Annual Report 2008
29088 cover 3/5/09 5:50 PM Page 1
In keeping with Booz Allen’s commitment to
sustainability, the firm has reduced the number
of paper copies of the 2008 Annual Report
and printed those copies on FSC-certified paper
using soy ink and wind energy.
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8283 Greensboro Drive • McLean, Virginia 22102 • www.boozallen.com
Annual Report 2008
Ready...
to Help Clients
Our Strategic Strengths
With a management and technology consulting heritage dating back to its founding in 1914,
Booz Allen Hamilton has built its reputation by being a trusted partner to clients and helping
them address their challenges in ways that will endure for years to come. To achieve the
firm’s vision and mission, and to help prepare its clients for what’s next, Booz Allen continually
builds on the strategic strengths that distinguish it:
• A Culture of Collaboration
We harness the collective power of diverse people and points of view, and of our unparalleled
breadth and depth of domain knowledge and functional expertise, to provide the right skills,
at the right time, in the right combination.
• Top-Notch People
We offer clients the capabilities and dedication of high-caliber consultants—individuals who
hold client service as their highest calling, who are experts and leaders in their fields, and
who pursue lifelong personal and professional development.
• A Consulting Approach
We address our clients’ challenges with a multidimensional, objective understanding of issues,
set in the context of emerging dynamics and technology, to help clients succeed.
• A Passion for Making a Difference
We are committed to creating a legacy of positive impact—delivering practical, effective,
and enduring benefits of significant value—for our clients, for the communities where we live
and work, and for our nation.
• Core Values
We conduct business with uncompromising integrity, adhering to the highest ethical standards
as individuals and as an institution, guided by our 10 core values: client service, diversity,
excellence, entrepreneurship, teamwork, professionalism, fairness, integrity, respect, and trust.
Succeed
Our Vision
Booz Allen Hamilton is committed to being the absolute best management and
technology consulting firm, as measured by our clients’ success, the excellence of
our people, and our spirit of partnership.
Our Mission
Booz Allen Hamilton partners with clients to solve their most important and complex
problems, making their mission our mission, and delivering results that endure.
Our Growing Institution
Over the past decade, Booz Allen Hamilton has achieved a compound annual growth rate of 18%.
Total revenue for fiscal years ending March 31; $ in millions.
Excludes spun-off commercial business.
$3,680
$3,147
$2,846
$2,491
$1,970
$1,616
$1,360
$1,039
$1,169
$856
$682
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Ready for What’s Next
A Letter from Ralph W. Shrader
Chair man & Chief Executive Officer
Booz Allen Hamilton is in the
business of change. We’ve
helped thousands of clients
seize opportunities and navigate
turbulent times. And in 2008,
our own firm undertook some of
the most exciting and dramatic
changes we have been through
in my 34 years here.
On July 31, 2008, we sep-
arated our 94-year-old firm into
two independent companies.
Booz Allen Hamilton has sharp-
ened its focus on full-service
consulting to US government
and institutional clients, while
also providing expert technical services in
areas such as cybersecurity, information
technology, and resilience for the commer-
cial and nonprofit sectors. Our legacy
partner, Booz & Company, focuses on
global commercial management consulting.
This change comes from a position
of strength. For more than a decade,
Booz Allen’s government business (also
known as the Worldwide Technology
Business) has enjoyed double-digit growth.
In 2008 alone, our revenue is up 18
percent, profitability is strong, and we
have a backlog of sold work in excess of
$2 billion. The Carlyle Group, the leading
global private equity firm, made a $2.54
billion investment that provides added
strength to our firm and underscores
their belief in the long-term prospects of
Booz Allen and its management team.
Booz Allen is front and center in help-
ing clients solve the most pressing prob-
lems of the 21st century—securing our
homeland, combating global terrorism,
providing vital citizen services, and pro-
tecting the environment. Our ideas on
topics such as cloud computing, cyber-
security, unmanned warfare, and health-
care reform are having broad reach in the
press and at major conferences, and two
recent books by Booz Allen authors,
Megacommunities and Wargaming for
Leaders, have received critical acclaim. In
recognition of its impact and stature,
Booz Allen was named Contractor of the
Year in the government services sector by
the Professional Services Council, the
Fairfax County Chamber of Commerce,
and Washington Technology magazine.
At a time when the global economy is
under great strain, Booz Allen delivers
results that are practical and effective,
and that bring significant value to our
clients. We enhance our clients’ capabili-
ties, giving them access to recognized
experts and a deep bench of talented
professionals. Booz Allen invests signifi-
cant time and resources to develop a
highly educated and qualified workforce
that stays abreast of the latest thinking in
technical and management disciplines.
Booz Allen’s people are its brains and
heart. They bring to their work the pas-
sion and integrity that has been the firm’s
signature for more than 90 years. Again
in 2008, we were named a best company
to work for by Fortune, Working Mother,
BusinessWeek, and many others.
The firm’s values are evident in its
commitment to the community. We sup-
port numerous charitable causes, from
global healthcare initiatives to local
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Contents
4 Helping Clients Meet Their Mission
A review of some of the most interesting,
high-impact assignments from the past year.
22 Thought Leadership
The powerful concepts and methodologies
that enrich the value we provide clients.
28 People of Booz Allen Hamilton
Stories of a few of our colleagues
who make a difference in their workplace
and in the world.
46 Principal Offices
48 Leadership
Board of Directors
Leadership Team
Senior Vice Presidents
Vice Presidents
performing arts groups. This year we
established a major sponsorship with the
USO and launched a program in 12 cities
called FIRST Robotics, which supports
science and technology education. In 27
locations across the country, we fixed
homes for the poor and elderly through
Rebuilding Together, and we sponsored
48 Relay for Life teams, raising more
than $100,000 for the American Cancer
Society. We also sponsored the second
Nonprofit Conference on Fundraising
Development in Fairfax, Virginia. The event
drew 300 attendees from 180 nonprofit
organizations; it is an example of how
Booz Allen gives back by sharing expertise
as well as funds.
After a year of dynamic change, we’re
responding boldly to the needs and oppor-
tunities ahead—in financial reform, health-
care reform, cybersecurity, alternative
energy, design for affordability of major
weapons programs, and the rebuilding of
the nation’s transportation infrastructure.
As we enter our 95th year, we bring clients
the wisdom and experience of age com-
bined with the creativity and energy of
youth—ensuring that we, and those we
serve, will always be ready for what’s next.
Ralph W. Shrader, Ph.D.
Chairman & Chief Executive Officer
‘‘To all of its clients—in defense, civil, security,
or other markets—Booz Allen brings multidisciplinary
teams with the right skills to address existing
and emerging challenges and deliver lasting results.
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Helping Clients
Meet Their Mission
Booz Allen Hamilton serves clients at all
levels as a trusted, impartial, and long-term
partner, helping them enhance the security,
health, and well-being of all citizens. In
2008, the advice and assistance of 20,000
talented Booz Allen employees in more than
80 locations resulted in forward-thinking
programs and solutions for the firm’s
clients and revenue in excess of $4 billion.
The year 2008 also marked an impor-
tant milestone in the history of Booz Allen
Hamilton, with the firm’s global commercial
consulting business becoming a separate
firm named Booz & Company on July 31.
Although the two firms will continue to
collaborate on projects to best serve
clients, Booz Allen’s primary focus on its
core US government clients means the firm
can more effectively do what it does best:
help clients solve their problems, meet
their mission, prepare for the future, and
achieve success.
The ability to help clients succeed
requires not only an in-depth understanding
of client issues and expert functional capa-
bilities, but also something that distin-
guishes Booz Allen—the dedication of
exceptional people. “Booz Allen consult-
ants hold client service as their highest
calling,” says Dennis Doughty, a senior vice
president at the firm’s corporate headquar-
ters in McLean, Virginia. “We make the
client’s mission our mission, and we work
with clients rather than for them. We
become invested in their success.”
Our clients today face unprecedented
challenges, which can be compounded by
the changes in policies, budgets, and priori-
ties that accompany a new presidential
administration. With nearly a century of
management and technology consulting
experience, Booz Allen has the depth and
technical expertise to develop innovative,
effective solutions to the complex prob-
lems that confront clients today. Our past
work with many different government insti-
tutions, nongovernmental organizations, and
commercial enterprises gives us insights
that cannot be provided by typical imple-
mentation firms or systems integrators.
“We assess problems holistically and
broadly,” says Lloyd Howell, a vice presi-
dent in McLean. “While we’re certainly
able to quickly get into specific areas with
great depth and expertise, one of our key
strengths is working on the big, tough
problems that require the broadest per-
spective. We help clients get beyond the
immediate challenge to see the big picture
and identify their real needs.”
Providing services in strategy, opera-
tions, organization and change, information
technology, systems engineering, and pro-
gram management, Booz Allen builds multi-
disciplinary teams with the right skills
to serve its clients without regard to the
firm’s organizational structure. “We’ve
worked hard to build collaboration into our
culture,” says David Aldrich, a senior vice
president in McLean. “I think that’s the
single most important reason we do our
job better than others.”
Booz Allen begins its 95th year in busi-
ness from a position of great strength—a
strength built on the talent of its people
and their dedication to client service. We
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have built our reputation on helping our
clients address their challenges in ways
that will endure for years to come. On the
following pages are examples of the ways
we assisted clients over the past year, pro-
viding practical, effective benefits to help
them succeed in the present and be ready
for what’s next.
Civil Government
Over the past year, Booz Allen has worked
with myriad civil government agencies,
including those involving affordable health-
care, benefits and entitlements, climate
change, sustainable energy, national com-
petitiveness, and international develop-
ment. And although the variety of govern-
ment clients we serve is large and their
missions differ, these clients face some
common challenges, such as improving the
quality of services they deliver and building
new systems to support their mission.
Furthermore, as the nation confronts chal-
lenges that increasingly transcend traditional
organizational boundaries, government
agencies are having to cope with a conver-
Booz Allen provides ongoing support to the
GOVBENEFITS.GOV Web site, which features
more than 1,000 BENEFIT PROGRAMS.
gence of purpose that requires an unparal-
leled level of collaboration.
“The issues facing our civil govern-
ment clients require the best thinking and
the best skills from the best people,” says
Jimmy Henry, a McLean-based vice presi-
dent. “Booz Allen is standing shoulder to
shoulder with our clients to help them
solve their problems and better perform
their mission.”
A prime example of Booz Allen’s ability
to bring together a variety of stakeholders
in order to improve service delivery is the
firm’s ongoing work on the GovBenefits.gov
Web site, which serves as a single source
of information for more than 1,000 federal,
state, and local government benefit pro-
grams. Booz Allen worked with the US
Department of Labor, which managed the
initiative, and nine other federal agencies
on the original business case and creation
of the site, which launched in April 2002.
Today, 17 federal agencies, along with
numerous state and local stakeholders,
provide information about benefit and
assistance programs via the site.
GovBenefits.gov and Booz Allen most
recently partnered with the Federal
Emergency Management Agency to launch
the DisasterAssistance.gov Web site, which
enables disaster victims to easily find and
apply for disaster-related benefit programs.
Working with the US Department of
State, the US Agency for International
Development (USAID), the Millennium
Challenge Corporation, and other institu-
tions, Booz Allen also assists countries
with establishing sustainable economic
growth and improving their citizens’ well-
being. For example, Booz Allen has worked
with developing countries, including
Azerbaijan, Cape Verde, Ethiopia, Lebanon,
Macedonia, and Ukraine, to bring them into
compliance with World Trade Organization
(WTO) rules so they can become full-
fledged WTO members, which Ukraine
achieved on May 16, 2008, and Cape
Verde achieved on July 23, 2008.
Booz Allen has partnered with USAID
on programs that support economic growth
and development. One was the develop-
ment of a revolutionary analytical tool called
the Commercial, Law, and Institutional
Reform Diagnostic, which has been used in
30 countries to modernize governance sys-
tems. And in the Republic of Serbia, Booz
Allen implemented an online case docket
system for the commercial courts, providing
the public previously unavailable access to
case documents and events.
In another USAID project, Booz Allen
has supported tax reform efforts in eastern
Europe, including in the Republic of
Armenia, where from 2005 to 2008 the
firm redesigned the State Tax Service’s
core processes and IT systems to create a
tax administration that adheres to interna-
tionally accepted practices.
Cybersecurity
The ever-increasing prevalence of and
dependence on the Internet, computer-
managed networks and processes, and
devices controlled by software and hard-
ware have created a new operating reality
for both public- and private-sector entities.
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YouthAIDS
Educating Young People by Speaking Their Language
wealthy countries. A recent campaign with
H&M saw rock star Rihanna speak out
against the crisis through the Fashion
Fights AIDS campaign. Funds raised from
this initiative have created a youth center
for street children in Port-au-Prince, Haiti.
In 2007, Booz Allen Hamilton worked
with Roberts on a pro bono basis to help
PSI with strategic planning and to develop
stable funding sources to ensure its long-
term viability. The firm also supports a
program in which Booz Allen interns work
on YouthAIDS projects. “Booz Allen has
generously supported YouthAIDS from the
beginning,” says Roberts. “It’s a thinking
man’s organization that uses its heart to
develop solid, effective strategies.”
Susan Penfield, a Booz Allen vice
president based in Rockville, Maryland,
says PSI is pioneering creative grassroots
strategies to tackle one of the world’s
most troublesome problems.
By tapping into existing commercial
infrastructures, PSI gets much-needed
health products and services to the most
vulnerable. “Their social marketing tech-
nique provides an interesting strategy to
develop awareness in countries where
reaching those in remote areas with educa-
tional messages is difficult,” says Penfield.
Roberts says that although good ideas
are in place to combat HIV/AIDS, more
remains to be done. “I would love to be
able to say that eradication is possible,
but in the absence of a cure or vaccine,
all we have is education and prevention,”
says Roberts. “There are powerful and
concrete solutions available; we just need
to expand on them…and I believe that
partnerships with other NGOs and corporate
support are vital.”
YouthAIDS founder Kate Roberts, Bono, and
YouthAIDS Global Ambassador Ashley Judd at
the nonprofit’s 2007 gala, “Faces of India”
Although there is still no cure for
HIV/AIDS, Kate Roberts has set out to
use rock stars and the power of pop
culture to save young people around the
world from the virus’s reach.
A former advertising executive who
used to develop hip marketing campaigns
to sell cigarettes and soda in eastern
Europe, Roberts now uses her command of
cool to combat HIV/AIDS. In 2001, she
founded YouthAIDS, which has become a
multimillion-dollar program of the global
nonprofit organization Population Services
International (PSI).
“Our mission is to speak to young peo-
ple age 14 to 24,” says Roberts. “We use
pop culture, music, sports, and theater.
Through the language of youth, we provide
them with the tools to make healthy choices
and change behaviors. Our measurable
results prove that these life-saving mes-
sages are having a big impact.”
YouthAIDS enlists the support of
celebrities to bring awareness to the HIV/
AIDS crisis, and raises the funds neces-
sary to support YouthAIDS programs
through major fund-raising campaigns in
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Defense Advanced Research
Projects Agency
Revolutionizing Prosthetics for Upper-Extremity Amputees
Nearly every month,
Buck Adams, a
retired US Air Force
general and a princi-
pal at Booz Allen
Hamilton based in
Arlington, Virginia,
visits wounded sol-
diers at the Walter
Reed Army Medical
Center. On each trip,
he is struck by how
A next-generation
prosthetic arm
injuries have changed from earlier wars.
In the past, soldiers had less protec-
tion for their torsos, and those who suf-
fered wounds to vital organs frequently bled
to death on the battlefield. With improved
body armor and forward-deployed medical
facilities, critically wounded soldiers have
been surviving the “golden hour” following
their trauma. “They don’t die, but often
they have lost a limb, which changes their
way of life forever,” says Adams.
Senior Associate Kent Pankratz, of the
firm’s Economic and Business Analysis
team, and Booz Allen science and technol-
ogy staffers support the
Revolutionizing Prosthetics
program at the Defense
Advanced Research Projects
Agency (DARPA), which funds
more than 300 researchers
developing sophisticated
replacement limbs. The program is a global
effort combining the work of experts in
neuroscience, applied physics, medical
research, combat surgery, physical rehabili-
tation, and information technology to cre-
ate an advanced prosthetic arm with 22
controllable joints.
Already the program has produced life-
like prostheses that can grip and make
other natural movements by using signals
from electrodes that sense neural transmis-
sions from reinnervated pectoral muscles
and by using innovative noninvasive control
techniques. The program has made signifi-
cant advances that will enable sensory feed-
back, including touch, temperature, and
pressure. During the next phase, DARPA
aims to create a direct control link from the
brain to the prosthetic arm via wireless sig-
nals and to advance the noninvasive arm
into extensive clinical trials.
Booz Allen provides systems engi-
neering and technical assistance as DARPA
works to ensure that each research phase
is completed and new technologies are
developed to carry the program forward.
Colonel Geoffrey Ling, the DARPA pro-
gram manager, says, “DARPA has under-
taken the huge task of fulfilling our pact to
our soldiers by embarking on an effort to
provide fully integrated limb replacements
that enable victims of upper-body limb loss
to perform arm and hand tasks with the
strength and dexterity of the natural limb.”
“DARPA is fulfilling our pact to soldiers by embarking
on an effort to provide fully integrated limb
replacements to victims of upper-body limb loss.”
—Colonel Geoffrey Ling, Revolutionizing Prosthetics Program Manager
Adams says soldiers who have sacri-
ficed in war deserve nothing less than the
intellectual and financial resources sup-
porting this collaboration. Beyond the
military, the commercial applications of
discoveries made through the program are
enormous. “DARPA is giving people the
rest of their lives back,” says Adams.
This new environment heightens the need
to prevent unauthorized access to or
attacks on computer systems. Technology
is one tool that can be leveraged to defend
networks, but Booz Allen views IT primarily
as an important starting point—one that
needs to be integrated with operations,
culture, management, and policy changes.
Booz Allen understands that the com-
plexity and breadth of issues involved in
securing cyber assets requires new thinking
and innovative approaches. “Unfortunately,
the increased complexity of operating envi-
ronments also comes with increased vulner-
ability,” says Mark Gerencser, a senior vice
president in McLean. “The current situation
calls for a novel type of collaboration—one
where government, business, and society
work together in a new, coordinated manner
with a new operating paradigm that adapts
and grows as cyber issues evolve.”
Fostering this very type of collabora-
tion was a two-day strategic simulation
exercise called the Cyber Strategic Inquiry
2008, conceived by Booz Allen and
Business Executives for National Security
(BENS), a nonpartisan organization through
which senior business executives help
enhance the nation’s security. The event
brought together 230 government and busi-
ness leaders to conduct a wargame that
simulated a dramatic surge in computer
attacks during a time of economic trouble,
with multiple teams of participants having
to find ways to mitigate the attacks. The
event was widely covered in the press, and
Gerencser notes that one of the key out-
comes was recognition that cybersecurity
requires distributed leadership; no one
person or entity can really be in charge.
One example of Booz Allen’s work in
cybersecurity comes from Hawaii, where a
team has been working with the US Pacific
Command (USPACOM) on its NetOps
Analysis Cell (NAC) since 2006. The mis-
sion of the NAC is to provide USPACOM
decision makers with situational under-
standing of events occurring both within
USPACOM’s area of responsibility and
across the Department of Defense
that could adversely affect computer
systems and networks’ ability to support
USPACOM’s mission. Booz Allen’s work is
helping the NAC reach across traditional
boundaries and analytical approaches to
correlate information, make it understand-
able, and provide clear steps for managing
risk to the networks and military missions.
“While the client thinks about the over-
all mission, a key supporting mission is
to ensure the networks used in theater are
operational and that any potential threat
scenarios are well understood,” says
Joe Mahaffee, a Booz Allen senior vice
president in Annapolis Junction, Maryland.
“We’ve been playing an integral role with
clients address the complexity and breadth
of cybersecurity issues requires new thinking.
‘‘Helping our government and commercial
USPACOM, making sure its networks are
operational and that threats are appropri-
ately identified, contained, and addressed.”
Defense
The Department of Defense (DoD) is one
of Booz Allen’s largest clients, and the firm
works with the Air Force, Army, and Navy/
Marine Corps; the Office of the Secretary
of Defense; and Joint Staff and combatant
commands. Supporting defense clients at
all levels, Booz Allen provides services that
extend from high-level strategic assign-
ments to implementation of next-generation
information technology systems.
“Booz Allen brings to its defense
clients not only a wide range of capabilities,
but also quality professionals who are able
to approach clients’ problems comprehen-
sively,” says Joe Garner, a McLean-based
senior vice president. “We are helping
clients shape the future of their mission so
they can execute within budget.”
Throughout its defense portfolio, Booz
Allen is developing integrated solutions that
revolve around collaboration and informa-
tion sharing, signaling a shift away from an
agency-centric approach.
In one such assignment, Booz Allen
has provided program leadership and acqui-
sition support services since 2005 to the
Joint Program Executive Office, Joint
Tactical Radio System (JPEO JTRS), which
is developing and producing a family of
interoperable software-defined radios to
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provide secure, wireless networking commu-
nications capabilities for joint forces. For
the JPEO, Booz Allen crafted an innovative
joint program governance model designed
to honor service-specific requirements while
maintaining a centralized management
approach to developing the JTRS capability.
Since 2005, Booz Allen has been help-
ing multiple defense clients respond to the
recommendations of the Base Realignment
and Closure (BRAC) Commission to close
more than 20 Army, Navy/Marine Corps,
and Air Force installations and move per-
sonnel to other existing installations. One
such client is the Defense Finance and
Another ongoing assignment is Booz
Allen’s support of the Navy through the
firm’s work with the Electric Boat division
of General Dynamics, the prime contractor
for design and construction of the Virginia-
class (SSN-774) submarine program.
Planning to procure 30-plus SSN-774 sub-
marines through 2020, the Navy’s goal was
to increase production from one to two
boats per year starting in 2012 while
achieving a unit cost of $2 billion (in 2005
dollars)—a 20 percent reduction beyond
previously planned efficiency gains. To
achieve this cost reduction mandate, Booz
Allen developed an approach to design for
affordability using an ISSR framework,
which evaluates inherent, structural, sys-
temic, and realized costs. In 10 months,
the Booz Allen team helped transform the
entire submarine acquisition process from
design to sea trials. The improvements
enabled a reduction in total program acqui-
sition costs of $3.8 billion and enabled the
Navy to accelerate its plan to double the
construction rate to two boats per year.
Booz Allen helped reduce the cost to build Virginia-class
submarines such as the USS Hawaii, the third to be commissioned
Accounting Service (DFAS), which directs,
approves, and performs financial account-
ing activities for the DoD. DFAS is down-
sizing from 26 to six sites and reducing its
staff from 13,000 to 10,000, while under-
taking an agency-wide organizational and
human capital transformation.
Booz Allen technical and scientific
expertise is at work on Air Force projects
that could change the nature of flight. One
assignment is to develop an innovative jet
engine that would have the thrust and
speed of a fighter jet, but that could also
throttle back to cruise great ranges with
high fuel efficiency and lower maintenance
costs like a commercial jet. Working with
teams at the Air Force Research Laboratory
at Wright-Patterson Air Force Base, Booz
Allen is deconstructing the way the two
types of aircraft engines evolved to tease
respond to BRAC recommendations, including
the Defense Finance and Accounting Service.
‘‘Booz Allen is helping multiple clients
“We’re providing
DFAS with services
that include change
management, stra-
tegic planning, and
communications,”
says Karen Dahut,
a Booz Allen vice
president based in
McLean. “We began by focusing on four
primary work streams: providing a project
management tool kit, building the cost
framework, integrating the master schedule
for transformation, and developing an exec-
utive-level dashboard. Then we helped
establish an approach for how DFAS will
execute the transformation.”
out elements of each that can be com-
bined in a revolutionary new engine. “We
have the ability to literally transform avia-
tion,” says Buck Adams, a Booz Allen
principal based in Arlington, Virginia. “My
guess is that in the next 20 to 30 years,
both military and commercial aircraft
engines will have these characteristics.”
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our ability to model, simulate, characterize,
test, and field viable solutions in defeating
these ever-adapting threats. As a result,
while enemies of the US attempt to over-
come these countermeasures, Booz Allen, in
partnership with the DoD, has been able to
anticipate their next move and has enabled
solutions to address the next generation of
IED techniques. We are paving the way for
the mitigation and defeat of IEDs in the field
and saving the lives of those who protect
our own.
Environment & Energy
As with so many other of the world’s chal-
lenges, environmental preservation and
sustainable energy intersect in many ways.
Working at the confluence of public policy,
advancing technologies, and strategic
planning, Booz Allen is making a difference
for its clients—and the world—at the front
lines of these important issues.
“The breadth of our business and our
35 years of experience working on environ-
mental issues makes us uniquely qualified
Booz Allen showed that 106,034 ACRES
OF FOREST has a carbon sequestration value
of MORE THAN $1.5 MILLION.
to help clients achieve their environmental
goals and ensure those goals align with
their organization’s mission,” says Molly
Finn, a Booz Allen vice president in McLean.
Consider the Department of Defense,
which manages 30 million acres of land
containing significant expanses of forests,
lakes, streams, wetlands, coastlines, and
other natural assets. A military installation
may need these assets for particular train-
ing activities, such as a desert landscape
for maneuvers; the same assets, however,
support diverse ecosystems of plants and
wildlife. The challenge is developing con-
servation efforts that sustain both the envi-
ronment and the military mission.
Booz Allen has helped the military con-
duct natural infrastructure assessments at
more than 50 locations. These assess-
ments define what is needed for the instal-
lation to operate; inventory the location’s
natural assets; determine the goods and
Alternative energy: a biomass facility that
burns rice chaff to generate electricity
Booz Allen also played an important
role in helping defense leaders devise
long-term strategies for irregular warfare—
complex population-centric, political–military
struggles waged beyond the scope of more
traditional military operations. Under the
sponsorship of the Defense Technical
Information Center, Information Analysis
Contract, Booz Allen worked closely with
the US Special Operations Command
(USSOCOM) and the US Marine Corps
(USMC) to develop the DoD Irregular
Warfare Joint Operating Concept, analyze
the DoD’s irregular-warfare capabilities, and
help stand up the new USSOCOM Irregular
Warfare Directorate and the new USMC
Center for Irregular Warfare to guide a shift
in focus toward this type of conflict.
One of the deadliest threats to
American soldiers and coalition forces in
war is that of improvised explosive devices,
or IEDs. “Today, the IED remains a priority
threat and continues to challenge US and
coalition forces,” says Brian Abbe, a Booz
Allen principal in Eatontown, New Jersey.
“The enemy’s implementation of adaptive
and clever means to trigger IEDs demands
that we remain agile and preemptive in our
pursuit of technology-based solutions.”
Supporting the DoD and Federal Bureau
of Investigation, Booz Allen engineers are
providing technical and forensic analysis of
recovered IEDs to map electronic compo-
nents and triggering mechanisms. The firm
has developed a reliable and rapid integra-
tion and insertion process for advanced-
technology IED electronic countermeasures
to aid Army units in protecting the warfighter.
The program, developed in partnership with
Army clients, has consistently demonstrated
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Department of Defense
Partnering with BRAC Communities to Plan for Sustainability
consists of presidential appointees from
11 federal agencies and is cochaired by
the US Department of Agriculture (USDA)
and US Department of Energy (DOE). The
Biomass R&D Board called on the firm to
help develop the National Biofuels Action
Plan to coordinate federal activities in
biofuels development.
“From a strategic standpoint, the
action plan is crucial,” says Ken Saenz, a
Booz Allen principal in McLean. “Use of
advanced biofuels can reduce gas costs
through blending. These fuels also avoid
the food-versus-fuel debate that occurs in
grain-based biofuels development.”
To create the plan, a Booz Allen team
analyzed the effects of biofuels production
throughout the supply chain and identified
key areas for federal action: sustainability;
feedstock production and logistics; distri-
bution; environment/health/safety; and
others. The Biomass R&D Board agencies
published the plan in October 2008, and
the board has asked Booz Allen to form
interagency working groups to resolve the
challenges identified in the plan so that
government and industry may work together
to solve the nation’s energy challenges.
Our work in alternative energy last year
also included an engagement with the
State of Hawaii, which, with help from the
DOE, aims to decrease energy demand and
accelerate use of wind, solar, and other
natural resources so that renewable energy
sources will be sufficient to meet 70
percent of the state’s energy demand by
2030. Booz Allen is analyzing electric and
services the assets could offer; and char-
acterize the economic and noneconomic
value of the natural resources.
In one example, Booz Allen demonstrat-
ed that 106,034 acres of forest at the Avon
Park Air Force Range in central Florida has
a carbon sequestration value of more than
Booz Allen offers innovative approaches for finance clients
$1.5 million. The Air Force could leverage
this public benefit to obtain carbon credits.
Another example of helping organiza-
tions meet their environmental goals is our
pro bono work with the Wolf Trap Foundation
for the Performing Arts and Wolf Trap
National Park for the Performing Arts, locat-
ed in Vienna, Virginia. In March 2007, Wolf
Trap launched an initiative to “go green,”
and it turned to Booz Allen for help. The firm
helped the foundation develop a strategy to
meet three greening goals—become carbon
neutral, generate zero waste, and engage
the greater Wolf Trap community in innova-
tive sustainability initiatives.
Sustainable energy is
an integral aspect of good
environmental stewardship
and business practices. “Our
experience with both govern-
ment and industry clients
has given us deep insight
into the technical, policy, economic, and
regulatory issues impacting energy,” says
Dave Aldrich, a senior vice president in
McLean. “We help our clients view energy
issues in a broad context so that their
clean-energy and energy-reduction programs
can adjust as the organization changes.”
Booz Allen is taking that kind of holis-
tic approach in its work with the Biomass
Research & Development Board, which
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Booz Allen is helping HAWAII toward its goal
of RENEWABLE ENERGY sources meeting
70% of the state’s energy demand by 2030.
transportation systems to identify policy
needs and developing the institutional
agreements and infrastructure needed to
reach the goal.
Finance
Booz Allen has long been a trusted advisor
to federal finance and treasury agencies
as they have sought to comply with new
regulatory requirements, employ technology
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Department of Defense
Department of Defense
Partnering with BRAC Communities to Plan for Sustainability
Partnering with BRAC Communities to Plan for Sustainability
For several years,
Booz Allen Hamilton
has been working
with the US Depart-
ment of Defense to
help implement base
realignment and clo-
sure (BRAC) actions
at installations
around the country.
Now, it is using a
broad range of
Fort Bragg 1st
Brigade Barracks
expertise to shape a sustainable future
for the communities that surround these
military installations.
Working with the military services,
federally recognized growth management
organizations (GMOs), and local officials in
areas undergoing realignment, Booz Allen
is building on its role as a strategic advisor
and facilitator to help leaders envision
entirely new communities.
Booz Allen is helping GMOs and other
organizations develop plans for schools,
hospitals, roads, and even targeted work-
force training to make life better for
servicemen and servicewomen—and their
families—and provide added support for
those organizations’ missions.
For example, over the next few years,
more than 20,000 military and civilian per-
sonnel will be moving to North Carolina in
an 11-county area surrounding Fort Bragg.
To ensure that such growth has a positive
impact on local communities, the BRAC
Regional Task Force, the GMO for the Fort
Bragg area, is coordinating a regional plan-
ning effort with dozens of federal, state,
local, and private-sector representatives.
“Booz Allen has been instrumental in
helping us pull together an action plan for
the transformation of the Fort Bragg
region,” says Paul Dordal, brigadier general,
USAF (ret.), executive director of the BRAC
Regional Task Force. “Their assistance
with a tabletop planning exercise helped
us focus our efforts and brought together
stakeholders from the region as well as
state and federal agencies.”
Will Rowe, a Booz Allen principal in
McLean, says, “The North Carolina BRAC
Regional Task Force is becoming a national
model for communities around the country.
Our experience in North Carolina under-
scores the importance of collaborative
public–private partnerships for successful
BRAC planning and implementation.”
The Fort Bragg area needs to encour-
age the growth of defense contractors in
the region that can help support new mis-
sions coming to these growth installations.
Workforce planning is just one piece of the
planning puzzle. Other pieces include physi-
cal infrastructure, economic development,
compatible land-use planning, security, and
social and health services expansion.
A key aspect of Booz Allen’s support is
a focus on short- and long-term planning to
promote the sustainability of these major
growth regions resulting from BRAC imple-
mentation and related defense mission
movements. Without such planning, these
growth regions could encroach on the
military installations themselves, eventually
restricting the latter’s ability to support
vital test and training missions.
“We have to help our clients think
about regional sustainability,” says Rowe,
“and how this region, in the next 20 years,
can both thrive economically and grow
compatibly with the military so that military
installations can perform their missions.”
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to improve efficiencies, and achieve their
mission in the face of accelerating changes
in the structure of the financial-services
industry. As the current US recession and
corollary new initiatives increase pressure
on organizations charged with the manage-
ment and protection of the nation’s finan-
cial system, Booz Allen offers innovative
approaches to challenges as varied as
bank receivership, payment channel mod-
ernization, and cybersecurity.
“What makes Booz Allen different is
the level of passion and commitment staff
members show toward their work with our
government and commercial healthcare
segments, we look at health in new ways.
‘‘With a history of working across all
finance clients,” says Margo Fitzpatrick, a
McLean-based vice president. “We work
side by side with our clients to help them
achieve their mission.”
For agencies including the US Depart-
ment of the Treasury, Internal Revenue
Service (IRS), Office of the Comptroller of
the Currency (OCC), Federal Deposit
Insurance Corporation (FDIC), Federal
Reserve Board and Banks (FRB), Securities
Exchange Commission (SEC), and Pension
Benefit Guaranty Corporation (PBGC), Booz
Allen offers domain and functional capabili-
ties, and the ability to solve business
problems in innovative ways, drawing from
extensive experience in commercial bank-
ing, capital markets, regulatory oversight,
treasury payment systems, and more.
Even before bank failures began to
increase, Booz Allen was helping the FDIC
improve its bank receivership systems.
The firm developed a customized, scenario-
based program—including workshops,
tabletop instructional exercises, and simu-
lations—designed to familiarize FDIC exec-
utives, managers, and staff members with
the challenges and procedures associated
with resolving large, complex bank failures.
Booz Allen is also supporting the OCC
in its efforts to improve its bank examina-
tion systems. For the OCC’s Large Bank
Supervision organization, the firm helped
implement a technological solution called
the Workflow Information System and
Document Manager (WISDM). WISDM stan-
dardized and streamlined complicated
supervisory business processes, provided
for more efficient document and records
storage and retrieval, increased the security
of bank and supervisory data and docu-
ments, and allowed for improved collabora-
tion and sharing of data between the
community of supervisors and examiners.
In another OCC effort, Booz Allen is
developing the so-called Strategies and
Resources (STARS) system, which will
improve bank management’s ability to
accurately and realistically plan and sched-
ule examinations, request and assign the
examination staff, and improve leadership’s
ability to track, manage, and compare the
performance of examinations within and
across bank teams.
Booz Allen also continues to build on a
long-standing relationship with the IRS. In
2008, we supported the IRS as it dealt with
the critical task of protecting taxpayers’
personal information through an engage-
ment with the agency’s Office of Privacy,
Information Protection and Data Security.
Health
Today’s healthcare infrastructure problems
are so complicated and intertwined that
approaching them from a single viewpoint
won’t solve them. With a unique history of
working across all government and commer-
cial healthcare segments, Booz Allen offers
a differentiated perspective on the industry.
“The healthcare industry is highly frag-
mented, so you can’t effect change in a
single-faceted way,” says Susan Penfield, a
vice president based in Rockville, Maryland.
“At Booz Allen, we look at a problem from
all dimensions, and we examine how all
stakeholders will be impacted by changes
down the road. We combine vision with
pragmatism.”
In 2008, Booz Allen’s work in the
health arena tackled issues that ran the
gamut—food safety, electronic health
records systems, medical identity theft,
public health issues such as HIV/AIDS
and Alzheimer’s disease, and more.
To improve the safety of the nation’s
food supply, Booz Allen partnered with the
US Food and Drug Administration (FDA) to
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US Green Building Council
Meeting Demand with a New Business Model
Chris Smith, chief
operating officer of
the US Green
Building Council
(USGBC), had the
kind of problem
most executives can
only dream of. Green
building was growing
exponentially, and so
was clients’ desire to have buildings “third-
party certified” by USGBC, a Washington,
DC-based nonprofit whose Leadership in
Energy and Environmental Design (LEED)
Green Building certification program has
become the nationally accepted benchmark
for green building performance.
In late 2006, big-box retailers, fran-
chisees, hotel groups, and other Fortune
1000 companies with hundreds of individ-
ual locations began to place more empha-
sis on their environmental footprint and
were eager to receive LEED certification for
their buildings. Meanwhile, USGBC recog-
nized it was not geared to handle the
spike in volume and called in a team of
Booz Allen Hamilton consult-
ants with broad environmental
and construction expertise.
The consultants suggested
moving
the certification
process to organizations
whose core competency was assessing
and validating products and services for
their compliance with standards. The
model is similar to that used by the
International Standards Organization, which
oversees more than 17,000 standards for
products and services around the world.
“After the first presentation, I jumped
out of my chair with excitement—it was
such a compelling idea,” says Smith. “We
were already going down the path of creat-
ing the Green Building Certification Institute
to oversee our accreditation and credential-
ing so that USGBC could focus on providing
the tools and education that support our
core mission of transforming the built envi-
ronment for sustainability. This dovetailed
perfectly with our transition and immediately
provided much-needed capacity.”
Smith says it was Booz Allen’s depth
and experience in many other industries that
allowed the consultants to see the answer.
“We would never have conceived of this,”
says Smith. “They presented a turnkey solu-
tion to one of our biggest challenges.”
LEED-certified buildings have become
highly prized assets in corporate America.
Operational savings for green buildings can
range from 30 to 50 percent in energy
usage, and such buildings can reduce car-
bon emissions by 35 percent, water use by
40 percent, and solid waste by 70 percent.
“Helping our clients serve their clients
better is always satisfying,” says Gary Rahl,
a Booz Allen vice president in McLean. “But
“After the first presentation, I jumped out of my chair
with excitement—it was such a compelling idea.”
—Chris Smith, Chief Operating Officer, US Green Building Council
in this case, the stakes are bigger than
personal satisfaction. Building owners and
operators get faster validation that their
buildings are high-performance buildings.
And as that performance shows up in the
environment, in their employees’ and cus-
tomers’ health and comfort, and on the
financials, they want to build more of them.
It’s a powerful win-win for everyone.”
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create the Electronic Laboratory Exchange
Network (eLEXNET). This integrated informa-
tion system replaces out-of-date telephone
chains and allows government agencies—
including federal laboratories, state and
local health departments, and international
safety monitors—to regularly and efficiently
comb through hundreds of data points to
detect problems such as an E. coli outbreak
or a bioterror attack before it can turn into a
widespread threat to the public’s health.
In another engagement related to food
safety and security, Booz Allen helped the
Booz Allen helped the USDA increase registration of farm
animals to aid in tracing the source of a disease outbreak
USDA increase registration of farm animals
to aid in tracing the source of a disease
outbreak. Working with the USDA’s Animal
and Plant Health Inspection Service, the
firm created and rolled out an integrated
communications campaign that raised
awareness of the USDA’s National Animal
Identification System (NAIS) and ultimately
resulted in achieving the goal of 25 per-
cent voluntary NAIS registration of the
nation’s livestock and poultry producers.
On a completely different healthcare
front, Booz Allen proudly serves the
nation’s “wounded warriors”—the unprece-
dented number of service members
who have survived combat wounds and
illnesses. With the number of injured
servicemen and servicewomen growing,
the DoD and Department of Veterans
Affairs (VA) are facing increased demand
for health, benefit, and transition services.
“Each organization is doing the best it
can, but no one agency touches the entire
continuum of care,” says Robin Portman,
a Rockville-based vice president with Booz
Allen. “Inadequate coordination and infor-
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mation sharing across disparate caregivers
and organizations—and outdated processes
and technology—create problems in provid-
ing optimal care and benefits.”
Addressing this challenge requires a
holistic approach, so Booz Allen experts
from across the firm came together to
conduct a full diagnostic of the continuum
of care, encompassing healthcare, benefits,
process improvement, strategic communica-
tions, and IT. Client challenges the firm is
working on include supporting the Army in
the implementation of benefit programs
such as call centers for veterans, identifying
opportunities for collaboration between the
DoD and VA, and implementing programs to
bring care to veterans living in rural areas.
Booz Allen is involved in a number of
other high-impact assignments that
address urgent priorities in healthcare
research and delivery. The firm is working
with the National Institutes of Health (NIH)
to build the infrastructure for the National
Children’s Study, which aims to improve the
health and well-being of children by examin-
ing the effects of environmental influences
on the health and development of more
than 100,000 individuals by studying them
from before birth to age 21. We are also
working with the NIH to build collaborative
research environments for certain dis-
eases. These programs are modeled after
the highly successful cancer biomedical
information grid (caBIG) the firm helped
create for the National Cancer Institute to
foster research collaboration and, by exten-
sion, potentially accelerate the advance-
ment of cancer research and treatment.
Security
One of government’s most critical tasks
is to secure the homeland. Ensuring the
safety of US citizens presents a complex
and ever-changing set of challenges, and
Booz Allen partners with security clients as
they address current and future threats,
whether acts of terror, natural disasters,
infrastructure failures, or other crises.
“We bring to all of our security assign-
ments an in-depth understanding of the
client’s mission and operations as well as
functional expertise,” says Ken Wiegand, a
Booz Allen senior vice president in Herndon,
Virginia. “And we bring another ingredient
that other firms lack, and that is a consult-
ing culture. Our problem-solving orientation
means we proactively look for ways to
improve processes and operations to bene-
fit our clients and ultimately US citizens.”
Our strong relationship with the security
community is reflected in the key leaders
who have chosen to pursue second
careers as Booz Allen officers, including
Joan Dempsey, former member of the pres-
ident’s Foreign Intelligence Advisory Board;
Keith Hall, former director of the National
Reconnaissance Office (NRO); Bob Noonan,
former Army Deputy Chief of Staff for
Intelligence; Carol Staubach, former direc-
tor of the NRO’s Imagery Systems Acquisi-
tion and Operations Directorate; and
Rich Wilhelm, former executive director for
Intelligence Community Affairs.
Booz Allen supports the missions of
homeland security, intelligence community,
and law enforcement clients with expertise
that includes all-source analysis, threat
analysis, risk assessment, counter-
terrorism, bioterrorism preparedness, sys-
tems development, systems engineering
and technical analysis, information tech-
nology, assurance and resilience, mission
operational support, and wargaming.
One of the firm’s many security clients
is the US Department of Homeland
Security (DHS), which Booz Allen has been
supporting since its inception six years
ago. Recently, the Homeland Security
means we proactively look for ways
to improve processes and operations.
‘‘Our problem-solving orientation
Advisory Council’s Essential Technologies
Task Force asked Booz Allen to make a
presentation on how the DHS should
acquire the technology it needs. The firm
recommended a new integrated approach
for determining how and why technology
should be acquired. “There are no silver
bullets with respect to technology procure-
ment for the DHS,” says Jack Mayer, a
Booz Allen vice president in McLean.
“However, there are some key principles
that the DHS and its units can consider
that would make technology procurement
Contractor of the Year
Booz Allen Hamilton was honored to
be named 2008 Contractor of the Year
in the large company category, at
the sixth annual Greater Washington
Government Contractor Awards ban-
quet on October 7, 2008. The awards
event is sponsored by the Fairfax
County Chamber of Commerce, the
Professional Services Council, and
Washington Technology.
more efficient.” For example, rather than
taking a stovepiped approach, the DHS
could look across agencies at the mission
level first, and then identify the technology
that would achieve mission goals.
Space
Booz Allen has decades of experience
working with a variety of constituencies
involved in the business of space, includ-
ing the National Aeronautics and Space
Administration (NASA), Air Force Space
Command, Air Force Space & Missile
Systems Center, Defense Information
Systems Agency (DISA), NRO, and National
Geospatial-Intelligence Agency (NGA). In
Booz Allen, these players have a partner with
the broad perspectives and functional
depth to help them build long-
term, sustainable programs in
today’s resource-constrained
environment.
Booz Allen is supporting
NASA’s Constellation program,
which aims to return astro-
nauts to the moon by 2020
and establish a base for travel
onward to Mars. The firm is providing sys-
tems engineering and integration, program
management, and strategic and technical
services to all levels of the Constellation
program. In another NASA project, Booz
Allen is helping the International Space
Station program realize greater efficiencies.
One of the firm’s more ambitious
space engagements has been serving as
lead systems engineering and integration
contractor for the Transformational Satellite
Communications System. Sponsored by the
US Air Force, the program will provide the
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National Science Foundation
National Science Foundation
Helping the Nation’s Foremost Science and
Engineering Foundation Increase Productivity and Transparency
Helping the Nation’s Foremost Science and
Engineering Foundation Increase Productivity and Transparency
This Project Was
Recognized
with the Firm’s
Highest Award for
Excellence
In 1950, Congress
founded the National
Science Foundation
(NSF), charging it
with funding science
and engineering
research and educa-
tion. Considered one
of the most impor-
tant grant-making
organizations in the
US, NSF has funded
much of the research
NSF funds research in
many areas, including
king penguins
that transforms our lives and how we inter-
act with the world, supporting researchers
who have won more than 170 Nobel Prizes.
The foundation, which oversees a
$19.2 billion grant portfolio, recently faced
a confluence of business challenges. In
response to national concern that the coun-
try was lagging in science and education,
Congress had increased NSF’s grant-making
funding by 70 percent over the past 10
years. Simultaneously, however, budgets for
staffing and related resources increased
only 10 percent, leaving NSF to solve a
tricky equation—how could it manage bigger
budgets, review and fund more grants, pro-
vide additional oversight, and establish more
rigorous processes to ensure accountability
—all without an increase in staff support?
In 2000, pressure came to a head—
NSF faced external scrutiny of its oversight
and performance, as well as demands for
clarity regarding the proposal review
process. In response, NSF developed a plan
to bolster its position as a science and
research leader, manage the responsibili-
ties associated with its increasing budget,
and create and implement an approach to
streamline the grant process. The plan
called for improvement in three critical
areas—people, processes, and technology.
NSF engaged Booz Allen Hamilton to
implement the plan by driving three work
streams: define new business processes,
retool the NSF workforce, and plan and
implement the IT tools and infrastructure
needed to support the new processes. A
Booz Allen team leveraged the firm’s best
thinking concerning business process analy-
sis, human capital planning, and IT architec-
ture development, and helped NSF increase
its productivity without eroding its reputa-
tion for intellectual excellence. The program
recovered nearly $825,000 in unused
contract funds in less than four months,
transformed human capital management
for more than 33 percent of the staff, and
developed NSF’s enterprise architecture.
The results of this work have been
extensive, fast, and sustainable; the founda-
tion now executes many more grants each
year than it did prior to the engagement,
and it does so with the same number of
staff and notably enhanced scientific rigor,
oversight, and impact. Its proposal process
is easier to use, which, combined with life-
cycle electronic grant proposal and award
management, enables applicants to stay
up-to-date on where they are in the review
process. In the five-year period beginning in
2002, NSF became a complete end-to-end
proposal and grant management agency.
NSF is charged with strengthening the
nation’s reputation as a leader in science
and engineering education and research.
Now, with its internal processes and poli-
cies aligned, NSF is well positioned to
focus on maintaining this critical role by
engaging the science and research commu-
nities at an unprecedented level.
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DoD with high-capacity, secure communica-
tions through a constellation of satellites.
Drawing on its unrivaled expertise in
large-scale transformation, Booz Allen
helped change the future of the US space
launch industry through its involvement in
the creation of the United Launch Alliance
(ULA). The main space launch vehicle
provider to the US Air Force, NRO, and
NASA, the ULA is a joint venture of
Boeing’s Delta program and Lockheed
Martin’s Atlas program. Throughout 2007
and into 2008, Booz Allen led ULA through
a transformation project that touched nearly
all operational areas and a wide range of
government and commercial stakeholders.
“Our greatest challenges involved
merging two different company cultures,
cost accounting structures, and processes,
while defining a common view of an afford-
able space launch for national security,”
says Mike Jones, a Booz Allen vice presi-
dent in McLean. “By gathering the right
staff and applying the firm’s unique consul-
tative approach, we ensured that the trans-
formation was a success.”
Indeed, annual cost savings exceeded
the client’s goals and also surpassed the
return on investment requirement man-
dated by the ULA’s government customers.
Just as important, the ULA has continued
to perform without any interruptions to its
operations or launches.
Transportation & Infrastructure
Booz Allen undertook its first transporta-
tion assignment—market research for the
Illinois State Railroad—in 1914, the year
the firm was founded. Since then, the firm
has been working with public- and private-
sector transportation clients to develop
and execute strategies for achieving organi-
zational and business goals related to
congestion and capacity, sustainability,
finance, safety, security, and technology.
In the aviation industry, Booz Allen
has been providing both technology and
management consulting expertise to clients
since its first aviation assignment, for
United Airlines, in 1930. The industry is in
the midst of wholesale changes to its infra-
structure, workforce, and operating models,
and Booz Allen is providing its clients
expertise across every stage of trans-
formation, from vision to implementation.
“Booz Allen offers a global perspective
on issues relevant to aviation and air traffic
management,” says Ghassan Salameh, a
senior vice president in McLean. “There is
an increasing emphasis on systems integra-
tion, implementation, and the harmonization
of technologies, policies, and procedures.
Our diverse perspective offers clients a view
into the broader issues and implications.”
Booz Allen is supporting the FAA’s Air Traffic Organization with the
largest organizational transformation in the agency’s history
In 2008, Booz Allen continued its work
on the US Next Generation Air Transporta-
tion System (NextGen), a multiyear transfor-
mation effort to develop an air traffic man-
agement system capable of handling the
projected increase in air traffic operations
over the next decade and beyond. Coordi-
nating the efforts of the numerous agencies
involved in developing NextGen is the
FAA’s Joint Planning & Development Office
(JPDO). Booz Allen partnered with JPDO to
deliver the NextGen concept of operation,
enterprise architecture, integrated work
plan, and business case for developing and
implementing NextGen capabilities.
Booz Allen is also supporting the FAA’s
Air Traffic Organization with the largest orga-
nizational transformation in the agency’s
history, providing organizational design, busi-
ness process reengineering, and strategic
communications expertise for change man-
agement initiatives. In addition, Booz Allen
recently began work on the Air Traffic Control
Optimum Training Solutions contract as the
principal subcontractor to Raytheon. And the
firm is supporting the FAA’s Flight Standards
Service office with improvements in how it
conducts safety oversight.
Booz Allen was presented with two
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Defense Information Systems Agency
Defense Information Systems Agency
Changing How Commercial Satellite Communications
Changing How Commercial Satellite Communications
Services Are Delivered to the Warfighter
Services Are Delivered to the Warfighter
This Project Was
Recognized
with the Firm’s
Highest Award for
Excellence
The United States
Department of
Defense (DoD) is not
your typical telecom-
munications client.
The department’s
global footprint
requires a vast net-
work of ground-
and space-based
systems to meet
telecommunications
needs, and consider-
able bandwidth is critical to supporting the
military services, defense agencies, and
combatant commands.
DISA acquires
commercial SATCOM
services for the DoD
As these needs expanded in recent
years, DoD faced a tenfold increase in
demand for satellite bandwidth and had to
face the fact that its own aging satellite
network was not able to satisfy that
demand. The Defense Information Systems
Agency (DISA) was responsible
for acquiring commercial satellite
services for DoD to meet that
satellite bandwidth need.
Pressure on DISA mounted
in 2004, as the use of commer-
cial satellite services became
more necessary and scrutiny of the
agency’s ability to deliver became more
intense. The pressure resulted in Congress
asking the Government Accountability
Office (GAO) to conduct an audit assessing
the effectiveness of DISA’s commercial
satellite communications (SATCOM) pro-
gram. The GAO concluded that DISA faced
price, responsiveness, and customer serv-
ice challenges.
To address these GAO findings, Booz
Allen Hamilton’s engagement with DISA
transformed the agency’s commercial satel-
lite services function. The work included a
detailed review of how DISA acquired its
services, an analysis of how competitive
these services were compared with those
of the commercial marketplace, and an in-
depth evaluation of how DISA interacted
with customers.
One of the most critical aspects of
Booz Allen’s work with DISA was a congres-
sionally directed spend analysis, which not
only avoided a looming 50 percent congres-
sional withhold on the agency’s upcoming
fiscal year funding, but found that DISA’s
costs were low—25 percent lower on aver-
age—compared with market averages.
“Booz Allen performed a complete
spend analysis of DoD use of commercial
SATCOM over six years, and used that
analysis to recommend a strategy…all with-
in five months. Subtracting the time to
develop the plan, obtain department buy-in,
“Booz Allen performed a complete spend analysis
and recommended a strategy. When the job
was complete, not a single naysayer was left.”
—Rebecca Cowen-Hirsch, former Director, Program Executive Office
get the data, and communicate the results,
little more than two months was left to do
the actual work. But the Booz Allen team
responded,” said Rebecca Cowen-Hirsch,
who at the time was the director of the
Program Executive Office for SATCOM,
Teleport, and Services. “When the job was
complete, not a single naysayer was left.
Booz Allen had proven that the agency was
getting exceptional value compared with
other DoD commercial SATCOM buyers…
and even the commercial marketplace.”
industry awards last year for its work in
the aviation sector. The firm received the
Vision 100 award from the FAA Joint
Planning and Development Office for out-
standing leadership in achieving NextGen
goals, and Air Traffic Management magazine
named Booz Allen “Best Consulting Firm
to the Air Traffic Management Industry.”
The development of new transporta-
tion systems that can meet burgeoning
demand and improve safety is also a con-
cern on the ground. Booz Allen is working
with the US Department of Transportation
on an initiative called Vehicle Infrastruc-
ture Integration (VII), whose objective is
to evaluate the technical and economic
viability of deploying a nationwide commu-
nications network on the roadways. Using
advanced wireless communication among
vehicles and between vehicles and road-
side devices, VII would save lives through
accident prevention and relieve traffic con-
gestion through improved flow. Booz Allen
is serving as lead systems integrator and a
key technology partner for VII, which in late
2008 underwent proof-of-concept testing.
Environmental concerns are also shap-
ing Booz Allen’s work in transportation.
“To me, the most exciting thing we’re doing
now is greening the transportation system,”
says Gary Schulman, a vice president in
McLean. “It has been a hot topic in Europe,
and now it’s moved to the US.”
In 2007, Booz Allen drew on its expert-
ise in alternative fuels and transportation
systems to show the City of New York how
it could manage its fleet of 25,000 vehi-
cles in an environmentally responsible way.
Another way to address congestion is
by improving infrastructure. Although many
roads, rail lines, and airports have been
built or upgraded, need is growing at a
faster pace. The development of new trans-
portation systems to meet demand and the
to clients as they develop new
transportation systems to meet demand.
‘‘Booz Allen is a trusted advisor
repair of aging systems are likely to be con-
tinuing concerns, and Booz Allen’s insight
into the entire transportation industry
combined with its systems engineering and
integration expertise means the firm will
continue to be a trusted advisor to clients.
Helping Clients Be
Ready for What’s Next
Booz Allen is honored to be playing a
crucial role in helping clients in govern-
ment, industry, and nonprofit spheres over-
come their most complex challenges and
meet their mission. We relish this work
because it provides us the opportunity to
make a difference in the world—to serve
society by serving our clients.
“Everyone at Booz Allen has a com-
mon goal, which is to help our clients
succeed,” says Pat Peck, a senior vice
president in Herndon. “We are committed
to tapping into the full expertise of the firm
to address their problems holistically,
Booz Allen’s LANDMARK REPORT showed
how a 25,000-VEHICLE FLEET could be
managed in an environmentally responsible way.
which is becoming even
more important as missions
and mandates increasingly
overlap and stakeholder
communities grow larger.
Our unrivaled, comprehen-
sive approach results in
integrated solutions and
The landmark report could help other large
public and private fleets go green.
Booz Allen has helped other municipal-
ities examine strategies to reduce traffic
congestion through pricing schemes that
would introduce tariffs on vehicles entering
congested areas at peak times. The tariffs
would be a disincentive to drivers and
would reduce pollution and save energy.
lasting results for our clients.”
The world remains an uncertain place,
but stasis is never an option for an organi-
zation that wants to succeed. As our
clients prepare for the future, we will con-
tinue to serve them as a trusted, impartial
advisor on their toughest challenges and
greatest opportunities, helping them pre-
pare for what’s next.
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Thought Leadership
When an organization delivers value
through the excellence of its people and
ideas, rather than a manufactured product,
then what the firm says, knows, designs,
creates, reports upon, and innovates—
in all, its intellectual capital—uniquely
distinguishes it. At Booz Allen Hamilton,
intellectual capital is a distinctive core
asset that greatly enhances the firm’s
value to clients.
In such critical areas as cybersecurity,
healthcare systems, defense transforma-
tion, and human capital management (to
name just a few), Booz Allen has turned
knowledge gained from and created
during real-world client engagements and
innovative ideas developed in its internal
research into practical but novel solu-
tions to important, complex problems.
Our thought leadership is a constant
source of pride and represents well the
DNA of our firm.
Throughout the past year, Booz Allen’s
experts built on the firm’s long history
of presenting its best ideas at global con-
ferences and in white papers, reports,
and books distributed and referenced
on the Web; on television and radio; and
in print in such renowned publications
as Harvard Business Review, MIT Sloan
Management Review, and Vital Speeches
of the Day. Some examples of this range
of Booz Allen’s intellectual capital are
featured on the pages that follow.
Booz Allen has a decades-long legacy of innovative
thinking that greatly enhances the firm’s value to clients.
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Unmanned and Robotic Warfare
Booz Allen has a long tradition of
taking on a leadership role to
help shape and inform the ideas
of leaders as they prepare for
potential challenges. One issue
the US military is facing is an
imminent revolution in warfare
in which unmanned and robotic
systems will assume a prominent, if not dominant,
position in military doctrine, strategy, and tactics.
Last June, Booz Allen and Harvard University’s
John F. Kennedy School of Government convened
a group of senior American military leaders (both
retired and on active duty, from all service branch-
es), senior civilian staff, Harvard professors, and
Booz Allen experts to explore the extraordinary
recent developments in unmanned and robotic
warfare. Over a two-day session, the 32 partici-
pants reviewed the past 10 years of progress in
unmanned warfare, assessed its current state,
and identified future issues, including program
funding, maintenance of the US’s current asym-
metric advantage, ways to adapt existing plat-
forms, and issues involving leadership, ethics, and
accountability. Afterward, Harvard and Booz Allen
jointly published “Unmanned and Robotic Warfare:
Issues, Options, and Futures,” which offers the
considered views, often in remarkable consensus,
of some of our nation’s most experienced military
and civilian leaders.
The Military Meets Generation Y
The established
order of the
American military
is being chal-
lenged by the atti-
tudes and tastes
of so-called
Generation Y,
those born after 1978. The first
group to grow up with the majority
of its members taking online
access for granted, Gen Y has
already forced the military to
address, for example, attempts to
use the networking site Facebook
to help organize squadrons.
In the strategy+business article
“Military of Millennials,” Booz Allen
Vice Presidents Art Fritzson, Lloyd
W. Howell Jr., and Dov S. Zakheim
offer policies and management
reforms that can invigorate the
relationship between established
organizations and a generation
shaped by iTunes and the desire
for a better work–life balance.
The authors point to the posi-
tives: With a greater emphasis on
family than the divorce-plagued
Generation X that preceded it,
Generation Y (or the millennials, as
its members are also known) most
closely resembles its grandparents’
World War II generation. Millennials
are committed to community and
teamwork; they enjoy volunteering
for nonprofit activities. “If the cur-
rent leadership in the public and
private sectors learns to accept,
deploy, and manage Generation Y
effectively, the millennials could
even provide an echo of the grit
and selfless heroism that inspired
journalist Tom Brokaw to label their
grandparents ‘the greatest genera-
tion,’” the authors contend.
To reach Generation Y, use
of the Internet is a must. This
fact is well known to the US Navy,
which places recruitment videos
on YouTube, and the Central Intelli-
gence Agency, which advertises on
Facebook. In fact, the qualities of
openness and voluminous commu-
nication fostered in a generation
in which if you breathe, you blog—
or at least text message or
IM—suggest strongly that Gen Y
reacts well to management styles
that foster creativity, initiative,
and group work. Moreover, these
qualities speak well to the group’s
ability to make decisions in a
decentralized environment.
Although this network-savvy
generation could be the perfect
antidote to the asymmetric enemy
that the world faces in loosely
organized terrorist groups, the
military must be careful not to
weaken its linear command-and-
control structure as it morphs
around this new generation of
leaders. In the best of all worlds,
the authors note, Generation Y’s
inherent strengths will make the
military more nimble and flexible
and less stratified, while the mili-
tary will give Generation Y the
overlay of structure and direction
that it most needs.
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The Age of Megacommunities
Efforts to solve
large and seem-
ingly intractable
problems—those
involving, for
example, social
policy, health-
care, geopolitical
instability, and
globalization—demand resources
marshaled from all levels and
sectors of society in a dedicated
group. Known as megacommuni-
ties, these ambitious new joint
ventures are made up of flexible
and adaptable representatives
of interested, influential organiza-
tions—public, private, and not-for-
profit—working together to orches-
trate solutions to critical problems
that would be too difficult for any
party to tackle alone.
In Megacommunities: How
Leaders of Government, Business
and Non-Profits Can Tackle
Today’s Global Challenges Together
(Palgrave Macmillan, 2008),
Booz Allen Senior Vice Presidents
Mark Gerencser and Reginald
Van Lee and Vice President
Christopher Kelly, along with
Booz & Company Partner Fernando
Napolitano, offer a far-reaching
guide to building such networks.
The authors draw on inter-
views with more than 100 leaders
from business, government, and
nonprofit organizations, including
Bill Clinton, Henry Kissinger,
Hank Paulson, Melanne Verveer,
Jody Williams, Kenneth Chenault,
and Richard Parsons. The book
also demonstrates how megacom-
munities work in a variety of set-
tings, such as in confronting
HIV/AIDS in India, conserving the
world’s rain forests, and strength-
ening the community of Harlem.
In a review of Megacom-
munities published in the June
2008 issue of Harvard Business
Review, Lew McCreary writes that
the book is “an optimistic hand-
book for creating promising
frameworks for change that
balance ideals with realities, the
perfect with the good.”
Alzheimer’s Disease: The Path Ahead
Booz Allen and the Center for
Health Transformation, founded
by Newt Gingrich, convened a
megacommunity of nearly 80
leaders in all sectors to partici-
pate in a strategic simulation in
September 2007. The primary
objective was to explore how
collaboration could enhance the prevention and
detection of Alzheimer’s disease and improve the
treatment and care of those who have it, in order
to mitigate the impact of the disease on
patients, caregivers, and the broader society.
Participants included teams representing health-
care providers, pharmaceutical companies,
medical equipment makers, academia, govern-
ment, insurance companies, public advocates,
and patients and their families.
“Participants identified and explored key chal-
lenges that might best be conquered through col-
laborative efforts, as well as opportunities for
working together to help find a cure for
Alzheimer’s disease,” says Booz Allen Vice
President Susan Penfield. “In fact, the megacom-
munity identified four specific areas where collab-
oration among the members was necessary.” The
four areas were efforts to increase awareness of
the urgency of the Alzheimer’s disease crisis,
empower patients and caregivers, accelerate dis-
covery of a cure, and transform the care model.
The insights gleaned from the strategic
simulation and recommendations for the future
were published in a report titled “Alzheimer’s
Disease Megacommunity: The Path Ahead.”
Booz Allen is now helping the megacommunity
move from planning to action by supporting the
Alzheimer’s Study Group, a task force charged
with creating an Alzheimer’s “national strategic
plan,” and Leaders Engaged on Alzheimer’s
Disease, the formal name for the Alzheimer’s
disease megacommunity, which will execute the
national strategic plan.
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Wargaming for Leaders
In a world charac-
terized by asym-
metric conflict,
security threats,
ruthless competi-
tion, and eco-
nomic uncertain-
ty, large institu-
tions place a
high premium on testing plans and
strategies before the point of no
return. Government organizations,
global corporations, and groups
whose members are drawn from
the public, private, and civil sec-
tors—known as megacommuni-
ties—can use the tool of wargam-
ing to test assumptions, mitigate
risk, and reveal the unintended
consequences of decisions yet to
be made. Wargaming for Leaders:
Strategic Decision Making from the
Battlefield to the Boardroom
(McGraw-Hill, 2008) explains how.
Wargames (also called strate-
gic simulations) are collaborative
problem-solving exercises that
enable participants to work in a
controlled setting to understand—
in advance and in a risk-free envi-
ronment—possible issues and
outcomes of complex and fast-
moving situations. They can then
apply the findings to shape the
real situation or decision with
which they are grappling.
Written by Booz Allen Vice
President Mark Herman and
Principals Mark Frost and Robert
Kurz, Wargaming for Leaders
explores valuable lessons-in-
advance gleaned from military
wargames and wargames for busi-
ness and megacommunities.
Drawing on their decades of
experience in conducting strategic
simulations for Booz Allen clients,
the authors explain how they used
wargaming to help the US military
outmaneuver foes and understand
the dynamics of future warfare,
and to help companies such as
Caterpillar and ConAgra counter
competitive threats. They also
show how wargames can bring
together diverse constituents to
forge the mutual understanding
and collaborative solutions needed
to respond to post-9/11 terrorism
or an avian flu pandemic.
Wargames enable participants to understand in advance
possible issues and outcomes of complex situations.
‘‘
ISSR: Achieving Step-Change Cost Reduction
Program man-
agers and
defense manu-
facturers are
frequently caught
between opposing
imperatives:
delivering increas-
ingly capable and complex sys-
tems and simultaneously reducing
costs. Yet the traditional approach
of squeezing out savings through
incremental cost-reduction initia-
tives focused on such categories
as labor and overhead “no longer
supports the targets required
by Department of Defense pro-
grams,” note Booz Allen Vice
President Mike Jones and Senior
Associate Kurt Scherer, along with
Booz & Company Principal Eric
Kronenberg, in their white
paper “ISSR: What Drives (Your)
Program Costs?” The authors
show that opportunities for con-
siderable, lasting savings can
be found in how a system is
designed and built.
To identify, analyze, and
address a program’s cost drivers,
Booz Allen applies its integrated
ISSR framework. ISSR evaluates
cost drivers in four categories:
inherent (driven by platform
design), structural (driven by how
the product is made), systemic
(driven by how production is man-
aged), and realized (driven by the
actual work practices).
The rigorous and comprehen-
sive nature of Booz Allen’s ISSR
approach is collaborative, drawing
together government stakeholders
and suppliers, and the approach
ensures that all cost-cutting
measures have been explored
and vetted for maximum benefit.
Additionally, the focus on material
and manufacturing build costs
achieves enduring step-change
cost reduction.
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An Approach to Human Capital
That Translates Policies into Practice
Human capital—the skills,
insights, experience, and motiva-
tion that people bring to their
jobs—is a critical contributor to
an organization’s success. But
many organizations find it diffi-
cult to implement and sustain
change programs involving
human capital, even if they are well designed.
In the fall of 2008, Booz Allen Hamilton—
long recognized as a thought leader in
solving organizational problems—published
“An Intelligence Community Human Capital
Implementation Planning Framework,” written
by David Broadhurst, executive advisor to Booz
Allen, and Booz Allen Principal David Dye and
Vice President David Humenansky.
Tailored to the US intelligence community,
which is working toward building a culture of
collaboration across its numerous agencies, the
framework is part of a capability developed by the
firm to help organizations effectively implement
human capital initiatives by providing questions
to be addressed, activities to be carried out, and
methods for measuring success over time.
The intelligence community–wide framework
can translate human capital strategies into imple-
mentation plans that feature a common approach
for making those strategies operational while pre-
serving the unique characteristics of each agency.
It addresses the gap between policymakers and
policy implementers by providing repeatable pro-
cedures for human capital initiatives. When imple-
mented, the procedures can achieve outcomes
such as collaborative planning and execution,
sharing of best practices and resources, practical-
ity, and sustained results.
The framework is being put into practice as
part of the Intelligence Community Round Table
Series, a structured learning forum in which infor-
mation is developed and shared with agency stake-
holders. Series participants use the framework and
its elements as discussion items to weigh risks
and rewards from different points of view.
Making Transformation Stick
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The federal gov-
ernment is facing
greater pressure
to transform itself
than it has ever
faced before.
After the lack of
disaster prepared-
ness that led to the Hurricane
Katrina debacle and the faulty
intelligence analysis regarding Iraq,
more than 80 percent of the agen-
cies in Washington are preparing
major changes in the way they
operate. With so much transforma-
tion in the air, it is fitting to ask
the question, When do change
efforts actually result in change,
and when do they merely devolve
into more of the same?
David Humenansky, a
Booz Allen Hamilton vice presi-
dent, parses the difference in
“The Maze of Change,” an article
published in Government Executive
magazine. Humenansky argues
that change initiatives often fail
because they are one- or two-
dimensional. For instance, if an
organization perceives a new
information system to be a tech-
nology project and nothing more,
the outcome will be inadequate.
Technology is critical, of course,
but so are the people who will
oversee the system, the business
processes with which the technol-
ogy must be integrated, and the
workplace that the technology is
designed to help manage.
None of these aspects of
change can be seen as a stand-
alone activity; changes in people,
processes, technology, and infra-
structure must all be aligned,
Humenansky explains. He con-
cludes that “no single set of
instructions can produce enduring
transformation in all instances.”
But with Booz Allen’s holistic, multi-
disciplinary Transformation Life
Cycle approach to transformation,
any organization can put itself
in the best position to succeed.
Aspen Ideas Festival
A centerpiece of
Booz Allen’s com-
mitment to inspire
and participate in
probing discus-
sions about the
world’s most
pressing chal-
lenges is the annual Aspen Ideas
Festival, which the firm has spon-
sored for the past four years.
Organized by the prestigious
Aspen Institute, the weeklong July
forum brings together leaders in
science, business, politics, the
arts, and academia for programs
that touch all parts of society.
For the 2008 event, Booz Allen
worked closely with the Aspen
Institute to help shape thinking
about key issues related to global
security, health, energy, and food
shortages, and to help frame the
event in light of critical issues that
the new US presidential adminis-
tration would face.
Among the many panels in
which Booz Allen participated was
one titled “Web 2.0 and Beyond:
What Does the Cyber Future
Hold?” The panel was moderated
by Booz Allen Vice President
Joan Dempsey and explored many
questions, including, How do we
preserve the open nature of the
Internet? How do we secure the
Internet in a manner that protects
corporate America’s intellectual
property and the nation’s critical
infrastructure, while maintaining
information dominance for our
military and preventing the ability of
adversaries to exploit cyberspace?
Representing Booz Allen on
the topic of healthcare was Vice
President Robin Portman, who
moderated a panel titled “Looking
to the Future: Staying Healthy Is
the Way to Prevent Cancer and
Heart Disease.” The discussion
considered one unavoidable fact:
We cannot effectively address the
escalation of healthcare costs in
the US until we acknowledge the
burden of chronic diseases.
The breadth of Booz Allen’s
expertise is evidenced by the
other sessions at which the firm’s
leaders shared their perspectives
and experiences: Vice President
Christopher Kelly participated in a
panel titled “Addressing Global
Challenges through Collaborative
Networks”; Vice President Gary
Labovich moderated a plenary
session called “Innovation
Engines: Where Will the Next R&D
Breakthroughs Come From?”; Vice
President Bill Thoet moderated
a panel titled “The Global War
on Terror: Is America Fighting the
Right War?”; and retired Vice
President R. James Woolsey
participated in a plenary session,
“Climate and National Security:
Impacts on Foreign Policy,” and a
tutorial, “Balancing Liberty and
Security in a Globalized World.”
Solid Connections
Good products have failed, lives
have been cut short, and battles
have been lost because critical
resources didn’t get to the right
place at the right time. Logistics
is the art and science of making
goods and services arrive when
and where they are needed—
and it is a critical capability that Booz Allen brings
to its clients. Booz Allen Chairman & CEO Ralph
W. Shrader captured today’s logistics and leader-
ship challenge in his keynote address, “Solid
Connections in a Liquid World,” at the National
Defense Industrial Association’s 2007 logistics
conference. It was reprinted in Vital Speeches of
the Day, and subsequently appeared as a column
in MIT Sloan Management Review and was com-
mented upon in leadership blogs over the past year.
Emphasizing the interconnection of leader-
ship, logistics, and linkages in today’s fluid, unpre-
dictable world, Shrader argued the counterintuitive
premise that less is more. In leadership, less
instant is more thoughtful; in logistics, less rigid
is more capable; and in linkages with others, less
virtual is more personal and powerful. He empha-
sized that a key aspect of solid leadership in a
liquid world is informed decision making, so lead-
ers need to focus attention on the most important
matters. His strategy for focus is to be “minds on,
but hands off,” meaning leaders are responsible
for everything important in their organizations, but
shouldn’t try to do everything important.
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‘‘Booz Allen’s more than 20,000 people have
a passion for excellence and for making a
difference. They have not only brains but also heart.
—Ralph W. Shrader, Chairman & Chief Executive Officer
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Our People
At Home, in the Community, Changing the World
Booz Allen Hamilton’s stated commitment
is to be the absolute best management and
technology consulting firm. We know we can
achieve that only if we are the employer of
choice for the best people. That is why
Booz Allen furthers the accomplishments of
its people through challenging work experi-
ences, ongoing learning opportunities, and
the chance to make a difference. Year after
year, we provide an open and diverse prov-
ing ground for our people to help clients
solve their most complex problems and
achieve mission success, while simulta-
neously encouraging them to engage in,
and make a difference in, the communities
where they live and work.
Because our employees are our most
tangible product, attracting and developing
talented people is essential to our firm’s—
and our clients’—success. When people join
Booz Allen, they become part of an inclusive
work environment. More than a dozen
grassroots company forums target specific
cultures and career experiences—such as
Asian Americans, Native Americans, current
and former armed forces personnel, flex
workers, and gay, lesbian, bisexual, and
transgender persons—and offer structured
networks where employees can share
knowledge and raise cultural awareness.
Booz Allen also devotes significant
resources to a powerful diversity program,
because the company believes that an
environment that fosters inclusion and
opportunity for everyone ultimately creates
teams equipped with a more wide-ranging
perspective and novel ways of examining
ideas. That, in turn, produces better, more
creative results for clients.
And while we embrace and encourage
diversity, we are unified by our common
core values: client service, diversity, excel-
lence, entrepreneurship, teamwork, profes-
sionalism, fairness, integrity, respect, and
trust. The result is a stimulating environ-
ment and a workforce that is vibrant and
energized. Stimulated by the power of
ideas and solutions, Booz Allen people
thrive in a team-based, nonhierarchical
atmosphere with no predetermined recipe
for success.
It’s no wonder Booz Allen has served
as a trusted long-term partner to organiza-
tions ranging from the largest federal
institutions to the smallest community not-
for-profits. It all goes back to our people—
20,000 strong, who share positive values
and a dedication to excellence in everything
they do. On the following pages, we salute
some of these exemplary employees.
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Cultivating Talent Day and Night
and his equally challenging “night jobs,” teaching
business management courses as part of the
firm’s Learning and Development team and
serving on the boards of several organizations,
including the San Diego chapters of the National
Defense Industrial Association (which strength-
ens cooperation between government and
industry), Operation Homefront (which provides
emergency assistance to the families of US
troops in combat), and Hoover High School’s
Academy of Information Technology.
“To establish person-to-person connections
in the classroom, on boards, and at Booz Allen,
I relate stories about my background, which is
more varied than a lot of people’s,” Nevilles
explains. Before joining Booz Allen in 2003, he
served as director of the Air Defense Artillery
Test Directorate in the US Army and held several
senior corporate positions. “Every step has been
solid preparation for being a teacher and a role
model,” he says.
Perhaps nowhere is that more apparent than
at Hoover High School, an inner-city school where
some 400 students are enrolled in the Academy
of Information Technology. With mentors like
Nevilles and approximately 30 other Booz Allen
consultants, these teenagers are gaining
advanced knowledge about computers and
programming and getting a head start on their
way to college.
After working with Nevilles, one Hoover
student wrote to him that “the things you’ve told
me…make me want to go further in my major
and to really think about things in life worth living
for.” About the letter, Nevilles says, “You get
something like this, and it’s instantly worth all
the time and sweat.”
A very simple yet inspiring philosophy drives
Will Nevilles. “My passion is people and using
my experience and perspective to make those
around me better at what they do,” he says.
In Nevilles’s case, that means dividing his
professional life into what he jokingly calls his
“day job” at Booz Allen, working as a principal on
the Assurance and Resilience team in San Diego,
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experience and perspective to make those
around me better at what they do.
‘‘My passion is people and using my
An Employer of Choice
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Over the years, Booz Allen Hamilton
has been recognized with dozens
of awards from major publications
celebrating the firm’s excellence as
a workplace. And although it is
rewarding to be cited in this way,
the recognition means much more
to us: It demonstrates that among
hundreds of large and small compa-
nies, we consistently provide our
people with a place to work that challenges
and satisfies them while it strives to make
them better.
Among Booz Allen’s more prestigious
accolades in 2008 was being named to
Fortune magazine’s “100 Best Companies
to Work For” list for the fourth consecutive
year. The magazine cited such sought-after
benefits as a job-sharing pro-
gram, compressed workweek,
telecommuting options, on-site
child care, on-site fitness cen-
ter, and subsidized gym mem-
bership, as well as Booz Allen’s
unusual policy of “plunking 10%
of employees’ pay into 401(k)s,
regardless of whether they
contribute.” In addition, BusinessWeek
named Booz Allen to its 2008 list of “Best
Places to Launch a Career.” And Working
Mother cited the firm’s flextime, child care,
and telecommuting options in naming Booz
Allen to its “100 Best Companies for
Working Mothers” list in 2008, for the 10th
consecutive year. “By helping employees
manage their work/life demands, Booz
Allen is creating a highly motivated work-
force,” said Suzanne Riss, editor in chief of
Working Mother.
Additional Recognition
US company providing the “Best Entry-Level Jobs”
—The Princeton Review
“Top 100 Adoption-Friendly Workplaces” in the US
—The Dave Thomas Foundation for Adoption
“Top 25 Technology Consulting Firms”
—Vault Guide to the Top 25 Technology Consulting Firms
“10 Best Firms to Work For”
—Vault Guide to the Top 25 Technology Consulting Firms
“100 Best Places to Work in IT”
—Computerworld magazine
“2008 Best Diversity Company”
—Diversity/Careers in Engineering & Information Technology magazine
“Top 50 Military-Friendly Employers”
—G.I. Jobs magazine
“Top 10 Hall of Fame”
—Training magazine
“Alfred P. Sloan Award for Business Excellence in
Workplace Flexibility”
—Washington, DC, Chamber of Commerce
“Great Places to Work” in the Washington, DC, metro area
—Washingtonian magazine
“Best Places to Work in Greater Washington”
—Washington Business Journal
“Best Places to Work” in San Antonio
—San Antonio Business Journal
“Best Places to Work” in New Orleans
—New Orleans CityBusiness newspaper
“Best Places to Work” in Hawaii
—HawaiiBusiness magazine
“Best Places to Work” in Huntsville, Alabama
—Chamber of Commerce of Huntsville/Madison County, North Alabama Society
for Human Resource Management, and National Children’s Advocacy Center
“Workplace Excellence Seal of Approval”
—Maryland Work-Life Alliance
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A Model of Service
Keisha Edwards, an associate based in Atlanta, believes
community involvement is virtually embedded in her DNA.
“Serving others was a value instilled in me when I was
young,” she says, “and working in the community brings
balance to my life.”
Growing up in Gainesville, Florida, Edwards delivered
meals to shut-ins and the elderly, and participated in her high
school chapter of Students Against Drunk Driving (SADD).
While attending Duke University, she tutored high school
students, and after graduating, she taught high school
English. Like her grandmother, mother, and sister before her,
Edwards is an active member of Alpha Kappa Alpha sorority,
which dedicates itself to sisterhood and service.
At Booz Allen, Edwards has excelled professionally
while pursuing her passion for helping others. For her
accomplishments involving serving clients in the public
health sector, she received a 2007 National Women of
Color Technology Award. She also served as cochair of the
Atlanta chapter of Booz Allen’s Workforce Leadership
Council (WLC), which organizes programs in the areas of
diversity, networking, and professional development. More
recently, Edwards was elected to the WLC Executive
Leadership Team as diversity co-lead.
Edwards has witnessed in action Booz Allen’s long-held
belief that doing good business and being dedicated
community partners go hand in hand. “I see Booz Allen
clients at an event like the diabetes walkathon, and they
realize that our dedication to public health isn’t an act,”
she says. “We’re making a difference.”
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Inspiring Individual,
Lasting Legacy
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Craig Miller was a Booz
Allen senior associate who
brought out the best in his
colleagues. In 1999, when
several of Miller’s co-work-
ers learned that he had
amyotrophic lateral sclero-
sis (ALS), more commonly
known as Lou Gehrig’s
disease, they were so moved by
his courage and ever-present
optimism that they wanted to do
something to help eradicate this
fatal disease. Thus began Booz
Allen’s involvement with the ALS
Association, one of the most
personal and employee-centric
nonprofit partnerships ever main-
tained by the firm.
Booz Allen helped launch the first
Walk to Defeat ALS in 2000 and now
participates in ALS walks nationwide
“One of the truly inspiring
aspects of our involvement with
ALS is to see how a philanthropic
partnership, born of our respect for
Craig, has evolved as more and
more Booz Allen people across the
US have joined the effort,” says
Ken Wiegand, a senior vice presi-
dent in Herndon, Virginia, and a
member of the ALS Association’s
national board of directors.
Designated an ALS Association
Partner for Hope, Booz Allen is
among a handful of organizations
working on a corporate level to
serve the association’s community
outreach and patient services pro-
grams. Over the years, the firm’s
support has included providing
consulting and marketing services
for the inaugural Walk to Defeat
ALS in 2000, raising hundreds of
thousands of dollars in contribu-
tions through staff participation in
nationwide fund-raising events, and
reviewing the association’s strate-
gic plan in 2008.
Miller died on December 15,
2007, at the age of 52, but his
legacy endures. Several weeks
after his death, dozens of Booz
Allen staff, along with Miller’s two
adult sons and his wife, Betty,
gathered in McLean to remember
the man “who always had that
sparkle,” as his colleague Becky
Kirby puts it. “Despite the tears,
we adhered to Craig’s wishes to
use the occasion not to mourn his
death, but to celebrate his life,”
says Kirby, a McLean-based senior
associate. “Craig has inspired so
many of us to get involved and
make a difference.”
‘‘One of the truly
inspiring aspects of our
involvement with ALS is
how a philanthropic
partnership, born of our
respect for Craig, has
evolved as more people
have joined the effort.
— Ken Wiegand, Senior Vice President,
Herndon, Virginia
Reaching New Heights
Mark Lester believes that great leadership brings great
results. And he’s proving this point as a board member of
Leadership Pikes Peak, a not-for-profit organization in
Colorado Springs that develops community leaders. “There
are so many parallels to how we work at Booz Allen and
what Leadership Pikes Peak is doing to train leaders,” says
Lester, a senior associate who develops proposals with
teams across the firm. “It’s all about working collaboratively
to effect change.”
Lester’s involvement with Leadership Pikes Peak began
in 2003, when he took the organization’s 10-month leader-
ship training course, which introduces promising executives
to the business, government, nonprofit, and economic envi-
ronment of Colorado. He eventually served as president of
the organization. In 2007 and 2008, Lester led a coalition
of the organization’s alumni to successfully press state
representatives for legislation that would provide greater
benefits for the considerable number of military families
living locally. “We pulled together a disparate group of
community leaders to join up for a common cause,” Lester
says. “Valuing and sharing the ideas from a diverse group
is where true change can occur.”
Lester’s professional and philanthropic accomplish-
ments have earned him notable recognition. As one of 15
business leaders under age 40 who have made significant
contributions to their community and industry, he was named
a 2007 Rising Star by the Colorado Springs Business Journal.
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Diversity Enriches Us All
diversity throughout the
firm, Booz Allen is insti-
tuting a number of new
programs focused on
innovation, results, and
accountability. For exam-
ple, the new Diversity
Advisory Council will
discuss best practices
and develop diversity
thought leadership;
existing partnerships
and programs will be
evaluated so we can
improve their effective-
ness; and relationships
with local companies
will be established for
sharing ideas and
resources. A variety of
other undertakings help
further embed diversity
into our entire organiza-
tion, including more than a dozen
employee-led forums and networks
focused on social identity, training
and mentoring opportunities, and
a diversity awards program.
as well. One of the highest honors
Booz Allen received over the past
year was inclusion in the New
Freedom Initiative Circle of
Champions, a select group of busi-
nesses that have been recognized
by the US secretary of labor for
innovative efforts to recruit, hire,
and promote people with disabili-
ties. For the past 10 years, Booz
Allen has been named one of the
“100 Best Companies for Working
Mothers” by Working Mother. And
the firm was a featured employer in
a special supplement on diversity
in the New York Times Magazine.
Another way Booz Allen works
to attract and retain diverse staff
is through strategic partnerships
with a number of community- and
minority-based organizations,
including Women of Color in
Technology, the Society of Women
Engineers, Out & Equal, and
Catalyst. The firm has a long-
standing partnership with the
Black Engineer of the Year Awards
Conference, which recognizes
91% OF RESPONDENTS to an internal
survey rated the firm’s climate and culture
for diversity and inclusion FAVORABLY.
“The combination of top-down
initiatives and a vast network of
employee resources and grass-
roots affinity groups has proven
very successful at helping us cre-
ate an environment of respect,
inclusion, and opportunity for all
employees,” says Thompson.
Indeed, in a company-wide “people
survey” conducted last year to
assess employee satisfaction, 91
percent of respondents rated the
firm’s climate and culture for diver-
sity and inclusion favorably.
The success of our diversity
efforts is getting noticed externally
black role models in science, tech-
nology, and engineering. Booz Allen
Senior Vice President Reginald
Van Lee received the 2008 Black
Engineer of the Year award—the
program’s most prestigious honor.
Eight other Booz Allen employees
were also recognized in 2008.
“We are proud of our accom-
plishments in diversity, and are
striving to do even more to make
Booz Allen the best place for tal-
ented, diverse people to build a
great career,” says Thompson.
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“At Booz Allen, we believe
that diversity enhances the
culture and performance of
the firm, amplifying the
collective value of our
people and our ability to
provide the best possible
results for clients,” says
Betty Thompson, a vice
president in McLean,
Virginia, who leads the
firm’s People Services
team. “That is why we view
diversity in its broadest
possible definition.”
Booz Allen’s multidimensional
approach to diversity encompasses
—but is not limited to—race,
color, religion, sex, age, marital
status, sexual orientation, disability,
national origin, veteran’s status,
and genetic information.
Building on the foundation
established by the Board Diversity
Initiative, which was launched in
2003 and set benchmarks for
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Singular Perspective, Shared Purpose
Jenny Wong learned early on that skills acquired
in one place can make a meaningful difference
someplace else. After emigrating at the age of
12 from Nigeria to Durham, North Carolina, Wong
became the family translator, thanks to her
knowledge of English and French, which she had
learned in school, and Mandarin, which she
spoke at home.
As a teenager in the United States, she
taught English as a second language to Chinese
immigrants. In doing so, she discovered the last-
ing value of practical knowledge. “One lesson I
learned by teaching English to adults is to focus
not on the grammar, but on everyday words,
which are eminently more useful,” Wong recalls.
“That viewpoint certainly applies to the technical
work we do at Booz Allen; we have the book
knowledge and the practical know-how to deliver.”
Wong, a senior consultant in Rockville,
Maryland, joined Booz Allen in 2005 and soon
discovered that her skills in qualitative and quan-
titative data analysis were of tremendous use for
the firm both on the job and in philanthropic
efforts. For example, as part of a pro bono
effort, she used her expertise to help develop a
reservation system at Children’s Inn, a residen-
tial “home away from home” for sick children
and their families at the National Institutes of
and you feed on their laughter and the fact
that Booz Allen is helping make their lives better.
‘‘Spend time with the kids at Children’s Inn,
Health in Bethesda, Maryland. “Some people
think that working with people in need must be a
downer, but nothing is further from the truth,”
notes Wong. “Spend any time at all with the kids
at Children’s Inn, and you feed on their laughter
and the fact that Booz Allen is helping make
their lives better.”
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Awards
and Honors
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Booz Allen Hamilton engages
in cultural, philanthropic, and
community improvement
efforts because it wants to
make a difference, not for
accolades. However, recogni-
tion for our firm’s impact and
involvement in community
service has been noteworthy,
with awards including:
Excellence in Workplace Volunteer
Programs Award from the Points of
Light Institute
Corporate Leadership Award from the
Thurgood Marshall College Fund
Distinguished Achievement Award
from B’nai B’rith International,
one of the world’s oldest and
largest humanitarian and community
action organizations,
given to Chairman
& Chief Executive
Officer Ralph Shrader
for his commitment
to philanthropic
leadership
and diversity
education
Outstanding Corporate
Partner Award from
the Washington,
DC, chapter of the
Association of
Fundraising
Professionals
Corporation of the
Year Award from the
National Multiple Sclerosis Society,
National Capital Chapter, for
Booz Allen’s longtime support of
fund-raising events
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The Freedom to Serve
“With so many veterans, reservists, and National
Guard members in its ranks, Booz Allen understands
and appreciates the needs and challenges of its mili-
tary staff,” says Jason Cronin, an associate in McLean,
Virginia, and a US Marine who completed a combat
tour of duty in Iraq in 2005.
Named one of the nation’s Top 50 Military-Friendly
Employers by G.I. Jobs magazine, Booz Allen boasts a
number of policies and programs that reflect the firm’s
commitment to recruiting and retaining employees with
military backgrounds. For example, an employee called
to active duty is eligible to receive the difference
between civilian and military compensation for six
months out of each year of active deployment and to
continue to receive certain benefits, such as medical
and dental coverage and life insurance.
And Booz Allen’s Armed Services Forum—one of
more than a dozen employee groups that create a
supportive work environment at the grassroots level—
assists former military employees with transitioning
into Booz Allen’s culture through outreach and profes-
sional development programs.
After his tour in Iraq, a 10-month term with the
II Marine Expeditionary Force, Cronin found the Armed
Services Forum to be a valuable resource as he
rejoined the team and project he was working on
before his deployment. “Booz Allen went the extra mile
to help me readjust,” says Cronin, who now performs
organizational transformation support for Army clients.
“Knowing that people are looking out for me means
the world. It provides peace of mind.”
Making an Impact in Our Communities
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“Spirit of service,” a phrase
first expressed by founding
partner James Allen,
remains a true bedrock
value at Booz Allen
Hamilton. With leadership
from the firm’s Community
Relations team, Booz Allen
aligns its resources with
the charitable giving and
volunteering interests of its
officers, staff, and clients.
The firm’s tradition of giving
back to the community takes many
forms, from awarding small but
important grants in support of indi-
vidual employees’ volunteer efforts
to providing pro bono consulting
services to raising millions of
dollars for worthy causes.
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example, in a joint effort with the
Virginia Hospital Center Medical
Brigade’s Remote Village Project,
which delivers community health
training and clean water to remote
villages in Honduras, members of
Booz Allen’s Health team used their
expertise to revise the project’s
strategic plan, create a five-year
business plan, and redesign the
project Web site. Similarly, Booz
Allen health and IT consultants
volunteers to work on houses on
National Rebuilding Day.
On a much broader scale, in
August 2008 Booz Allen became a
Worldwide Strategic Partner of the
USO, a private, nonprofit organiza-
tion that provides morale-boosting
programs and services to enhance
the quality of life for military per-
sonnel and their families globally.
In addition to providing financial
assistance, Booz Allen will develop
Booz Allen
has supported
Rebuilding
Together since
the 1990s.
Here, volunteers
fix up a home in
Washington, DC
“We approach philanthropy the
same way we approach our busi-
ness, by harnessing the talent
and intellect of our employees to
help those who most require our
assistance,” says Joe Suarez, a
McLean-based principal and the
director of Community Relations.
“I am inspired by our employees’
passion, which changes lives and
makes this world a better place.”
April 2008 was designated
Spirit of Service Month, during
which three-quarters of all Booz
Allen employees volunteered a
total of more than 11,000 hours
to hundreds of organizations.
Although April was singled out, cor-
porate citizenship is a year-round
effort, supporting needs in four
broad areas: community, educa-
tion and youth, health and human
services, and arts and culture.
Nearly 75 percent of Booz Allen
employees volunteer an average of
61 hours per year.
The impact of community pro-
grams is maximized when employ-
ees tap their business skills to
enhance humanitarian efforts. For
supported the Children’s Inn at the
National Institutes of Health, a
healing center for sick children and
their families, by updating the Inn’s
automated reservation system.
Rebuilding Together, whose
225 nationwide affiliates are dedi-
cated to preserving and revitalizing
houses for low-income homeown-
ers, is one of Booz Allen’s corpo-
rate partners. Rebuilding Together
also helps revitalize soldiers’
homes through its Serving Those
Who Serve program. In Seattle, for
example, 40 Booz Allen employees
and their families and friends came
out in September 2008 to finish
remodeling the home of Iraq veter-
an Cameron Krier; his wife, Connie;
and their two children, Piper, 7, and
Payton, 3. Booz Allen has support-
ed Rebuilding Together since the
early 1990s, when the San Antonio
office first organized a team of
a long-term strategic plan for the
USO. “As the USO expands opera-
tions around the world, it is impor-
tant that we continue to fulfill our
mission while deploying our
resources in an efficient and effec-
tive manner,” says Edward A.
Powell, USO president and CEO.
“With the help and expertise Booz
Allen Hamilton brings to us, the
USO will continue its vital work in
the years to come.”
Booz Allen maintains substan-
tial philanthropic partnerships with
more than 600 nonprofits. These
include the American Cancer
Society, Leukemia & Lymphoma
Society, Neediest Kids, Special
Olympics, ALS Association, Girl
Scouts and Boy Scouts,
Smithsonian Institution, National
Center for Missing and Exploited
Children, and Toys for Tots.
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Special Olympics: Contributing in Many Ways
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“Just looking at the kids
and seeing their smiles is
all I need to justify the
effort,” says Barry Vincent,
an associate in Dayton,
Ohio, and a member of the
Security team. The smiling
children he is referring to
are Special Olympics ath-
letes, and his effort is
special as well. Vincent
dedicates more than 175
hours a year to helping organize
businesses in his community in a
good-natured sports competition
to see which company will con-
tribute more to the Special
Olympics of Greater Dayton, a
campaign that raised upward of
$72,000 in 2008.
The work in Dayton caps
another year of Booz Allen’s signif-
icant pro bono involvement across
the United States with the Special
Olympics. At the local, national,
and global level, the Special
Olympics organization provides
year-round sports training and ath-
letic competition for children and
adults with intellectual disabilities.
A Booz Allen team based in
Herndon, Virginia, helped Special
Olympics International gain new
efficiencies in its use of a soft-
ware package called Games
Management System (GMS) during
the buildup to the 2007 Special
Olympics World Summer Games,
held in October in Shanghai. As a
tool to manage the activities of
athletes, staff, and volunteers,
and to handle registration, event
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Opening Ceremony for the 2007 Special
Olympics World Summer Games in Shanghai
more than 100 Booz Allen
staff volunteered for activ-
ities that included setting
up the opening ceremony
and sports matches and
arranging transportation.
And in Lexington Park,
scheduling, timing systems, and
results, GMS has been invaluable
in the running of 200 competitions
a year in more than 160 coun-
tries. Booz Allen developed and
implemented a three-year informa-
tion technology strategy to mod-
ernize GMS, upgrading its legacy
technology, trimming maintenance
costs, and minimizing cumber-
some interface technologies.
Maryland, Booz Allen has support-
ed the Saint Mary’s County affili-
ate of Special Olympics Maryland
since 1988.
In Hawaii, the firm’s staff
volunteered more than 1,100
hours participating in a variety of
Special Olympics Hawaii events,
including the state’s Summer
Games as well as the Holiday
Classic Games, an event high-
22 VOLUNTEERS in Norfolk swam in the
Chesapeake Bay POLAR PLUNGE and
RAISED $15,000 for Special Olympics.
In Norfolk, Virginia, 22 Booz
Allen volunteers took the plunge—
literally—by swimming in the city’s
Polar Plunge, which takes place
each February in the frigid waters
of the Chesapeake Bay. Through
pledges and sponsorship, Norfolk
staffers raised approximately
$15,000 for Special Olympics
Virginia—and then went inside to
get warm.
Since 2002, Booz Allen has
sponsored the annual Special
Olympics Virginia Winter
Championships, and in 2008,
lighted by winter competition
in basketball, bocce, and bowling.
“My heartstrings are pulled each
time I hear the Special Olympics
athletes’ oath, ‘Let me win. But
if I cannot win, let me be brave in
the attempt,’” says Melvin “Mack”
Machado, a Booz Allen associate
based in Honolulu and a longtime
Special Olympics volunteer. “My
colleagues feel the same. All
those hours they volunteer speak
volumes.”
Connecting Colleagues with Community Needs
When Deborah Miller joined Booz Allen’s Norfolk,
Virginia, office in October 2003, she got to know
her new colleagues by signing up for a group
aiding cancer-stricken children at the Ronald
McDonald House—and had a revelation. “I saw
firsthand that Booz Allen had a lot of resources
and skills to help people,” says Miller. “Before I
knew it, I was heavily involved in the community,
and loving every minute.”
Miller, an associate who works in informa-
tion technology, was soon named cochair of the
community relations program in Norfolk. In that
capacity, she not only helped ensure that the
firm’s commitment to the Ronald McDonald
House remained vital by putting together a team
to provide cooked meals for needy families, but
also played a key role in the office’s involvement
with numerous other charitable organizations.
For example, Norfolk staffers partnered with
ALS Virginia volunteers to build a wheelchair
ramp and do general household repairs for Kitty
Pendleton, who lives with the neurodegenerative
disease ALS, also known as Lou Gehrig’s
disease. And Miller joined the board of directors
of REACH, a local organization that provides
reading sessions for children living in homeless
shelters and distributes free books to needy
children and schools.
to join me, which at Booz Allen wasn’t difficult.
People here have hearts of gold.
‘‘I became good at asking others
For her efforts, Miller was presented the
2007 Corporate Volunteer Coordinator award by
Virginia Business magazine and VOLUNTEER
Hampton Roads, a local nonprofit resource center.
“Much as Booz Allen aligns the right people
to clients’ challenges, I link the right people and
resources to community needs,” says Miller. “I
became good at asking others to join me, which
at Booz Allen wasn’t difficult. People here have
hearts of gold.”
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Shared Heritage, Renewed Vision
helps us improve the world—and we have a lot
of fun doing it.”
Rocca began rejuvenating the forum by
tapping into Booz Allen’s long list of successful
community partnerships. Rocca and forum mem-
bers funded and participated in a bowling party
organized by the Summer Miracles program run
by KidSave International, an organization dedicat-
ed to providing long-term care to orphaned chil-
dren. The event brought together for a day of fun
activities Booz Allen volunteers and a group of
Colombian children who had lost their parents.
Out of the nine children who participated in
the Summer Miracles program, seven are
being considered for adoption by Washington, DC,
area families.
Joining with the firm’s Diversity team, forum
As president of the firm’s Latin American Forum
since January 2007, Eduardo Rocca has injected
fresh energy into one of Booz Allen’s longest-run-
ning affinity groups by bringing together two of the
firm’s long-standing traditions: a commitment to
diversity and a dedication to community service.
“Instead of sponsoring more happy hours,
I thought the Latin American Forum could grow
through programs of social responsibility that
served a bigger purpose,” says Rocca, an associ-
ate based in McLean, Virginia, and a native of
Lima, Peru. “Connecting with the community
members also helped facilitate a pair of Booz Allen
recruiting events—one focusing on the importance
of dipping into a wider pool of candidates from
different ethnic backgrounds, and another that
explored cross-cultural leadership. After a powerful
earthquake hit the Peruvian coastal province of
Ica in the summer of 2007, Latin American Forum
members hosted a fund-raiser for Red Cross
relief efforts, drawing more than 100 people.
In December of that year, together with the firm’s
Community Relations team, the group purchased
and wrapped more than 300 holiday toys for
underprivileged children around Washington, DC.
The Latin American Forum’s programs and
projects have attracted a lot of interest within the
firm. “It’s been a true growth experience,” Rocca
says of his tenure as head of the freshly ener-
gized forum. “I’ve learned that at Booz Allen, both
the will and the means are there. By putting them
together, we’ve increased interest in the forum
and accomplished some really positive things.
We are looking forward to an even stronger 2009.”
‘‘I thought the Latin American Forum could
grow through programs of social responsibility.
Connecting with the community helps us improve
the world—and we have a lot of fun doing it.
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Making a Difference in Colorado Springs
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Booz Allen’s dedication to
community service is espe-
cially evident in Colorado
Springs, where during the
past year the local office
supported nearly two
dozen nonprofit and chari-
table campaigns. The
office’s commitment to
serving the greater good
was recognized with two
awards: a Partners in
Philanthropy Award in the
category of outstanding
corporate philanthropic
program from the Colorado
Springs Center for Nonprofit
Excellence, and an Involvement &
Impact Award from Booz Allen.
A special pro bono effort that
has touched children around the
world has been the Colorado
Springs office’s 2007 and 2008
partnership with the North
American Aerospace Defense
Command (NORAD) Tracks Santa
project, in which the military
agency that usually watches for
threats from the sky monitors the
progress of Santa and his reindeer
on Christmas Eve. Booz Allen
volunteers collaborated with
NORAD to create a new Web site
(www.noradsanta.org) where
Santa’s worldwide travels were
displayed, giving it an inviting new
look and adding special features,
including interactive games and a
“countdown calendar” with a differ-
ent children’s activity each day. In
2007, the site was available in six
languages and drew 106 million
unique visitors from 212 countries.
“Booz Allen’s contributions made
our goal of a more interactive site
NORAD Tracks Santa 2008 home page
a reality, and we truly appreciate
their willingness to get involved,”
says Mike Perini, NORAD’s director
of public affairs.
One of the more noteworthy
year-round activities Booz Allen has
been involved in is the Colorado
Springs Diversity Forum, an effort
led by the firm in partnership with
the Greater Colorado Springs
Chamber of Commerce and a
company cannot transform a
region’s economic health,” says
Kurt Stevens, vice president and
leader of the Colorado Springs
office. “But by joining forces with
the community and engaging
others, a single company can be
the catalyst for positive change.”
Staff in the Colorado Springs
office volunteer their time and
share their expertise with many
Booz Allen helped NORAD create a new
TRACK SANTA site that drew 106 MILLION
unique visitors from 212 COUNTRIES.
dozen academic, corporate, and
nonprofit organizations as well as
community activists. This innova-
tive campaign is aimed at creating
opportunities for citizens to appre-
ciate their community’s rich
diversity and communicating that
appreciation to people nationwide.
The city council recognized the firm
for building on existing diversity
programs to attract a mix of indi-
vidual talents, backgrounds, and
cultures to the city. “A single
other organizations, including
the Leukemia & Lymphoma
Society, the Colorado AIDS Project,
the Colorado Chapter of the
Alzheimer’s Association, the
American Cancer Society, Big
Brothers Big Sisters of Colorado,
the ALS Association, and
Leadership Pikes Peak, a training
program whose mission is to
cultivate community leaders.
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Cultivating Culture and the Arts
Cape Cod Evening, one of many works in the Edward Hopper
exhibition at the National Gallery of Art in Washington, DC
lasting impact. For example, Booz
Allen enlisted the US Navy Band to
perform in the museum’s outdoor
concert series, and also facilitated
a partnership between the National
Gallery and the Girl Scouts of the
USA that resulted in the establish-
ment of an activity badge and an
arts education program for more
than 81,000 Girl Scouts.
“Booz Allen Hamilton was
instrumental to the overwhelming
success of the Edward Hopper
exhibition,” says Joseph Krakora,
executive officer of development
and external affairs at the National
Gallery of Art. “By introducing the
National Gallery to the Navy Band
and the Girl Scouts, among other
constituencies, Booz Allen gener-
ously helped diversify the educa-
tional programming and the wide
spectrum of visitors to the exhibi-
tion. Although the Hopper exhibi-
tion has now ended, Booz Allen
has provided constructive new
paradigms to help future exhibition
sponsors effectively engage with
the National Gallery of Art.”
In a partnership that brought
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A thoughtful, innovative
arts scene enriches the
cultural character of a com-
munity, which is precisely
why Booz Allen Hamilton
expanded its commitment
to the arts over the past
year. Foremost among its
efforts was Booz Allen’s
sponsorship of the Edward
Hopper exhibition at the
National Gallery of Art in
Washington, DC, which ran
from September 16, 2007,
through January 21, 2008. A major
retrospective of the American real-
ist’s work, the Hopper exhibition
was seen free of charge by more
than 365,000 visitors from around
the world, making it the most
popular exhibition at the National
Gallery since a Van Gogh retro-
spective shown in 1996.
From the start, the National
Gallery sponsorship went far
beyond just providing the backing
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to bring the exhibition to the
National Gallery. “Picture the possi-
bilities” became the rallying cry as
the Booz Allen team developed
innovative marketing programs that
took advantage of broadcast, print,
and online channels. The firm pro-
vided strategic and technical guid-
ance for the institution’s first foray
into podcasts, which were available
on the Web for those
who were unable to
travel to Washington
to attend the exhibi-
tion in person or for
those who wanted to
learn more about the
artist and his work. As
a result of this work,
the National Gallery
and the firm were
awarded the presti-
gious Muse Award
from the American Association of
Museums, which recognizes out-
standing achievement in museum
technology and media.
In addition, Booz Allen forged
new relationships for the National
Gallery that may have a more long-
the arts to a nationwide audience,
‘‘ Booz Allen Hamilton
was instrumental to the
overwhelming success of the
Edward Hopper exhibition.
—Joseph Krakora, Executive Officer of Development
and External Affairs, National Gallery of Art
Booz Allen joined with the
Strathmore Hall Arts Center, the
US Air Force Band, and Maryland
Public Television to sponsor
“America’s Veterans: A Musical
Tribute,” a concert that honored
the men and women of the US
armed forces. Held in June 2007
in Bethesda, Maryland, the con-
cert celebrated the 60th anniver-
sary of the Air Force and was
later broadcast in 30 states on
Veterans Day weekend, airing on
67 percent of all PBS stations.
Also featuring performances by
Clint Black and Patti LaBelle, the
concert was an outgrowth of
Booz Allen’s existing relationship
with Strathmore, for which the
firm helped craft a sustainable
operating strategy.
Booz Allen lent its expertise
to two other cultural organizations,
helping them reach nationwide—
and even global—audiences.
For the Smithsonian Institution’s
National Museum of Natural
History, Booz Allen helped
create a virtual online exhibit
(http://ocean.si.edu/ocean_hall/)
to complement the museum’s
newest and largest permanent
exhibition, the Sant Ocean Hall.
And working with the National
Park Service and the Gettysburg
Foundation, Booz Allen helped
enhance the foundation’s Web site
(www.gettysburgfoundation.org)
and reach a broader audience with
improvements including new edu-
cation resources, an online store,
and the ability to purchase tickets
and make donations.
Part-Time Work, Full-Time Fulfillment
“There are similarities between leading a project team at
Booz Allen and running a household,” says Michelle
Carrington, an associate based in Annapolis Junction,
Maryland. “With both, you become exceedingly efficient,
you delegate, and you become good at knowing what you
can and can’t do.”
In this case, what Carrington can do outweighs by a
considerable measure what she cannot. As a lead systems
engineer providing key management support to a large-
scale system integration project, Carrington balances a
fulfilling career with family, aided by Booz Allen’s commit-
ment to providing people with flexible work arrangements
as their professional and personal needs change.
Carrington joined Booz Allen 17 years ago and has
been working a part-time schedule for the past 12 years,
during which she completed a master’s degree program in
engineering management at George Washington University
and started a family. Today, she and her husband care for
their two sons—Bryce, 12, and Jeremy, 9. She also works
four days a week, one of those days from her home. She
credits her many mentors with helping her navigate her
professional growth and encouraging her to pursue a part-
time schedule in 1996 while finishing her degree.
“One of the things that keeps me at Booz Allen is the
understanding and respect I get from my colleagues and
clients alike for the road I’ve taken,” says Carrington. “I’ve
stepped off the traditional career track a bit, but I wouldn’t
trade this life for anything.”
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Winning Teamwork: Supporting Clients, and Each Other
Booz Allen’s ability to help clients surmount the
ever more complex challenges that they face
originates with the talented people the firm hires
and their ability to work as members of outstand-
ing teams.
As a member of the Booz Allen team partner-
ing with the US Army’s Intelligence and Informa-
tion Warfare Directorate (I2WD) to create capabili-
ties for detecting and eliminating life-threatening
hazards in the battlefield, Vince Simpson knows
the value of collaborative teamwork in addressing
evolving needs. “Developing innovative solutions
requires that we bring together a collection
of original thinkers, a real all-star team,” says
Simpson, a senior associate in Eatontown, New
Jersey. “After all, this is for the troops, and keep-
ing them safe is paramount.”
The tools that Booz Allen is helping design
use cost-effective, off-the-shelf technology that
allied soldiers can easily operate with a laptop
computer. The firm is providing systems engineer-
ing, system integration, software and hardware
integration, and testing support to the effort.
Helping clients develop innovative tech-
nology that literally saves lives also requires
focus and commitment. That’s why Booz Allen is
dedicated to providing its employees with the
programs and support they need to balance their
professional and personal lives through flexible
work arrangements, leave programs, and a
‘‘Developing innovative solutions requires that
we bring together a real all-star team. After all, this
is for the troops, and keeping them safe is paramount.
—Vince Simpson, Senior Associate
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Relationships That Endure
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Booz Allen attracts exceptional people and provides
them with varied professional experiences and opportu-
nities to develop their capabilities and leadership skills.
Although many individuals create a lifelong career at
Booz Allen, others choose to use their experience at
the firm as a springboard to the next stage of their
career. Colleagues who move on remain part of Booz Allen’s
extended family through the firm’s alumni program. Still others
return to resume their careers with Booz Allen as “ComeBack
Kids,” bringing new skills and expertise gained working else-
where. In 2007, nearly 200 people rejoined the firm.
One ComeBack Kid is McLean-based Senior Director and
Corporate Controller Kevin Cook, who left Booz Allen in 1996
and returned in 2003. “After 10 years at Booz Allen, I left the
firm and had the occasion to interact with staff from many
different companies,” says Cook. “What became apparent to
me is that while there are high-performing people at every
company, there is a higher percentage of highly motivated,
collaborative people at Booz Allen. I missed working with those
talented people, so I rejoined the firm in 2003. When that
opportunity to return to the firm occurred, it felt like I had
picked up where I left off, especially since so many people with
whom I had worked during my original tenure were still here.”
One new way Booz Allen maintains ties with former staff is
through Alumni Invitationals, gatherings hosted by the firm’s
ComeBack Kids Program and consulting teams at which alumni
can network and learn about career opportunities. This past
spring, both the Economic and Business Analysis and Assur-
ance and Resilience teams sponsored Alumni Invitationals.
supportive culture. “When I married
in 2005 and relocated to eastern
Pennsylvania, 74 miles from the
office, I still wanted to be a part of
the I2WD team because you can’t
find a more satisfying engagement,”
says Associate Angela Michelis
(pictured far left). “My managers and
I came up with a flexible schedule,
so now I work from home two days a
week, which makes life more man-
ageable but still allows me to serve
the client and grow professionally.”
Amanda Dipaolo-Kocun (center),
another associate on the Eatontown-
based I2WD team, likewise values
Booz Allen’s accommodating envi-
ronment and important work.
“When I returned from maternity
leave after giving birth to my first
child, Matthew, in November 2006,
the supportive environment helped
me juggle working full time and
being a new mom,” says Dipaolo-
Kocun. “The hours are demanding,
but the work is exciting and I love
the creative atmosphere and achiev-
ing truly meaningful goals.”
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‘‘I missed working with the talented
people of Booz Allen, so I rejoined
the firm in 2003. It felt like I had picked
up where I left off.
29088 p46-47 3/5/09 11:55 PM Page 46
Aberdeen
4692 Millennium Drive
Suite 200
Belcamp, MD 21017
410-297-2500
Annapolis Junction
National Business Park
134 National Business Parkway
Annapolis Junction, MD 20701
301-543-4400
304 Sentinel Drive
Annapolis Junction, MD 20701
301-821-8000
Arlington
1550 Crystal Drive
Suite 1100
Arlington, VA 22202
703-412-7700
4001 Fairfax Drive
Suite 750
Arlington, VA 22203
703-528-8080
3811 North Fairfax Drive
Suite 600
Arlington, VA 22203
703-816-5200
1530 Wilson Boulevard
Suite 100
Arlington, VA 22209
703-526-2400
Atlanta
230 Peachtree Street NW
Suite 2100
Atlanta, GA 30303
404-659-3600
Chantilly
15059 Conference Center Drive
Suite 300
Chantilly, VA 20151
703-633-3100
Honolulu
733 Bishop Street
Suite 3000
Honolulu, HI 96813
808-545-6800
Charleston
4401 Belle Oaks Drive
Suite 310
North Charleston, SC 29405
843-529-4800
Colorado Springs
121 South Tejon Street
Suite 900, South Tower
Colorado Springs, CO 80903
719-387-2000
Dayton
1900 Founders Drive
Suite 300
Dayton, OH 45420
937-781-2800
Denver
5299 DTC Boulevard
Suite 840
Denver, CO 80111
303-694-4159
Eatontown
151 Industrial Way East
Eatontown, NJ 07724
732-935-5100
Falls Church
Three Skyline Place
5201 Leesburg Pike
Suite 400
Falls Church, VA 22041
703-845-3900
Herndon
One Dulles Center
13200 Woodland Park Road
Herndon, VA 20171
703-984-1000
Houston
2525 Bay Area Boulevard
Suite 290
Houston, TX 77058
281-488-6750
Huntsville
6703 Odyssey Drive
Suite 200
Huntsville, AL 35806
256-922-2760
Leavenworth
1122 North Second Street
Leavenworth, KS 66048
913-682-5300
Lexington Park
46950 Bradley Boulevard
Lexington Park, MD 20653
301-862-3110
Linthicum
Airport Square II
900 Elkridge Landing Road
Linthicum, MD 21090
410-684-6500
Los Angeles
5220 Pacific Concourse Drive
Suite 390
Los Angeles, CA 90045
310-297-2100
McLean
8283 Greensboro Drive
McLean, VA 22102
703-902-5000
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Norfolk
Twin Oaks II
5800 Lake Wright Drive
Suite 400
Norfolk, VA 23502
757-893-6100
O’Fallon
1003 East Wesley Drive
Suite C
O’Fallon, IL 62269
618-622-2330
Omaha
1299 Farnam Street
Suite 1230
Omaha, NE 68102
402-522-2800
Pensacola
Sun Trust Tower
220 West Garden Street
Suite 600
Pensacola, FL 32502
850-469-8898
Principal office
Places where Booz Allen
is serving clients in
long-term engagements
Philadelphia
1818 Market Street
27th Floor
Philadelphia, PA 19103
267-330-7900
Rockville
12345 Parklawn Avenue
Rockville, MD 20852
301-255-2700
One Preserve Parkway
Suite 200
Rockville, MD 20852
301-838-3600
1101 Wootton Parkway
8th Floor
Rockville, MD 20852
240-314-5500
Rome
500 Avery Lane
Rome, NY 13441
315-338-7750
San Antonio
700 North St. Mary’s Street
Suite 700
San Antonio, TX 78205
210-244-4200
4241 Piedras Drive East
Suite 200
San Antonio, TX 78228
210-736-0163
San Diego
1615 Murray Canyon Road
Suite 140
San Diego, CA 92108
619-725-6500
San Francisco
101 California Street
Suite 3300
San Francisco, CA 94111
415-391-1900
Sarasota
1990 Main Street
Suite 750
Sarasota, FL 34236
941-309-5390
Stafford
25 Center Street
Suite 103
Stafford, VA 22556
540-288-5000
Tampa
4890 West Kennedy Boulevard
Suite 475
Tampa, FL 33609
813-281-4900
Troy
101 West Big Beaver Road
Suite 505
Troy, MI 48084
248-680-3500
Washington, DC
555 Thirteenth Street, NW
Suite 480 East
Washington, DC 20004
202-626-1050
700 Thirteenth Street, NW
Suite 1100
Washington, DC 20005
202-508-6500
The most complete, recent list of office addresses
and telephone numbers can be found on boozallen.com
by clicking the “Offices” link under “About Booz Allen.”
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Photo Credits Page 2: © Dan Bigelow; Page 4 (left to right): Pablo Martinez Monsivais/AP/Wide World Photos; © Tom & Dee Ann McCarthy/Corbis; Photodisc/Getty; Page 7: Darren Santos;
Page 8: DEKA Integrated Solutions Corporation; Page 10: Shawn P. Eklund/US Navy Photo; Page 11: National Geographic/Getty Images; Page 12: © James Leynse/Corbis; Page 13: US Army
Corps of Engineers; Page 16: Anthony-Masterson/Getty; Page 19: © George Steinmetz/Corbis; Page 20: Digital Vision/Punchstock; Page 23: (bottom) reprinted with permission from
strategy+business, published by Booz & Company. www.strategy-business.com. Page 24: (top) Courtesy Palgrave MacMillan; Page 25: (top) Courtesy McGraw-Hill; Page 26: (bottom) used by
permission; Pages 28, 30: © Dan Bigelow; Page 31: (left to right): Reprinted by permission of Working Mother; FORTUNE®magazine. FORTUNE is a registered trademark of Time Inc.
All rights reserved.; Copyright 2008 by The McGraw-Hill Companies. All rights reserved.; Reprinted by permission of ComputerWorld; Cover © 2009 by The Washingtonian; reprinted by permission;
Pages 32 (left), 33, 34, 35, 36 (right): © Dan Bigelow; Page 37: Eric Long; Page 38: Eugene Hoshiko/AP/Wide World Photos; Pages 39, 40: © Dan Bigelow; Page 42: Edward Hopper,
Cape Cod Evening, John Hay Whitney Collection, Image courtesy of the Board of Trustees, National Gallery of Art, Washington; Pages 43 (right), 44: © Dan Bigelow; Page 48: © Frasier Photography
Leadership
Board of Directors
Leadership Team
Ralph W. Shrader
Chairman & Chief Executive Officer
Samuel R. Strickland
Chief Financial & Administrative Officer
Daniel F. Akerson, The Carlyle Group
Peter Clare, The Carlyle Group
Ian Fujiyama, The Carlyle Group
Philip A. Odeen
Charles O. Rossotti
Ralph W. Shrader
CG Appleby
Dennis O. Doughty
Joseph E. Garner
Francis J. Henry
Lloyd Howell Jr.
Joseph W. Mahaffee
John D. Mayer
Patrick F. Peck
Horacio D. Rozanski
Samuel R. Strickland
Senior Vice Presidents
David C. Aldrich
CG Appleby
Dennis O. Doughty
Joseph E. Garner
Mark J. Gerencser
Neil T. Gillespie
Joseph W. Mahaffee
Gary D. Mather
Patrick F. Peck
Ghassan Salameh
Ralph W. Shrader
Samuel R. Strickland
Reginald Van Lee
Kenneth F. Wiegand Jr.
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Vice Presidents
James Allen
William G. Bastedo Jr.
Fred Blackburn
Eugene Bounds
Cynthia L. Broyles
Donald G. Busson*
Douglas W. Carter
Andrew S. Cohen
Gary C. Cubbage
Karen M. Dahut
Maria Darby
Joan Dempsey
Paul M. Doolittle
Judith H. Dotson
Lee J. Falkenstrom
Michael A. Farber
John Feeney
Molly Finn
Margo L. Fitzpatrick
Arthur L. Fritzson
Thomas A. Fuhrman
Nicole Funk
Laurene A. Gallo
Natalie M. Givans
Patricia A. Goforth
Thomas S. Greenspon
Keith R. Hall
Nancy E. Hardwick
Gregory T. Harrison
Francis J. Henry
Mark L. Herman
Martin R. Hill*
Douglas E. Himberger
Ronald A. Hodge
Gordon S. Holder
Lloyd W. Howell Jr.
David F. Humenansky
Charlie R. Jones*
Michael Jones
Ronald T. Kadish
David Karp
Christopher M. Kelly
Jeffrey J. Kibben
David B. Kletter
Frederick W. Knops III
Corrine Kosar
Nicholas J. Kuttner
Gary D. Labovich
Robert J. Lamb
Douglas J. Lane
Pamela M. Lentz*
Christopher Ling
Joseph Logue
John D. Lueders
Janet D. Lyman
Herbert S. MacArthur
David A. Mader
Robert J. Makar
James Manchisi
Joseph A. Martha
John D. Mayer
Walter G. McFarland
Angela M. Messer
Anthony K. Mitchell
John F. Mulhern*
Sharon L. Muzik
Catherine A. Nelson
Robert W. Noonan Jr.
Susan L. Penfield
Thomas Pfeifer
Christopher Pierce
Sam M. Porgess
Robin L. Portman
Robert H. Post
Donald L. Pressley
William M. Purdy
Gary M. Rahl
Horacio D. Rozanski
Carl R. Salzano
Donald Schaefer
Larry D. Scheuble
George M. Schu
Gary M. Schulman
Joseph F. Sifer
Frank S. Smith III
Gale N. Smith
Edgar D. Sniffin
Robert J. Sogegian
Stephen Soules
Carol A. Staubach
Kurt B. Stevens
William H. Stewart
William A. Thoet
John A. Thomas
Elizabeth Thompson
Emile P. Trombetti
Laurie S. Villano
Donald J. Vincent*
William J. Wansley
Jack D. Welsh
Gregory G. Wenzel
Lee Wilbur
Richard J. Wilhelm
Dov S. Zakheim
Charles P. Zuhoski
Abram Zwany
*Retired during 2008
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of paper copies of the 2008 Annual Report
and printed those copies on FSC-certified paper
using soy ink and wind energy.
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8283 Greensboro Drive • McLean, Virginia 22102 • www.boozallen.com
Annual Report 2008
Ready...
to Help Clients
Our Strategic Strengths
With a management and technology consulting heritage dating back to its founding in 1914,
Booz Allen Hamilton has built its reputation by being a trusted partner to clients and helping
them address their challenges in ways that will endure for years to come. To achieve the
firm’s vision and mission, and to help prepare its clients for what’s next, Booz Allen continually
builds on the strategic strengths that distinguish it:
• A Culture of Collaboration
We harness the collective power of diverse people and points of view, and of our unparalleled
breadth and depth of domain knowledge and functional expertise, to provide the right skills,
at the right time, in the right combination.
• Top-Notch People
We offer clients the capabilities and dedication of high-caliber consultants—individuals who
hold client service as their highest calling, who are experts and leaders in their fields, and
who pursue lifelong personal and professional development.
• A Consulting Approach
We address our clients’ challenges with a multidimensional, objective understanding of issues,
set in the context of emerging dynamics and technology, to help clients succeed.
• A Passion for Making a Difference
We are committed to creating a legacy of positive impact—delivering practical, effective,
and enduring benefits of significant value—for our clients, for the communities where we live
and work, and for our nation.
• Core Values
We conduct business with uncompromising integrity, adhering to the highest ethical standards
as individuals and as an institution, guided by our 10 core values: client service, diversity,
excellence, entrepreneurship, teamwork, professionalism, fairness, integrity, respect, and trust.