication and humanity from him.”

Another important lesson Alford has learned over his career is to set boundaries — both professional and personal — and the importance of time management. At one duty post as an executive officer, Alford was charged with managing the time and calendar of his commanding officer. He learned quickly that the job can be all-consuming.

"When I went on to command a small unit in Germany, it was my time and attention that people wanted,” he said. “It was then that I learned how to create space for the things that matter, handle them when they matter and strategically fail at the things that don’t — time management boundaries are the key to work-life harmony.”

A Legacy of Service

Rather than awards, Alford wants to be recognized and remembered for making a difference in people’s lives. He’s worked since 2009 to support victims in the Air Force’s Sexual Assault Prevention and Response Program (SAPR) and counts it as one of the most rewarding jobs in his career.

“Through SPAR and my work with victims, I realized that I don’t care about awards for myself,” he emphatically stated. “I’m proud of my awards, but I’d rather someone walk away feeling better because of something I said or did to help them.”And that’s the legacy that Alford hopes to leave. “I want people to look back and remember me as a commander who helped them to be more,” he said. “They don’t have to remember my name, but I want them to look back on my command and feel they’re better for having served with me.”