From Space Policy to Space Exploration: How Emma Lehnhardt Found Her Place at NASA
Emma Lehnhardt is the Program Planning and Control (PP&C) Manager for NASA’s Gateway Program in Houston, Texas. As the first lunar space station, Gateway is a vital component of NASA’s Artemis campaign to return humans to the Moon for long-term exploration, and prepare them for eventual missions to Mars.
With a background that uniquely combines astronomy, politics, and space policy, Emma has built a career that bridges the gap between budgeting, strategic planning, and mission execution. Before joining the Johnson Space Center in Houston, she spent over a decade at NASA Headquarters in Washington, D.C., working on strategic planning and top-level budget formulation for the agency.
Originally from Washington State, Emma was raised in a household filled with science fiction books and a love for exploration. Encouraged by her parents and inspired by an astronomy class in high school, she pursued a dual degree in astronomy and politics, which led her to a Master’s program in Space Policy in Washington, D.C. From there, she built a career that took her to NASA Headquarters, where she worked on agency-wide initiatives before making the pivotal decision to move to Houston to work more closely with human spaceflight programs.
Now, as a key figure in Gateway’s development, Emma oversees budget planning, business operations, and program governance—helping to shape the future of deep space exploration. Passionate about leadership and empowering others, she is committed to breaking barriers and fostering new talent in the aerospace industry.
You’re the PP&C Manager for NASA’s Gateway Program. Tell us about your journey to this role.
Absolutely! Welcome to Space City, Houston. I’ve actually only lived here for five years, but it already feels like home. I grew up in Western Washington State, in a house where our dining room was basically a science fiction library. My parents were huge nerds, and that love of science definitely rubbed off on me.
I had an incredible high school teacher who offered an astronomy course, which was rare. That sparked my interest in space. However, when I went to college, I pivoted a bit and ended up studying both politics and astronomy. That combination turned out to be perfect because it set me up for a Master’s program in Space Policy in Washington, D.C.
How did that path lead you to NASA?
After my Master’s in Space Policy, I worked for a few companies before joining NASA Headquarters in Washington, D.C., where I stayed for 11 years. I worked on strategic planning, budget formulation, and guiding how we build our budgets at NASA. Budgeting at NASA isn’t just accounting or workforce planning—it’s actually a strategic policy exercise that influences the direction of our space missions.
What made you transition from Washington, D.C., to Houston?
I had some incredible mentors at NASA who advised me to leave Headquarters and get experience at a spaceflight center like the Johnson Space Center (JSC). The idea was that I shouldn’t spend my whole career in D.C. but should go out to a center to see how the hands-on work of space exploration happens.
That advice completely changed my life. Right around the same time, my husband was recruited for a job in Houston, so we both made the move to JSC. The timing was perfect because Gateway was just getting started, and I was there on Day One to help build it from the ground up.
What exactly does your role entail in Gateway?
I like to say that if Gateway were a company, I’d be its CFO plus COO. I manage the budget, business operations, and overall execution of the program. Starting a program within a government agency is a unique challenge—it’s like running a startup within a bureaucracy, which is both frustrating and exciting. I had the chance to challenge old ways of doing business and bring fresh ideas to the table.
What advice would you give to those interested in public policy and space?
There is a huge world of opportunity outside of Washington, D.C. If you’re interested in public policy, you don’t have to stay in D.C. to make an impact. There are so many state, local, and federal government roles that shape public policy.
Taking that leap of faith to move and work outside of Washington, D.C. changed my career trajectory completely.
Did you have mentors along the way?
Yes, I’ve had many incredible men and women mentors. At NASA Headquarters, my boss Jessica Southwell was amazing—she taught me so much about leadership, and I still ask myself, “What would Jessica do?” whenever I face a tough challenge. Another mentor, Lisa Guerra, advised senior NASA leadership and was instrumental in guiding me before I moved to Houston.
Have you noticed more women in leadership roles at NASA over the years?
Absolutely. The generational shift is real. Fifteen years ago, I was often the only woman in the room. But now, Gateway’s leadership team is 50/50 men and women. NASA has women leading space centers, major programs, and even serving as acting Administrator and Associate Administrator. It’s inspiring.
What would you like to see more of in the aerospace industry?
Variety of thought and educational backgrounds. Aerospace isn’t just about aerospace engineers or people with STEM degrees. We need graphic designers, accountants, communications specialists, policy experts, and more to make space exploration successful.
People assume that if they don’t have a STEM degree, they can’t work for NASA—but that’s not true. We need to do a better job of showing the many career pathways into space exploration.
What advice do you have for young women interested in STEM?
First, don’t let anyone tell you that you’re bad at math. Growing up, I was constantly told that I wasn’t good at it—and I believed it. But the truth is, math is challenging for everyone, and it’s something you can master with persistence and the right mindset. Now, math is obviously an integral part of my job.
Second, treat advice like wine tasting—not every piece of advice is meant for you. Learn to listen, evaluate, and decide what aligns with your goals. Not every piece of feedback requires action.
What’s next for you?
Right now, I’m focused on making Gateway run as smoothly and efficiently as possible. My goal is to have our business operations, budgets, and planning fully optimized so we can successfully launch and sustain Gateway.
I also want to keep fostering a healthy team culture—some of my proudest moments have been when my employees feel happy, empowered, and supported. Leadership is about authenticity and creating a workplace where people thrive.
