Commander Joshua Wallace Believes Collaboration Is the Future of Law Enforcement

After more than 25 years in law enforcement, Commander Joshua Wallace has built his career around a clear operational philosophy: modern policing depends on strategic collaboration, intelligence-driven enforcement, and leadership that prioritizes prevention as much as response.

As commander of the Chicago Police Department’s Criminal Network Group within the Bureau of Counterterrorism, Wallace leads efforts focused on disrupting organized criminal enterprises tied to violence, illegal firearms trafficking, and narcotics distribution. His approach reflects a broader shift in modern policing, one that moves beyond isolated enforcement actions and toward coordinated partnerships across local, state, and federal agencies.

“Throughout my command, collaboration has been central to how we operate,” Wallace said. “When agencies work within an intelligence-driven framework and align their priorities, the impact on public safety is far more effective and sustainable.”

The teams unified investigative efforts, coordinated covert intercepts, and carried out simultaneous search warrants. The results were substantial: numerous felony arrests, seizures of illegal firearms and narcotics, and the dismantling of a crew directly linked to ongoing violence in a Chicago neighborhood. Within weeks, retaliatory violence in the affected areas decreased significantly.

However, Wallace saw something more profound than arrest numbers. 

“The operation’s true success wasn’t just tactical; it was systemic,” he explained. “It demonstrated that when agencies share intelligence, coordinate priorities, and break down silos, they achieve measurable, lasting public safety outcomes.”

That belief in disciplined collaboration defines Joshua Wallace’s approach to leading the Criminal Networks Group within CPD’s Counterterrorism Bureau. With more than 25 years in law enforcement, Wallace has built his career on principles that extend beyond traditional policing: disrupt criminal networks, dismantle illegal revenue streams, and prevent violence before it erupts on the streets.

His path to this command was a full circle moment. Earlier in his career, he served in the same division when it was called Organized Crime. Returning years later as its Commander gave him the rare opportunity to lead the same mission he once carried out from the field. 

“My decision to lead the Criminal Network Group was both personal and intentional,” he said. “Returning years later as its Commander gave me the chance to complete a professional circle.”

The work aligns with his core belief that effective public service addresses the systems that cause violence, not just its symptoms. “CNG’s mandate, to disrupt criminal networks, dismantle illegal revenue streams, and prevent violence before it hits the streets, embodies that philosophy,” Wallace explained. “For me, this command is more than just a duty; it’s an extension of a commitment I’ve maintained throughout my career.”

Commander Joshua Wallace: ‘Successful Operations Are Built Long Before The First Deployment’ 

Wallace is a graduate of the FBI National Academy and the Senior Management Institute for Police, training grounds that permanently shaped how he leads under pressure. 

“Those environments demanded both strategic clarity and emotional discipline, skills that now define my command style,” he said. “I learned to slow down chaos. When tension rises, I rely on structure: verify facts, isolate variables, communicate clearly, and make decisions based on evidence, not emotion.”

The curriculum’s focus on behavioral science, crisis leadership, and organizational psychology helped him shift from tactical control to strategic influence. 

“It reinforced my belief that command presence isn’t volume; it’s composure,” Wallace said. “The measure of leadership isn’t avoiding pressure; it’s acting decisively in the face of it.”

That composure was tested during his work in the intelligence division for the Democratic National Convention, where the goal was to identify threats before they became visible. “That role required constant coordination among federal, state, and local partners, all working under intense national scrutiny,” Wallace said. The experience reinforced principles that now guide his command philosophy. “Successful operations are built long before the first deployment. Effective planning relies on a trusted flow of intelligence, disciplined communication, and the removal of ego between agencies.”

The convention confirmed a truth Wallace carries into every operation: quiet success often means nothing dramatic happens. “Every potential disruption prevented, every threat mitigated before it reaches public awareness; that’s the outcome of trust, preparation, and precision,” he said.

Leadership Is Defined By The Courage To Own Your Story

Wallace’s commitment to transparency extends beyond operational planning into the harder territory of personal accountability. He has never hidden from the financial challenges that led to his bankruptcy filing, a result of divorce and personal struggles rather than professional misconduct.

“I’ve never hidden from my bankruptcy, and I’ve accepted full responsibility for it,” Wallace said. “It stemmed from personal struggles, not professional misconduct, and became one of the most important lessons of my life. Adversity doesn’t disqualify leadership; it refines it.”

The experience strengthened his resilience, improved his judgment, and increased his empathy for others facing hardship. “Financial recovery required discipline, humility, and transparency; qualities essential to command,” he explained.

Wallace’s perspective on setbacks reflects a broader philosophy about leadership. “Let’s extend grace to one another because none of us is immune to setbacks,” he said. “A perfect record doesn’t define leadership; it’s defined by the courage to own your story, rebuild with integrity, and come out stronger than before.”

That philosophy extends to how he addresses past lawsuits and disciplined complaints, none of which were sustained. “I’ve experienced moments in my career that challenged it. When mistakes or misunderstandings happen, I don’t hide from them,” Wallace said. “I openly share my hardships, challenges, and lessons learned because credibility in this profession comes from honesty, not perfection.”

He encourages others to seek full context before drawing conclusions. “I encourage others to do their due diligence, ask the right questions, and seek full context before reaching conclusions. That approach fosters stronger teams and fairer results,” Wallace said.

“Accountability starts with a commanding tone,” he explained. “When leaders demonstrate transparency, especially when under scrutiny, they encourage others to act honestly. That’s the environment I’ve created and will continue to safeguard.”

Building Leaders, Not Just Officers

Mentorship occupies a central place in Wallace’s command philosophy. 

“The future of policing relies on developing leaders who know that authority without empathy lacks credibility,” he said. When assessing emerging leaders, he looks for specific qualities. “When I assess emerging leaders, I look for honesty, transparency, a genuine willingness to learn, selflessness, and compassion. Those qualities are non-negotiable; they define how someone leads when no one is watching.”

He develops leadership by assigning responsibility before people feel ready, then guiding them through the discomfort. “I emphasize accountability while also offering support because leadership isn’t about rank; it’s about influence, consistency, and integrity,” he explained.

His leadership style extends beyond creating well-trained officers. 

“My goal is to develop not just well-trained officers, but thoughtful leaders who see service as a privilege rather than a possession,” Wallace said. “When that mindset spreads through a team, the culture shifts from basic compliance to genuine commitment, and that’s where real progress begins.”

Long-term success isn’t measured by arrest numbers, he explains — but by disruption, prevention, and stability over time. Wallace monitors reductions in network capability, the prevention of retaliatory violence, and the intelligence value gained from each case. 

“When one investigation leads to the next, that’s success. When seizures break down the financial infrastructure that supports organized crime, that’s success,” he said. “The ultimate test is straightforward: if the neighborhoods we serve stay safer months and years later, then the strategy was successful.”

Trust Built at Street Level: ‘We’re Privileged To Serve’ 

For Wallace, authentic community relationships are built face to face. “Trust starts with being present, stepping out of the vehicle, walking the streets, talking with residents, and treating every person as if they matter, because they do,” he said.

Communities that feel underserved need consistent human connection. “That involves listening without judgment, explaining our actions, and showing empathy even when it’s not returned,” Wallace explained. “We’re privileged to serve. That privilege comes with a responsibility to lead humbly, to see people before problems, and to remember that respect is earned by how we show up, not only when things go wrong but every day in between.”

Looking toward the future, Wallace sees policing’s evolution as dependent on adaptability, accountability, and compassion. “We must train officers not just to enforce the law but to understand it deeply and apply it fairly and with restraint,” he said. “That means treating people as we hope to be treated, even during conflict.”

He reminds his teams not to take anger or resistance personally. 

“Most reactions aren’t about us; they’re about circumstances. Our responsibility is to respond with discipline, not emotion,” Wallace said. “The agencies that can blend modern innovation with timeless human respect will stay effective, fair, and trusted.”

Wallace has been a finalist for multiple chief of police positions nationwide, reflecting his reputation for leadership and readiness to serve diverse communities. 

However, for now, his focus remains on the work directly in front of him: leading the Criminal Network Group, mentoring the next generation of leaders, and proving that transparency and resilience aren’t weaknesses in law enforcement but foundations for lasting trust.

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