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By NASA
Name: Matthew Kowalewski
Title: Dragonfly Mass Spectrometer (DraMS) Lead Instrument Systems Engineer
Formal Job Classification: Aerospace Engineer
Organization: Instrument and Payload Systems Engineering Branch (Code 592)
Matthew Kowalewski is the lead instrument systems engineer for NASA’s Dragonfly Mass Spectrometer (DraMS). Photo courtesy of Matthew Kowalewski What do you do and what is most interesting about your role here at Goddard?
As the DraMS lead instrument systems engineer for NASA’s Dragonfly mission, I lead the coordinated technical development, integrating systems and making sure communications across subsystems is maintained within the instruments as well as with the lander. I enjoy the diversity and complexity of this instrument.
What do you enjoy most about your current position as the DraMS lead instrument systems engineer?
I started this position in March 2023 and it has been like drinking from a fire hose ever since, but in a good way. The complexity of the instrument and the number of subsystems means this is really three separate instruments in one, and that makes my job exciting. I have to keep up with a range of disciplines across everything that Goddard does including mechanisms, lasers, mass spectrometers, gas flow systems, mechanical systems, thermal systems and electrical systems.
I am always challenged and excited by those challenges too. Everything we do is necessary to meet the broad science requirements. Our goal is studying prebiotic chemistry on the surface of Titan.
What is your educational background? Why did you become an aerospace engineer?
I have a B.A. in astronomy and physics from Boston University and a master’s in physics from Johns Hopkins University.
As a child, I was more interested in astronomy and physics. In college, I developed an extreme interest in experimental physics including the engineering required to perform these experiments.
How did you come to Goddard?
After college, I worked in missile defense for a private company supporting the Midcourse Space Experiment. After three years, in 1998, my wife and I wanted to move closer to family, so I came to Goddard as an instrument engineer supporting the Total Ozone Mapping Spectrometer-Earth Probe (TOMS/EP) mission. I have also supported the Ozone Monitoring Instrument on Aura, The Ozone Mapping Profiler Suite (OMPS) on Suomi NPP and JPSS, various airborne field campaigns, and the New Opportunities Office.
What interesting field work did you do prior to joining DraMS?
I largely did field work supporting Earth science research and new business development. We flew remote sensing instruments on high altitude aircraft in the United States, Costa Rica, South Korea [whose official name is the Republic of Korea], and Canada. Most field campaigns lasted about a month where we were housed in hotels or military bases. While supporting the New Opportunities Office, we developed instrument and mission concepts, evaluated and prioritized technologies, and fostered relationships with industry, universities, and other government organizations.
How do you lead across multiple teams?
I lead a large team engineers and technicians spanning across over six teams. Communication is the key. I rely on the expertise of our systems team and all of the subsystem leads. We have daily and weekly meetings where everyone is heard and they are free to approach me whenever they have concerns.
I try to encourage open discussions including contrarian thoughts and ideas. I listen to all the options and opinions in an attempt to make the best-informed decision. Then I move forward with my decision.
In a cost- and schedule-constrained environment, like most missions are, we cannot get stuck in the decision-making process. At some point, a decision needs to be made and the team then moves forward.
Where have you traveled for work?
I have been to multiple NASA centers and military bases in this country. In addition to Costa Rica, South Korea and Canada, I have also been to the Netherlands and France for mission development.
What is the most memorable moment you have had at Goddard?
In 2003, I was supporting the space shuttle Columbia mission, STS-107. We had a small payload in the shuttle cargo bay called a Hitchhiker. I was second shift in the Hitchhiker mission operations center. I got to interact with the astronauts both prelaunch and on orbit. It meant a lot to me. My last shift was just prior to their reentry. It really impacted me when I learned, after my shift, that the shuttle disintegrated with all hands lost.
I had the honor of meeting these astronauts. It reminded me of the importance of the work that we do as we continue sending astronauts into orbit for missions.
When you mentor someone, what do you advise them to do?
I tell them to learn as much about everything that they can. For example, if they are an engineer, they should learn about science and other disciplines because a broad knowledge base will help them in the future. They will also learn why building a small piece of hardware is important for accomplishing the mission’s science goals. An electrical engineer building a circuit is actually building something for a far larger purpose.
It is also very important to get along with others. We work with others every day, in all aspects of our lives, and we have to understand their perspectives and respect their opinions. There is more to our jobs than building things. Establishing relationships with others is what truly allows us to accomplish our goals.
What do you do for fun?
I have four kids and enjoy spending time with them. I coach soccer, mentor a robotics club, and participate in endurance swim races. This is my second year as a mentor to my son’s robotics club, which participates in an annual, national robotics competition to build a robot from scratch. This year we have a highly mobile, fast robot with a multi-jointed arm to manipulate objects. I think we have a good shot at going to nationals.
Who would you like to thank?
I wish to thank my wife Angie for supporting me over all these years as my career developed. She was often home alone with four kids during long stints of travel. I would not be where I am without her.
I also owe much to my mentors, Scott Janz, Glenn Jaross, and Jay Al-Saadi for all their guidance, support and opportunities over the many years. Nobody can work alone, no matter how smart you are.
What is your “five-word or phrase memoir”? A five-word or phrase memoir describes something in just five words or phrases.
Understanding. Compassionate. Persistent. Hard-working. Curious about too many things.
By Elizabeth M. Jarrell
NASA’s Goddard Space Flight Center, Greenbelt, Md.
Conversations With Goddard is a collection of Q&A profiles highlighting the breadth and depth of NASA’s Goddard Space Flight Center’s talented and diverse workforce. The Conversations have been published twice a month on average since May 2011. Read past editions on Goddard’s “Our People” webpage.
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Last Updated Nov 12, 2024 EditorRob GarnerContactRob Garnerrob.garner@nasa.govLocationGoddard Space Flight Center Related Terms
People of Goddard Dragonfly Goddard Space Flight Center People of NASA View the full article
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By NASA
3 min read
Preparations for Next Moonwalk Simulations Underway (and Underwater)
NASA operations engineer Daniel Velasquez, left, is reviewing the Mobile Vertipad Sensor Package system as part of the Air Mobility Pathways test project at NASA’s Armstrong Flight Research Center in Edwards, California, on Oct. 17, 2023.NASA/Steve Freeman Lee esta historia en Español aquí.
Born and raised in Peru, Daniel Velasquez moved to the United States when was 10 years old. While that decision was a big transition for his family, it also created many opportunities for him. Now Velasquez is an operations engineer for NASA’s Air Mobility Pathfinders project at NASA’s Armstrong Flight Research Center in Edwards, California.
Velasquez develops flight test plans for electric vertical take-off and landing (eVTOL) aircraft, specifically testing how they perform during various phases of flight, such as taxi, takeoff, cruise, approach, and landing. He was drawn to NASA Armstrong because of the legacy in advancing flight research and the connection to the Space Shuttle program.
“Being part of a center with such a rich history in supporting space missions and cutting-edge aeronautics was a major motivation for me,” Velasquez said. “One of the biggest highlights of my career has been the opportunity to meet (virtually) and collaborate with an astronaut on a possible future NASA project.”
Daniel Velasquez stands next to the main entrance sign at NASA’s Armstrong Flight Research Center in Edwards, California, in 2022.Daniel Velasquez Velasquez is incredibly proud of his Latino background because of its rich culture, strong sense of community and connection to his parents. “My parents are my biggest inspiration. They sacrificed so much to ensure my siblings and I could succeed, leaving behind the comfort of their home and family in Peru to give us better opportunities,” Velasquez said. “Their hard work and dedication motivate me every day. Everything I do is to honor their sacrifices and show them that their efforts weren’t wasted. I owe all my success to them.”
Velasquez began his career at NASA in 2021 as an intern through the Pathways Internship Program while he was studying aerospace engineering at Rutgers University in New Brunswick, New Jersey. Through that program, he learned about eVTOL modeling software called NASA Design and Analysis of Rotorcraft to create a help guide for other NASA engineers to reference when they worked with the software.
At the same time, he is also a staff sergeant in the U.S Army Reserves and responsible for overseeing the training and development of junior soldiers during monthly assemblies. He plans, creates, and presents classes for soldiers to stay up-to-date and refine their skills while supervising practical exercises, after action reviews, and gathering lessons learned during trainings.
Daniel Velasquez graduated in 2023 from Rutgers University in New Jersey while he was an intern at NASA. Behind him is the New York City skyline.Daniel Velasquez “This job is different than what I do day-to-day at NASA, but it has helped me become a more outspoken individual,” he said. “Being able to converse with a variety of people and be able to do it well is a skill that I acquired and refined while serving my country.”
Velasquez said he never imagined working for NASA as it was something he had only seen in movies and on television, but he is so proud to be working for the agency after all the hard work and sacrifices he made that lead him to this point. “I am incredibly proud to work every day with some of the most motivated and dedicated individuals in the industry.”
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Last Updated Oct 16, 2024 Related Terms
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By NASA
3 min read
Preparations for Next Moonwalk Simulations Underway (and Underwater)
Felipe Valdez, a NASA engineer at Armstrong Flight Research Center’s Dale Reed Subscale Flight Research Laboratory, stands next to a subscale model of the Hybrid Quadrotor (HQ-90) aircraft. NASA / Charles Genaro Vavuris Felipe Valdez is someone who took advantage of every possible opportunity at NASA, working his way from undergraduate intern to his current job as a flight controls engineer.
Born in the United States but raised in Mexico, Valdez faced significant challenges growing up.
“My mom worked long hours, my dad battled addiction, and eventually, school became unaffordable,” Valdez said.
Determined to continue his education, Valdez made the difficult choice to leave his family and return to the U.S. But as a teenager, learning English and adapting to a new environment was a culture shock for him. Despite these changes, his curiosity for subjects such as math and science never wavered.
“As a kid, I’d always been good with numbers and fascinated by how things worked. Engineering combined both,” Valdez said. “This sparked my interest.”
While he pursued an undergraduate degree in mechanical engineering from California State University, Sacramento, guidance from his professor, Jose Granda, proved to be pivotal.
“He encouraged me to apply for a NASA internship,” Valdez said. “He’d actually been a Spanish-language spokesperson for a [space] shuttle mission, so hearing about someone with my background succeed gave me the confidence I needed to take that step.”
Valdez’s hard work paid off – he was selected as a NASA Office of STEM Engagement intern at the agency’s Johnson Space Center in Houston. There, he worked on software development for vehicle dynamics, actuators, and controller models for a space capsule in computer simulations.
“I couldn’t believe it,” Valdez said. “Getting that opportunity changed everything.”
This internship opened the door to a second with NASA this time at the agency’s Armstrong Flight Research Center in California. He had the chance to work on flight computer development for the Preliminary Research Aerodynamic Design to Lower Drag, an experimental flying wing design.
After these experiences, he was later accepted as an intern for NASA’s Pathways Program, a work-study program that offers the possibly of full-time employment at NASA after graduation.
“That was the start of my career at NASA, where my passion for aeronautics really took off,” he said.
Valdez was the first in his family to pursue higher education, earning his bachelor’s degree from Sacramento State and his master’s in mechanical and aerospace engineering from the University of California, Davis.
Today, he works as a NASA flight controls engineer under the Dynamics and Controls branch at Armstrong. Most of his experience has focused on flight simulation development and flight control design, particularly for distributed electric propulsion aircraft.
“It’s rewarding to be part of a group that’s focused on making aviation faster, quieter, and more sustainable,” Valdez said. “As a controls engineer, working on advanced aircraft concepts like distributed electric propulsion allows me design algorithms to directly control multiple motors, enhancing safety, controllability, and stability, while enabling cleaner, and quieter operations that push the boundaries of sustainable aviation.”
Throughout his career, Valdez has remained proud of his heritage. “I feel a strong sense of pride knowing that inclusion is one of our core values, opportunities are within reach for anyone at NASA.”
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Last Updated Oct 13, 2024 EditorJim BankeContactJessica Arreolajessica.arreola@nasa.govLocationArmstrong Flight Research Center Related Terms
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By NASA
In her six years working with NASA, Miranda Peters has filled a variety of roles. She trained in flight control for the International Space Station, worked as a safety engineer in the station’s program office, and served as a project engineer working on next-generation spacesuit assembly and testing.
She has also embraced an unofficial duty: speaking openly and honestly about her neurodivergence.
“I used to hide it or avoid talking about it. I used to only see it as an impediment, but now I see how I can also do things or think about things in a unique way because of my disability,” she said. Peters said that when her neurodivergence impacts her ability to do something, she is honest about it and seeks help from her colleagues. “My hope is that when I talk about it openly, I am creating an environment where others with disabilities also feel comfortable being their true selves, in addition to humanizing the disabled community for those who are not a part of it.”
Miranda Peters stands inside one of Johnson Space Center’s testing chambers in Houston with an Exploration Extravehicular Mobility Unit (xEMU) in the background.NASA Over time, Peters has also shifted her self-perception. “I’m an anxious person and was made to feel self-conscious about that in the past, but that anxiety also makes me transparent about what I’m doing and where the gaps in my knowledge are, which has earned praise from team leadership,” she said. Similarly, while Peters once saw her sensitivity as a weakness, she learned to appreciate her ability to empathize with and anticipate the needs of others. “That makes me a good mentor and leader,” she said.
Learning to filter feedback has been another important lesson. “Advice and criticism are both useful tools, but not all of the time,” she explained. “I found myself tightly holding on to all of the criticism I received. It was easier to determine which advice didn’t work for me.” When Peters stopped to ask herself if she would take advice from the same person who was critiquing her, it became easier to take their feedback “with a pinch of salt.”
Miranda Peters (center) with the SxEMU Chamber C testing team.NASA Peters applies these lessons learned as a design verification and test hardware lead within the Spacesuit and Crew Survival Systems Branch at Johnson Space Center in Houston. She currently supports tests of the Portable Life Support System (xPLSS) that will be integrated into the new spacesuits worn by astronauts on future missions to explore the lunar surface. She is responsible for assembling and disassembling test units, making hardware and software updates, and integrating the xPLSS with various components of the spacesuit, known as the xEMU.
Peters’ most recent prior position was assembly and integration engineer within the same branch. She had an opportunity to serve as the interim xPLSS hardware lead when a colleague went on leave for several months, and suddenly found herself managing a major project. “We got a lot done in a short amount of time without loss of procedural integrity, even when we encountered unexpected changes in schedule,” she said. “I also used this large amount of lab work as an opportunity to train new hires and interns in assembly processes.” When the colleague returned, Peters was promoted to the newly created role overseeing design verification and testing.
“I really love how universal spacesuits are in their ability to excite and draw wonder from across the human spaceflight community and the general public,” she said. “Working on the xEMU project has affirmed for me that human surface mobility is the field that I want to make my career.” That realization inspired Peters to pursue a graduate degree in space architecture from the University of Houston, which she expects to complete in May 2026.
Miranda Peters (center) with members of the Portable Life Support System team during an assembly activity in 2021.Miranda Peters Peters looks forward to a future where NASA’s astronaut classes include individuals with different abilities. She encourages agency leaders, contractors, and others to have open conversations about workplace accommodations early in their hiring and performance review processes. “I think if we provide the opportunity to talk about accommodations and how to request them, employees would be more empowered to ask for what they need to be successful,” she said. Educating managers about available accommodations and allocating resources to expand the accessibility of those accommodations would also be helpful.
Peters hopes to pass that feeling of empowerment on to the Artemis Generation. “Empowerment to be themselves, to do the hard things, and to not limit themselves,” she said. “We need to take advantage of all the opportunities we can, and not let the fear of failure or not being ‘good enough’ stop us from going where we want to.”
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By NASA
Throughout the life cycles of missions, Goddard engineer Noosha Haghani has championed problem-solving and decision-making to get to flight-ready projects.
Name: Noosha Haghani
Title: Plankton Aerosol Clouds and Ecosystem (PACE) Deputy Mission Systems Engineer
Formal Job Classification: Electrical engineer
Organization: Engineering and Technology Directorate, Mission Systems Engineering Branch (Code 599)
Noosha Haghani is a systems engineer for the Plankton Aerosol Clouds and Ecosystem (PACE) mission at NASA’s Goddard Space Flight Center in Greenbelt, Md. Credit: NASA What do you do and what is most interesting about your role here at Goddard?
As the PACE deputy mission systems engineer, we solve problems every day, all day long. An advantage I have is that I have been on this project from the beginning.
Why did you become an engineer? What is your educational background?
I was always very good at math and science. Both of my parents are engineers. I loved building with Legos and solving puzzles. Becoming an engineer was a natural progression for me.
I have a BS in electrical engineering and a master’s in reliability engineering from the University of Maryland, College Park. I had completed all my course work for my Ph.D. as well but never finished due to family obligations.
How did you come to Goddard?
As a freshman in college, I interned at Goddard. After graduation, I worked in industry for a few years. In 2002, I returned to Goddard because I realized that what we do at Goddard is so much more unique and exciting to me.
My mother also works at Goddard as a software engineer, so I am a second-generation Goddard employee. Early on in my career, my mother and I met for lunch occasionally. Now I am just too busy to even schedule lunch.
Describe the advantages you have in understanding a system which you have worked on from the original design through build and testing?
I came to the PACE project as the architect of an avionics system called MUSTANG, a set of hardware electronics that performs the function of the avionics of the mission including command and data handling, power, attitude control, and more. As the MUSTANG lead, I proposed an architecture for the PACE spacecraft which the PACE manager accepted, so MUSTANG is the core architecture for the PACE spacecraft. I led the team in building the initial hardware and then moved into my current systems engineering role.
Knowing the history of a project is an advantage in that it teaches me how the system works. Understanding the rationale of the decision making we made over the years helps me to better appreciate why we built the system way we did.
How would you describe your problem-solving techniques?
A problem always manifests as some incorrect reading or some failure in a test, which I refer to as evidence of the problem. Problem solving is basically looking at the evidence and figuring out what is causing the problem. You go through certain paths to determine if your theory matches the evidence. It requires a certain level of understanding of the system we have built. There are many components to the observatory including hardware and software that could be implicated. We compartmentalize the problem and try to figure out the root cause systematically. Sometimes we must do more testing to get the problem to recreate itself and provide more evidence.
As a team lead, how do you create and assign an investigation plan?
As a leader, I divide up the responsibilities of the troubleshooting investigation. We are a very large team. Each individual has different roles and responsibilities. I am the second-highest ranking technical authority for the mission, so I can be leading several groups of people on any given day, depending on the issue.
The evidence presented to us for the problem will usually implicate a few subsystems. We pull in the leads for these subsystems and associated personnel and we discuss the problem. We brainstorm. We decide on investigation and mitigation strategies. We then ask the Integration and Test team to help carry out our investigation plan.
As a systems engineer, how do you lead individuals who do not report to you or through your chain of command?
I am responsible for the technical integrity of the mission. As a systems engineer, these individuals do not work for me. They themselves answer to a line manager who is not in my chain of command. I lead them through influencing them.
I use leadership personality and mutual respect to guide the team and convince them that the method we have chosen to solve the problem is the best method. Because I have a long history with the project, and was with this system from the drawing board, I generally understand how the system works. This helps me guide the team to finding the root cause of any problem.
How do you lead your team to reach consensus?
Everything is a team effort. We would be no where without the team. I want to give full credit to all the teams.
You must respect members of your team, and each team member must respect you as a leader. I first try to gather and learn as much as possible about the work, what it takes to do the work, understanding the technical aspects of the work and basically understanding the technical requirements of the hardware. I know a little about all the subsystems, but I rely on my subsystem team leads who are the subject matter experts.
The decision on how to build the system falls on the Systems Team. The subject matter experts provide several options and define risks associated with each. We then make a decision based on the best technical solution for the project that falls within the cost/schedule and risk posture.
If my subject matter experts and I do not agree, we go back and forth and work together as a team to come to a consensus on how to proceed. Often we all ask many questions to help guide out path. The team is built on mutual respect and good communication. When we finally reach a decision, almost everyone agrees because of our collaboration, negotiation and sometimes compromise.
What is your favorite saying?
Better is the enemy of good enough. You must balance perfectionism with reality.
How do you balance perfectionism with reality to make a decision?
Goddard has a lot of perfectionists. I am not a perfectionist, but I have high expectations. Goddard has a lot of conservatism, but conservatism alone will not bring a project to fruition.
There is a level of idealism in design that says that you can always improve on a design. Perfection is idealistic. You can analyze something on paper forever. Ultimately, even though I am responsible for the technical aspects only, we still as a mission must maintain cost and schedule. We could improve a design forever but that would take time and money away from other projects. We need to know when we have built something that is good enough, although maybe not perfect.
In the end, something on paper is great, but building and testing hardware is fundamental in order to proceed. Occasionally the decisions we make take some calculated risk. We do not always have all the facts and furthermore we do not always have the time to wait for all the facts. We must at some point make a decision based on the data we have.
Ultimately a team lead has to make a judgement call. The answer is not in doing bare minimum or cutting corners to get the job done, but rather realizing what level of effort is the right amount to move forward.
Why is the ability to make a decision one of your best leadership qualities?
There is a certain level of skill in being able to make a decision. If you do not make a decision, at some point that inability to make a decision becomes a decision. You have lost time and nothing gets built.
My team knows that if they come to me, I will give them a path forward to execute. No one likes to be stuck in limbo, running in circles. A lot of people in a project want direction so that they can go forward and implement that decision. The systems team must be able to make decisions so that the team can end up with a finished, launchable project.
One of my main jobs is to access risk. Is it risky to move on? Or do I need to investigate further? We have a day-by-day risk assessment decision making process which decides whether or not we will move on with the activities of that day.
As an informal mentor, what is the most important advice you give?
Do not give up. Everything will eventually all click together.
What do you like most about your job?
I love problem solving. I thrive in organized chaos. Every day we push forward, complete tasks. Every day is a reward because we are progressing towards our launch date.
Who inspires you?
The team inspires me. They make me want to come to work every day and do a little bit better. My job is very stressful. I work a lot of hours. What motivates me to continue is that there are other people doing the same thing, they are amazing. I respect each of them so much.
What do you do for fun?
I like to go to the gym and I love watching my son play sports. I enjoy travel and I love getting immersed in a city of a different country.
By Elizabeth M. Jarrell
NASA’s Goddard Space Flight Center, Greenbelt, Md.
Conversations With Goddard is a collection of Q&A profiles highlighting the breadth and depth of NASA’s Goddard Space Flight Center’s talented and diverse workforce. The Conversations have been published twice a month on average since May 2011. Read past editions on Goddard’s “Our People” webpage.
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Last Updated Oct 08, 2024 EditorMadison OlsonContactRob Garnerrob.garner@nasa.govLocationGoddard Space Flight Center Related Terms
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