Booz Allen Hamilton Annual Report 2009

FY2009 Annual Report · Booz Allen Hamilton

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In keeping with Booz Allen’s commitment to
sustainability, the firm has reduced the number
of paper copies of the 2009 Annual Report
and printed those copies on FSC-certified paper
using soy ink and wind energy.

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Booz Allen Hamilton
8283 Greensboro Drive
McLean, Virginia 22102
www.boozallen.com

Annual Report 2009

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.

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contents
2a letter from our chairman
8 6Booz Allen Hamilton year in review
38

examples of some of the most compelling engagements
and powerful ideas from the past year

helping clients meet their mission

changing the world for the better

the people of Booz Allen draw on their heart, their
intellect, and their spirit of service to make a difference

60principal offices

leadership

the firm’s board of directors, leadership team,
executive vice presidents, and senior vice presidents

A great story unfolds on the pages that follow. It is

a story about growth, impact, value, and values.

Booz Allen Hamilton is a trusted long-term partner for clients seeking
expertise, objectivity, and enduring results. As I look back on the firm’s
95th year as a leader in the consulting profession, I couldn’t be more
proud of the strength of our business today, our enduring legacy, and
our outlook for the future. Revenues increased to more than $5 billion
for fiscal year 2010 (April 1, 2009–March 31, 2010), and our total
backlog of work now exceeds $5.3 billion. Our clients’ satisfaction is
extremely high—evidenced by our follow-on work, past performance
ratings, and award fees. And I’m proud that Booz Allen has provided
rewarding careers for more than
22,000 talented employees across
the United States and worldwide,
and that we supported jobs for
thousands of others among our
subcontractors and vendors.

More than a year has passed since
Booz Allen changed its course by separat-
ing its US government and commercial
consulting businesses into two indepen-

“As I look back on the firm’s 95th year
as a leader in the consulting profession,

I couldn’t be more proud of the strength
of our business today, our enduring
legacy, and our outlook for the future.”

dent companies. The true test of such a major transaction is how a company performs
in the aftermath, and Booz Allen has reached new heights in reputation and revenue.
In fact, we are generating more revenue today than before we spun off the commercial
business in July 2008. We have sharpened our focus, providing mission-critical profes-
sional services primarily to US government clients in the defense, security, and civil
sectors. Our expertise and services are also in demand from selected corporations,
institutions, and not-for-profit organizations.

A consulting heritage sets us apart

While embracing the future, we’re convinced that our past—our management consult-
ing heritage and legacy of client service—sets us apart. We don’t have customers, we
serve clients. This is a key distinction for us. We look beyond the requirements of a
single contract to address the broader context of our client’s mission. And the evidence
of our clients’ satisfaction is this: We have relationships that go back an average of
more than 20 years with our 10 largest client organizations.

Our ability to meet and exceed client expectations originates in a well-established col-
laborative culture uniquely supported by the firm’s operating model. Incentives that
reward firmwide success and cooperation reinforce this culture, as does our financial
structure, which has a single profit and loss center. As a result, we can draw upon a
wide pool of expertise to serve clients, rapidly deploying talent and resources as mar-
ket needs and opportunities arise.

Clients face tremendous demands, limited resources

In today’s environment, our clients face huge demands from citizens, businesses,
local governments, and global allies and adversaries. Federal government agencies
must meet these great challenges, while doing more with less. Booz Allen helps clients
anticipate changing demands, evaluate and respond rapidly to problems and opportuni-
ties, and establish priorities to ensure that the most important objectives are met.

2009 annual repor t | chairman’s letter 3

As an institution, we’ve learned to foresee and embrace change—not resist it. We scan
the horizon to imagine what the future will bring. Then we invest what it takes to develop
the ideas and services that will help our clients succeed in a changing world.

Leading ideas make an impact

For a professional services firm like Booz Allen, a commitment to developing innovative
ideas and embracing the latest technologies is paramount—and another factor that sets
us apart. For example, we began building
cyber-capabilities years ago, and we’ve
established our own Cyber University
to equip our staff with credentials and
expertise. We’ve honed cutting-edge ideas
and methodologies to assist clients facing
new challenges in finance, healthcare, en-
ergy, the environment, and transportation.

Booz Allen people survey responses*
Percentage of survey respondents who...

Indicate they are proud
to work at Booz Allen

Will recommend the firm to others

Feel they are treated with respect
as an individual

Collaborate with others in order
to get their jobs done

Believe Booz Allen has a good reputation
in the consulting industry

Agree the firm has strong business
prospects during the next 2 to 3 years

Rate Booz Allen’s focus on clients and
quality of products and services favorably

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

*data from 2009 internal staff survey that realized an 84% response rate

We are a leader and innovator in cloud
computing, and our groundbreaking
megacommunities™ approach continues
to shape public response to society’s
most complex problems. In the past
year, as a sponsor of the Aspen Ideas
Festival, we were again at the forefront
of discussions about vital, emerging is-
sues. Our thought leadership on cyberse-
curity, healthcare issues, environmental
sustainability, and other compelling

topics reached broad audiences through conferences and major media outlets, including
the Wall Street Journal, the Washington Post, and CNN.

Our people and culture rate an A+

Booz Allen people hold client service as their highest calling and conduct business with
uncompromising integrity, guided by the firm’s 10 Core Values . We build our teams with
individuals who are experts and leaders in their fields, and provide them with the work
experiences, training, and support to ensure that they continually grow both profession-
ally and personally.

We’re justifiably proud of our people, and we foster a culture that demands and rewards
high performance. In 2009, Booz Allen once again was named a best company to work for

by Fortune, Working Mother, Business Week, and many other third-party organizations. An
overwhelming majority of respondents to an internal employee survey reported their pride
in Booz Allen and said they would recommend the firm to others (see chart at left).

We care about our communities and the planet

Beyond serving as a valued client partner, we take seriously our responsibilities as
citizens of the world. The spirit of service runs deep in our firm. Last year, we supported
more than 500 charitable organizations and community outreach programs through
volunteerism, community partnerships, philanthropy, and pro bono work. When we at
Booz Allen step in to help, we do more than send a check; we give of ourselves.

In January 2009, Booz Allen began a partnership with Ocean Conservancy and its Inter-
national Coastal Cleanup effort to develop a three-year strategy to improve the health of
the world’s oceans and waterways. In September, more than 200 Booz Allen volunteers
across the nation took matters into their own hands, removing trash from oceans, bays,
and local waterways, from the Atlantic to the Pacific.

Earlier this year, we also raised more than $75,000 in staff contributions within 24
hours for the American Red Cross Haiti Relief Fund, helped young people develop sci-
ence and technology skills through our partnership with For Inspiration and Recognition
of Science and Technology (FIRST), donated programs and services to the USO, and sup-
ported the North American Aerospace Defense Command’s Web site and social media
campaign called NORAD Tracks Santa.

Booz Allen is proud to sponsor the Smithsonian American Art Museum’s upcoming exhi-
bition “Telling Stories: Norman Rockwell from the Collections of George Lucas and Steven
Spielberg.” Offering the public a view of more than 50 rarely seen Rockwell paintings
and drawings, the exhibition will run from July 2, 2010, through January 2, 2011.

We’re ready for what’s next

The future can be a scary place, because human nature naturally fears the unknown. But
the future is also our greatest gift, and we have the responsibility to envision and work to-
ward creating the best future possible. When government and society reach critical junctures
that make change essential, Booz Allen does its finest work. With fresh thinking, practical
strategies, and keen technology insights, we will continue to do what we do best: deliver
enduring results that help clients succeed. We are confident that the year to come will bring
great value to those we serve, and as a result, continued great success for Booz Allen.

Ralph W. Shrader, Ph.D.

Chairman & Chief Executive Officer

2009 annual repor t | chairman’s letter 5

year in review

“Growth provides opportunities
for our people and reflects success in serving clients.
Booz Allen has an unrivaled track record of
over 15 years of double-digit, organic growth.”
— Samuel R. Strickland

Chief Financial and Administrative Officer

Booz Allen Hamilton occupies a premier position in
professional services. No other company in our industry has
such a track record of client impact and business success,
as evidenced in sustained double-digit growth
over the past 15 years. In 2009 alone, our revenue was
up 16 percent, profitability was solid, and we had a total
backlog of work in excess of $5.3 billion. Our performance
enables us to take a commanding position in our profession,
while our people bring the passion and integrity that
have been the firm’s signature for close to a century.

Today, Booz Allen has more than 22,000 talented
professionals focused on delivering results to its clients.
Our firm’s unmatched history and promising future are based
on the value we bring to developing our people, building the
future of our institution, and helping clients succeed.

total revenue

for fiscal years ending March 31
$ in millions; excludes commercial business,
which was spun off in July 2008

5,000

4,000

3,000

2,000

1,000

2 0 0 0

2 0 0 1

2 0 0 2

2 0 0 3

2 0 0 4

2 0 0 5

2 0 0 6

2 0 0 7

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2 0 1 0

17%Booz Allen has achieved a

compound annual growth rate
of 17% over the past decade.

20+ years

Booz Allen has served its 10 largest
client organizations an average of
more than 20 years, and it has served
the US Navy for more than 65 years.

$5.34 billion

As of December 31, 2009, Booz Allen
had a total backlog of work valued
at $5.34 billion, which represents a 19.4%
year-over-year backlog growth rate.

total
employees

at end of calendar year
in thousands

2 0 0 0

2 0 0 1

2 0 0 2

2 0 0 3

2 0 0 4

2 0 0 5

2 0 0 6

2 0 0 7

2 0 0 8

2 0 0 9

employees of commercial business, which was spun off in July 2008

2009 annual repor t | year in review 7

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infrastructure

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defense
technology
aerospace
health

helping clients

meet their mission

The year 2009 marked Booz Allen Hamilton’s 95th anniversary of serving as a trusted

partner to clients. Today, the firm is a leading provider of professional services,

primarily to US government agencies in the defense, security, and civil sectors, as

well as to corporations, institutions, and not-for-profit organizations.

During the past year, the firm realized two additional milestones: Booz Allen achieved

record revenues of $5 billion in fiscal year 2010, which ended March 31, 2010, and

counted more than 22,000 staff at the end of calendar year 2009, continuing more

than a decade of uninterrupted growth.

2009 annual repor t | clients 9

As Booz Allen itself has grown and prospered, the world at large has changed. Our
clients today face such complex and pressing challenges as protecting the homeland,
combating global terrorism, providing vital citizen services, and improving cybersecu-
rity. With changes in budgets, policies, and priorities often compounding these issues,
today’s leaders need a consulting partner that can help shape and execute their strate-
gies and achieve results.

Providing integrated capabilities

To help clients address these and other challenges in ways that will endure for years
to come, Booz Allen leverages its deep functional knowledge—which spans strategy
and organization, technology, operations, and analytics—and its specialized expertise
in clients’ mission and domain areas. We have an unrivaled ability to look at problems
holistically to understand our clients’ real needs and develop effective solutions. The
result: We help our clients achieve mission success and seize opportunities.

For example, with Booz Allen’s assistance, clients are building better submarines at
lower cost to taxpayers, developing innovative communications devices for soldiers in
Iraq and Afghanistan, and implementing new safeguards to secure the nation’s bank-

With Booz Allen’s help, clients are building better
subs at lower cost to taxpayers and implementing
new safeguards to secure against cyber-attacks.

ing, power, and air transportation systems against cyber-attacks. Every day, we have a
powerful impact on the lives of US citizens, because our work helps government provide
healthcare, education, transportation, and income security. We are also helping the
government explore new sources of energy and work toward a sustainable environment.

Trusted partner, honest broker

Clients today rely on a firm like ours, which offers advice and counsel, to see around
the corner for them so they can anticipate needs and opportunities. Because we sup-
port so many different government sectors, it is more than likely that we have already
identified, and resolved, an issue for one client that is similar to a scenario that

another client may soon face. Given our broad frameworks and extensive client experi-
ence, we are able to help our clients envision forward-looking strategies.

What’s more, in an era of increasing scrutiny of organizational conflicts of interest, we
are able to serve our government clients with the highest levels of objectivity and integ-
rity because we are a professional services provider that does not have the additional
goal of selling products or equipment.

When we step in to design and implement custom technology systems or new strate-
gies to advance an emerging objective, our focus is to find solutions that will provide
enduring results long after our contract ends. Clients such as the US Navy, with which
we have been working for 65 years, trust that we will provide the right skills and offer
the best solutions—time and time again. As a result, a vast majority of our revenue is
derived from repeat business.

Leading through innovative thinking

Booz Allen continually develops groundbreaking ideas across the critical sectors of de-
fense, security, and civil government on such topics as cloud computing, cybersecurity,
and health reform. These insights inform our daily work and benefit our clients.

Our megacommunities™ approach, for instance, brings the government, business, and
nonprofit sectors together to combat society’s largest, most complex problems. The
firm’s work in mission integration contributes to whole-of-government responses to
natural disasters and other crises, including irregular warfare and health preparedness.
Many of our emerging ideas align with the concept of smart power, in which the US
government brings together military, diplomatic, development, economic, and cultural
resources to create a new approach to achieving strategic objectives.

Booz Allen’s management consulting heritage, which dates to the firm’s founding in
1914, is the basis of its unique collaborative culture and operating model, which enable

Clients today rely on a firm like ours, which offers advice
and counsel, to see around the corner
for them so they can anticipate needs and opportunities.

2009 annual repor t | clients 13

Booz Allen has an unrivaled ability to look
at problems holistically to understand its
clients’ real needs and develop effective solutions.

the firm to anticipate needs and opportunities and rapidly deploy talent and resources.
Unlike many other large businesses that serve varied markets, Booz Allen accounts for
profit and loss as a single business firmwide, not on the basis of each separate unit.
Furthermore, our people are free to work together and direct resources wherever they
are needed most to achieve the best results for our clients and the firm overall, without
regard to internal competition.

Preparing for what’s next

We recognize that to continue to grow we must constantly look ahead and invest in the
firm to meet the needs of our clients—especially the needs that may not yet be appar-
ent. To prepare for future challenges, for many years we have been building capabilities
in cybersecurity, which we see as an area that holds important threats to our nation.

Another concern on which we have been proactively focusing our efforts is finance
reform. More than two years ago, as a global economic crisis revealed weaknesses in
national and international financial systems, we marshaled our capabilities to assist
clients across the US Department of the Treasury and the Internal Revenue Service;
regulatory, housing, and insurance organizations; and commercial financial cyber-
security operations.

We are also investing resources in helping civil government protect essential infrastruc-
tures affecting energy, transportation, health, and the environment. In these and other
areas, we continue to devote the leadership attention and research needed to help our
clients be ready for what’s next.

As these examples and others on the pages you are about to read demonstrate, our
most important work is helping our clients recognize and embrace the need for change,
and helping them both achieve their most important goals and sustain those results
over the long term.

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army
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defense
navy
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cmarine corps
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With extensive capabilities in information
technology and systems engineering and
integration, we are assisting defense and
aerospace clients with their specialized
needs for advanced communications and
other complex systems. And our work with
the joint commands brings independent
organizations together to share vital infor-
mation and align operations to confront in-
creasingly complex and nuanced conflicts.

Since 2005, Booz Allen has been support-
ing dozens of defense and intelligence
organizations as they carry out the ongoing
Base Realignment and Closure program,
while also assisting affected communities
with such issues as infrastructure, work-
force, and sustainability planning.

As the long wars in Afghanistan and Iraq
continue and budget pressures increase,
we are working with clients on programs to
sustain and refurbish existing equipment.
More important, our work devising strate-
gies for irregular warfare and mitigating
improvised explosive devices helps protect
the lives of US troops and their allies.

Since 1940, when Booz

Allen Hamilton helped the Navy prepare for
World War II, the firm has been supporting
national defense. Today, the Department
of Defense is one of Booz Allen’s largest
clients, and the firm works with the Office
of the Secretary of Defense, the Air Force,
the Army, the Navy and Marine Corps, and
the joint staff directorates and combatant
commands.

Booz Allen offers defense clients services
that range from high-level strategy to
implementation support for next-generation
technical systems. We also provide military
clients with finance and budgeting pro-
grams, modeling and simulation expertise,
intelligence and operations analysis, and
assistance with supply chain and logistics.

+aq

Joe Garner, Executive Vice President

How Booz Allen helps clients do more with shrinking budgets

of our clients’ evolving mission
requirements, and we’re able to
match our capabilities against
those requirements.

One example is the sustainment
and refurbishing of weapons
systems. The US has been at war
for a number of years. Much of
the equipment is getting worn
out, and the strained economy
is putting pressure on budgets.
We bring together services in
acquisitions, logistics, systems
engineering and integration, and
advanced information technology
to address the challenge of doing
more with less.

q: What personally impresses

you most about the firm?

a: We believe everyone in the firm

has something to contribute. I
have seen the most junior staff—
in level or tenure—bring an ob-
servation or opinion to the table,
and their idea gets as much
respect as a senior leader’s does.
Great ideas spring up across all
levels. And with that, you quickly
learn you have to share credit
because it’s a team sport.

position of strength that enables
us to invest in building advanced
capabilities in cyber-consulting,
counterterrorism, major program
acquisitions, and other critical
areas to better serve our clients
and help them be prepared to ad-
dress future challenges.

q: Why do you believe clients

choose Booz Allen over other
consulting firms?

a: Because of our people. Booz Allen

is an extraordinary place to build
a career. We’re committed to the
personal and professional de-
velopment of our staff and offer
them opportunities to grow and
excel. The result is a talented,
diverse workforce that under-
stands clients’ challenges and
has the vision to offer creative,
holistic solutions—backed by the
full capabilities of the firm. Year
in, year out, if you have the best
people, you are always going to
be ahead of your competitors.

q: What do you see in the future

for the defense business?

a: The government is looking for

more value in the dollars it
spends on defense products and
services. This falls right into our
strike zone because we have a
comprehensive understanding

2009 annual repor t | clients 17

q: How is Booz Allen positioned

to help clients meet today’s
challenges and be ready for
what’s next?

a: It’s a complex time for our na-

tion. We’re facing the ongoing
threat of terrorism, growing
federal budget pressures, war, an
economic crisis. From every van-
tage point, though, Booz Allen’s
place in the world is significant
and secure.

Our people and our institution
are anchored in core values that
will not change. At the same
time, we are operating from a

Karen Dahut / Senior Vice President
“Booz Allen takes a holistic, multidisciplinary approach
to change so that organizations can better achieve their objectives.

This is the kind of work we’re doing with DFAS, the
Defense Finance and Accounting Service. More than
three years ago, DFAS asked Booz Allen to help
it transform from a check-paying organization to one
that offers broader support and advisory service
to its clients. And as part of BRAC, DFAS is also
downsizing from 26 to five sites and reducing staff
from 13,000 to around 10,000. This is a massive
change for the largest organization of its kind, and
Booz Allen is uniquely qualified to assist. We excel
in bringing the talent necessary to tackle myriad
programmatic and technical issues.”

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unmanned and robotic warfare

“Unmanned and robotic war-
fare systems...are essential
to our national security,” says
Booz Allen Hamilton senior
vice president Art Fritzson
in “Unmanned and Robotic

in “Integrating CONOPS into the Acquisition Process.”
Cowritten with General John P. Jumper (USAF, ret.) and
US Air Force lieutenant general David A. Deptula in the
Joint Force Quarterly, the article explores the future
strategic purchase of unmanned systems.

Warfare: Issues, Options, and Futures,” a report
published by Booz Allen and Harvard University’s John
F. Kennedy School of Government. The report explores
how to best harness this technology, summarizing a
June 2008 Harvard Executive Session sponsored by
Booz Allen and attended by military luminaries.

A key point from the report—that an integrated
concept of operations (CONOPS) for unmanned and ro-
botic weapons is overdue—garnered further study by
Booz Allen principal Howard “Buck” Adams (USAF, ret.)

Adams and Deptula also teamed to write “Joint’s True
Meaning,” an article in Armed Forces Journal that
looked at the use of unmanned equipment to strength-
en interdependency among the military services.

In his article “Stopping Innovation Evaporation” in the
defense journal C4ISR, Fritzson wrote that creating
online communities of unmanned warfare experts and
users to exchange ideas in real time will help acceler-
ate the evolution of unmanned systems.

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improving efficiencies in support of the
international space station

Floating 200 miles above the earth, the Inter-
national Space Station (ISS) is one of the most
complex engineering systems under develop-
ment anywhere. Since its construction began
in 1998, more than 850,000 pounds of equip-
ment have been delivered by crews from the
United States, Russia, Europe, and Japan.

Booz Allen Hamilton has been guiding deci-
sions about the ISS at the highest levels of
the National Aeronautics and Space Adminis-
tration (NASA) since the program started in
1993. “Our team has been contributing sys-
tems engineering and integration services for
the assembly and operation of the Internation-
al Space Station and analysis of key systems,
including power, thermal, communications,
and robotics,” says Bill Bastedo, a Booz Allen
senior vice president based in Houston.

Booz Allen has performed more than 2,000
technical and cost assessments for the
ISS program. For example, as part of the firm’s
Program Integration and Control (PI&C)
contract with NASA, which began in 2004,
Booz Allen helped calculate an optimal repo-
sitioning of solar power arrays—which are
unneeded as the space station passes through
the dark side of its orbit—thus reducing aero-
dynamic drag and orbital decay and requiring
less “reboost” propellant. As a result of this
technical innovation, NASA is expected to save
more than $100 million over the life of the
program. Booz Allen also developed an exter-
nal active thermal control system that reduces
nitrogen requirements and devised a plan to
reduce consumption of high-pressure gas, lead-
ing to total savings of more than $40 million.

The ISS is a scientific and technical achieve-
ment, but it is also a breakthrough venture in
international cooperation. “Technically speak-
ing, we grew up separately from the Russians
and never shared information. What has been
interesting to me is that, because we do things
very differently, there is much that we can
learn from each other,” says Gary Brown, a
Houston-based Booz Allen principal who is an
ISS project leader.

As a result of Booz Allen’s award-winning
work on the ISS, the firm earned a second
PI&C contract from NASA to work on the
International Space Station through 2015.

2009 annual repor t | clients 19

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Tackling the BRAC
Mission Continuity Challenge —Workforce

tackling the BRAC mission
continuity challenge—workforce

Relocation incentives and programs must be care-
fully designed and systematized, but they need not
be complex or expensive. For example, the Defense
Information Systems Agency is considering providing
commuter bus services to and from a new facility in
Fort Meade, Maryland. The agency can also provide
retention bonuses of 25 percent of basic pay for a
subset of skilled information technology or engineering
specialists to entice these professionals to stay on.
Similarly, tuition subsidies for adults and children, and
professional license reciprocity for teachers, doctors,
and others are easy inducements.

But the authors also point out that the military should
fully consider implementing an integrated delivery
strategy, one that allows organizations to perform
their work using distributed assets and to access
mission-critical capabilities—regardless of location—
via updated operations and processes. The authors
note that the DoD could tap talent and skills in remote
locations, including retirees, ensuring that the best-
qualified people are in place to fill organizational gaps.

In practice, no BRAC effort, with all its personnel and
moving parts, is simple. Everything including new hous-
ing and job titles, technology, systems, and processes
must be developed and secured. But through creative
and efficient planning, this much is known: Continuity,
the lifeblood of any organization, is achievable.

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by
Joseph W. Mahaffee
mahaffee_ joe@bah.com
Dr. William Rowe, Jr.
rowe_william_ jr@bah.com
Elizabeth Miller
miller_elizabeth@bah.com

The Government Account-
ability Office has called it
the “biggest, most complex,
and costliest Base Realign-

ment and Closure (BRAC) round ever.” In all, more
than 125,000 military and civilian positions at more
than 800 defense locations throughout the US and
its territories will be relocated. The massive project,
scheduled to be completed by September 15, 2011,
will involve closing 22 major bases and enlarging or
shrinking 33 others.

In their report “Tackling the BRAC Mission Continu-
ity Challenge—Workforce,” Booz Allen executive vice
president Joseph Mahaffee and principals William
Rowe Jr. and Elizabeth Miller describe the challenge
this way: “Military organizations are expected to
operate at peak performance during the transition,
but experience shows that on average, only 25 to
30 percent of Department of Defense (DoD) civilian
employees will move with their jobs.” In other words,
mission continuity is the critical obstacle.

The solutions offered by the authors are as varied as
they are critical: Create incentives to relocate; attract
and develop skilled workers in new locations through
partnerships with local and state governments; take
advantage of talent pools in other locations through an
integrated delivery approach; reassess and restruc-
ture business processes so the new locations perform
as efficiently as possible; capture the knowledge of
existing work functions and processes in order to
transfer them to the new workforce; and communicate
transition plans and opportunities to keep employees
engaged throughout the move.

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providing soldiers
advanced networking capabilities

Soldiers in remote regions of Afghanistan
and Iraq, where there are no cell towers or
high-speed Internet connections, have been
relying largely on hardware-based radio
frequency technology that has changed little
since World War II.

But now the Joint Tactical Radio System
(JTRS) provides the joint forces with new
software-enabled networking radios that can
transmit high-bandwidth voice, data, and
video through a secure interoperable network.
These radios allow members of different US
fighting forces to carry their wireless network
with them and upgrade capabilities faster,
enabling them to better confront increasingly
sophisticated and mobile adversaries.

Since 2005, Booz Allen Hamilton has served as
a strategic partner for the suite of JTRS pro-
grams, which is transforming military commu-
nications and shaping a new standard for joint
acquisition within the Department of Defense
(DoD). “JTRS will transform the way our na-
tion goes to war,” says Dave Karp, a Booz Allen
senior vice president based in San Diego. “The
networking capabilities JTRS provides enable
service members to fight as an integrated
team regardless of battlefield conditions, while
our adversaries are fighting as individuals.”

With the program on the brink of cancellation
because of technical difficulties, high costs, and
challenges in integrating the system across
the services, the newly created Joint Program
Executive Office (JPEO) for JTRS called on
Booz Allen in 2005.

The Booz Allen team helped assess and re-
baseline the programs, as well as define a new
joint acquisition and business strategy. This
strategy has helped the DoD shift from using
a closed, proprietary business model that
encouraged costly sole-source procurements
to using a more open process that emphasizes
government data rights for software, software
reuse, and increased competition during pro-
duction—all designed to reduce program costs
over their full life cycle.

For example, with Booz Allen’s help, JTRS has
fielded more than 100,000 handheld radios to
all four services operating in Afghanistan and
Iraq. In addition, the radios were procured
through a single DoD-wide contract that saved
more than $450 million compared with the
cost of purchasing the radios using existing
acquisition approaches.

Today, JTRS capabilities are being integrated
into several advanced tactical aircraft, and the
JPEO is working with the DoD to extend the
capabilities to several US allies.

Next, JTRS capabilities will be incorporated
into Army and Marine Corps ground vehicles
and manned and unmanned systems. Booz
Allen will continue to help test and evaluate
JTRS as the programs complete development
and continue fielding networking capabilities,
providing the DoD with an interoperable net-
working foundation for its tactical forces.

2009 annual repor t | clients 21

reducing costs by $3.8 billion with
“design for affordability”

When the first
VIRGINIA-class
submarine was
launched in 2004,
it cost more than
$3.2 billion—well
over the budget
estimates given to
US Navy officials
for the planned
procurement of 30-
plus SSN-774-class
boats through

2020. The Office of the Chief of Naval Opera-
tions subsequently announced its goal for the
program to step up production from one sub-
marine a year to two starting in 2012, and also
mandated a cost target of $2 billion (in 2005
dollars) per submarine—a 20 percent reduc-
tion beyond efficiency gains made on SSN-776,
the last boat delivered to the Navy, in 2005.

The cost reduction mandate was more complex
than usual because of the unique submarine
construction arrangement between the two
prime contractors, the General Dynamics
Electric Boat division and Northrop Grum-
man Newport News Shipbuilding. According
to their agreement, each shipyard would build
specific boat components, and they would take
turns assembling the final boat.

Electric Boat brought on Booz Allen Hamilton
to help develop a comprehensive strategy
for permanently reducing acquisition costs.

“Fresh perspectives and innovative thinking
were needed to develop an approach that went
beyond traditional cost cutting,” says Booz
Allen senior vice president Mike Jones, who is
based in McLean, Virginia. “We worked with
the Navy and Electric Boat to develop a meth-
odology called Design for Affordability.”

A key aspect of Design for Affordability is Booz
Allen’s proprietary process called ISSR, which
assesses inherent, structural, systemic, and
realized cost drivers. Development of the ISSR
approach drew on the firm’s experience in
numerous industries of driving down inher-
ent and structural program costs, including
design, cycle time, acquisition component
sourcing, organizational structure, and labor.

Booz Allen consultants worked on joint teams
drawn from the Navy, Electric Boat, and New-
port News Shipbuilding to conduct the ISSR
analysis. Booz Allen also helped Electric Boat
with its supplier relationships, moving away
from a model of continuous rebidding based
solely on price and toward a model built on
joint cooperation with valued suppliers.

In 10 months, the Booz Allen team helped
transform the entire submarine acquisition
process, from design to sea trials. The improve-
ments resulted in a net reduction in total
program acquisition costs of $3.8 billion and
enabled the Navy to accelerate its plan to
double the construction rate to two boats per
year by 2011—one year ahead of schedule.

“As the Department of Defense focuses more
on total ownership costs, Design for Affordabil-
ity will help other programs realize significant
cost savings,” says Jim Beggs, a Booz Allen
senior associate based in McLean.

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Angie Messer / Senior Vice President
“Booz Allen brings a commitment and
partnership to each engagement
that’s truly about helping clients be successful,

and to me, that’s the bottom line.

I am a former US Army officer; my father was in the Army,
and my grandfather was in the Army. What attracted me to
Booz Allen—similar to what inspired me to go to the military
academy—was the acknowledgment and reinforcement that
selflessness, a higher calling, and the good of the broader
team are most important and ultimately rewarded. The
firm’s commitment to teamwork, excellence, integrity, and
ethics were very important to me, and that, too, mirrors
the military profession. At Booz Allen, ‘making a difference’
is the mantra. As the world becomes ever more complex,
it takes a company like Booz Allen to help clients address
their toughest, most intricate challenges.”

ideas

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healthy homecomings for veterans

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To address the complex rein-
tegration issues that Ameri-
can service members and
veterans face after returning
from war, a joint team from
Survivor Corps, the Veterans’
Coalition, and Booz Allen Hamilton convened a diverse
megacommunity™ of organizations representing gov-
ernment, business, nonprofit organizations, academia,
and veterans and their families.

The team first conducted interviews with leaders from
21 organizations engaged in reintegration, which led
to the identification of five key issue areas: reuniting
with family; returning to work and school; accessing
services, benefits, and information; rehabilitation; and
rejoining the community.

To broaden the community of stakeholders working
on these reintegration issues, the team then held two
conferences: the Initiators Conference on the Commu-
nity Reintegration of Service Members and Veterans,
in October 2008, and the Community Reintegration
Summit, in January 2009. At the second event, which
lasted two days, Booz Allen led an interactive simula-
tion exercise that allowed the 150 participants to
identify ways to ease the transition.

“The Path to Healthy Homecomings—Findings from
the Community Reintegration Summit: Service
Members and Veterans Returning to Civilian Life”
summarizes the insights learned from the interviews
and events and recommends steps that stakeholders
can take to ease the reintegration process.

2009 annual repor t | clients 23

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energy

environment

civil benefits & entitlements

transportation

homeland security

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services they deliver to citizens and build
better systems to support their missions.

Booz Allen’s consulting experience support-
ing many different government agencies,
NGOs, and commercial enterprises gives it
insights that cannot be provided by typical
systems integrators, accounting firms, or
implementation firms. Our prior work for
the IRS and the US Treasury has helped us
support change in the financial regulatory
system. In health, we have expertise in
security and IT that will be crucial in build-
ing a national system of electronic medi-
cal records, as called for in the American
Recovery and Reinvestment Act of 2009.

With capabilities in science, technology,
R&D, and innovation, we are contribut-
ing to work now under way in government
laboratories to create alternative energy
sources. We support the development and
security of transportation systems, and
we provide services to the Department of
Homeland Security, including emergency
management and response planning.

As the federal government sharp-

ens its focus on the domestic agenda,
Booz Allen Hamilton is helping civil govern-
ment agencies grapple with such challeng-
es as energy, environment, finance, health,
international development and diplomacy,
law enforcement, benefits, and transporta-
tion. Providing management and technol-
ogy consulting services, Booz Allen helps
federal, state, and local agencies as well
as not-for-profit organizations improve the

+aq

Jimmy Henry, Executive Vice President

What makes a great consultant
and what that means for Booz Allen’s clients

they think a few steps ahead.
Great consultants provide
extreme value and leave their
clients wanting more.

q: What larger trends are

affecting the government
consulting industry?

a: Trends in procurement account-

ability mean consultancies are
facing increased scrutiny. And
with the increased visibility into
both public and private institu-
tions comes an increased focus on
ethics and regulatory compliance.
We’re in a good spot.

q: What does that mean

for Booz Allen?

a: Booz Allen has always been a

strong values-based organiza-
tion. We develop strong ethical
leaders—not simply rule follow-
ers—and we hold ourselves to
a higher standard than simply
complying with “bare minimum”
requirements. Our clients know
and expect this. Doing the right
thing for the right reason mat-
ters to us; it always has.

q: What was your

best day at work?

a: Well…I’ve had several. But to

pick one, I’d have to say it was
one day in the late 1980s when
I was called out of the blue to
meet a new client. At the meet-
ing I was introduced to a Navy
admiral and a senior Booz Allen
person and another senior civil
servant. We sat down to chat,
and I noticed pictures on the
admiral’s wall of a man in a
NASA spacesuit. Then I realized
it was the admiral, Ken Mat-
tingly, an Apollo astronaut. The
person from Booz Allen was Vice
President Dr. Bill Lenoir, another
Apollo astronaut. It took me
about five minutes to realize we
probably had two or three of the
people on the planet who knew
the most about communication
satellites. It was a fascinating
couple of hours, and within about
three months we created and
executed a strategy that allowed
the Navy to buy about a dozen
UHF communications satellites
in a way that had never been
done before and has not been
done since. What an incredible
learning experience for me!

q: What are the greatest

opportunities for Booz Allen
in the civil market?

a: Right now, we have the opportu-

nity to work on some of the most
critical domestic issues and chal-
lenges of a generation. There has
been a distinct, increased focus
on tackling issues in finance,
in the care of the environment,
in energy reform, in containing
health costs and providing ser-
vices to citizenry, and in infra-
structure needs. Domestic issues
are being addressed directly
across the board, so to speak.

q: How is Booz Allen positioned

to help clients address these
challenges?

a: We not only have the functional

expertise required, but we also
have great consultants. Good
consultants get the job done
and they meet their contractual
terms. Great consultants “get
into the heads” of their clients;

2009 annual repor t | clients 25

ideas

What It Takes to Change Government
Successfully Executing Ambitious Strategies

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what it takes to change government

by
Dave Mader
Mader_Dave@bah.com
Jeff Myers
Myers_Jeff@bah.com
Steven Kelman
Steve_Kelman@harvard.edu

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To determine the attributes
of leaders able to transform
government—in part by
examining those who fail
at it—Booz Allen Hamilton
teamed with Harvard Univer-
sity professor of public management Steven Kelman
on an 18-month study that focused on 11 federal
executives and their agencies; eight were deemed
successful; three were not. The aim was to find out
precisely how successful agency leaders initiate and
execute change.

Also written by Booz Allen senior vice president Dave
Mader and senior associate Jeff Myers, the study,
“What It Takes to Change Government,” identifies the
best leadership practices used by successful govern-
ment executives. “We also found [that] leaders who

are able to spur important transformation were not
only good at directing change, but also used solid, day-
to-day management techniques,” the authors wrote.

The study offers advice to incoming public executives,
including limiting goals, planning deliberately, collabo-
rating with stakeholders and employees, and using
metrics to evaluate success.

This study is gaining currency in Washington, DC, as
indicated by the comments of Washington Post staff
reporter Joe Davidson in a June 2009 article. He
remarked that studies on government efficiency often
cross his desk, but this one inspired further investiga-
tion because it not only detailed activities that worked,
but also highlighted leaders who have failed.

Lloyd Howell / Executive Vice President
“As chair of Booz Allen’s Ethics Committee, I especially understand
the importance of trust in our business relationships,
our personal lives, and now, increasingly, in the use of social media.

The Internet and trusted networks are changing
the way the federal government does business.
Government can now interact individually with
each citizen, and that exchange of ideas will effect
change. Booz Allen understands that adapting to
change may require more efficient processes, better
human resource management, or renewed empha-
sis on learning and strategic communications, and
we have worked as a trusted partner with hundreds
of clients across all of these dimensions.”

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transforming how the US government
accounts for over 300 million people

Every 10 years, by law, the US government
sets out to count every person living in the
nation and its territories. By the time the 2010
Census is complete, the US Census Bureau
expects to have hired as many as 1.2 million
temporary workers to account for more than
300 million people in 134 million housing
units—and it’s critical that the bureau get the
numbers right.

Ever since the first census was conducted by
US marshals on horseback in 1790, census
data has played a critical role in the govern-
ment’s ability to decide on matters of conse-
quence to us all. The census drives Congressio-
nal apportionment, the process of dividing the
435 memberships, or seats, in the US House of
Representatives among the 50 states. Census
results also inform the annual distribution of
more than $400 billion of federal aid to state,
local, and tribal governments for roads, hos-
pitals, schools, emergency services, and senior
centers, as well as decisions for government
programs such as Medicaid. The census pro-
vides insights into how Americans live—and
how the government might serve them better.

Continuing a successful partnership that be-
gan in the mid-1990s, Booz Allen Hamilton and
the US Census Bureau are working together
to increase the efficiencies and transparency of
the 2010 Census budgeting process. To support
this goal, while meeting the country’s need for
increasingly accurate and less-costly census
data, Booz Allen designed and implemented in-
novative budget strategies that would simplify
the cost estimation process for the decennial
census. By involving a range of experts in
cost accounting, business intelligence, and
executive reporting, Booz Allen helped the
bureau transform a collection of complicated
spreadsheets into a more systematic, dynamic
approach to budgeting and cost estimation.
For example, to help the bureau monitor the
various budget elements and their effect on the
overall decennial budget, Booz Allen developed
the Decennial Budget Integration Tool (BDiT).

“Article I of the Constitution requires the
bureau to count every person in America,
an undertaking made more expensive with
every unreturned census form. Unreturned
forms require census takers to make repeated
household visits to collect the data. In fact,
an increase in responses of just 1 percent can
lead to taxpayer savings of up to $90 million.
As a result, response rate assumptions remain
a key driver in census budget planning,” says
Don Sova, a Booz Allen senior associate based
in McLean, Virginia. “When it comes to the
census, every person counts.”

2009 annual repor t | clients 27

helping hospitals, schools,
and other buildings “go green”

By setting up
groundbreaking
partnerships to
explore new ways
to construct and
operate energy-
efficient schools,
hospitals, commer-
cial properties,
and homes, Booz
Allen Hamilton
is helping the US
Department of

Energy (DOE) Office of Energy Efficiency and
Renewable Energy (EERE) work toward its goal
of creating financially viable commercial build-
ings with net-zero energy consumption by 2025.

“Working with EERE’s Building Technologies
Program, which funds research and technology
development to reduce building energy use,
we’re helping advance the adoption of high-
performance energy-efficient designs, technolo-
gies, and processes that make sense in the
marketplace,” says Michael Miller, a Booz Allen
senior associate based in Washington, DC.

Booz Allen has already helped launch the
DOE’s Commercial Building Energy Alliances.
This set of public–private partnerships brings
government and industry leaders together to
improve the nation’s energy efficiency. With
our help, the DOE has expanded membership
in the partnerships to include more than 15
percent of the retail property market and 23
percent of all commercial building owners, as
well as leaders in hospital energy technology.

Booz Allen is also working with the DOE’s
National Laboratories and Technology Centers
and manufacturers and alliance members
to facilitate connections between relevant
stakeholders so they can all work toward
the adoption of energy-efficient technologies
and practices.

In support of the DOE’s EnergySmart Hos-
pitals program, which aims to promote 20
percent improved efficiency in existing hospi-
tal buildings and 30 percent in new construc-
tion over current standards, Booz Allen has
developed technical tools and materials for
both new and existing hospitals, including a
training curriculum for existing facilities that
addresses program planning, solutions, and
renewable-energy opportunities.

The DOE’s EnergySmart Schools program
seeks to catalyze improvements in the energy
efficiency of the nation’s new and existing
K–12 schools, thereby improving indoor envi-
ronmental quality, optimizing school building
operations, and saving as much as $2 billion
annually. For this sector, Booz Allen developed
two publications, the Guide to Financing
EnergySmart Schools and the Guide to Operat-
ing and Maintaining EnergySmart Schools.

Booz Allen is also supporting development
of the DOE’s Builders Challenge, a voluntary
public–private effort intended to increase
demand for energy-efficient homes.

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greening enterprises

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As organizations develop
their sustainability strate-
gies, they’re encountering
some hard questions:

• What sustainability

best practices should we follow?
• What returns will we get on our investments?
• Which approach should we take, and where

should it start?

In “Greening Enterprises: How to Assess and Develop
Your Organization’s Drive Toward Sustainability,” Booz
Allen Hamilton principal Alan Falk and senior associ-
ates Stephen Buchanan and David Erne detail exactly

how organizations can establish a successful
sustainability program.

By pairing a free Booz Allen–developed diagnostic,
the Green Pulse Check (www.greenpulsecheck.
com), with the firm’s Sustainable Green Enterprise
Framework, organizations can rapidly evaluate their
own sustain ability programs, compare them with the
programs of other organizations within their sectors
and those of the federal government, and then use the
four-step enterprise framework to develop their own
sustainability programs.

Together, the diagnostic and enterprise framework
provide the holistic approach organizations need to
create a truly successful sustainability program.

Pat Peck / Executive Vice President
“Addressing cybersecurity cannot be a piecemeal process. It is
too large and complex for any one authority to handle alone and is much

broader than a technology issue—it is a mission integration challenge.

Federal agencies today often share overlapping mission
responsibilities, not just with each other, but increasingly
with other public and private entities. Against this back-
drop, cyber-attacks continue to grow more sophisticated,
targeted, and serious. We bring to bear on this issue
a very deep knowledge of our clients’ missions and the
challenges they face. Part of Booz Allen’s success has
been its distinctive ability to bring together the best
minds in industry and government to connect cybersecu-
rity efforts with broader mission efforts. Cybersecurity
goals can be met only through a comprehensive
and synchronized approach that integrates technology,
operations, culture, management, and policy change.”

2009 annual repor t | clients 29

Jack Mayer / Executive Vice President

“In ways that we could not have imagined
before 9/11, homeland security is an
area critical to Booz Allen and its clients.

On that day, our firm lost three valued colleagues who
were helping Army clients with a soldier benefits program
at the Pentagon. Because of that I, along with many of
my colleagues, have a very personal connection to our
work with the Department of Homeland Security (DHS).
We’ve been working with the agency since its inception
seven years ago, and today we’re supporting DHS in all
of its basic mission areas. It is a privilege for Booz Allen
to work with DHS toward the greater good of protecting
our citizens and the nation.”

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toward health information liquidity

president Susan Penfield, one of the study’s authors,
at a National Press Club gathering.

The study emphasizes, however, that health IT alone
will not improve healthcare. The authors—Booz Allen
vice president Kristine Anderson and alumni Margo
Edmunds and Mark Belanger, in addition to Penfield—
note that the paperless system needs a supporting
national infrastructure, including health IT standards
and policies that are monitored on a national level.

Advances in US electronic health record systems have
been made, primarily in the Department of Defense
and Department of Veterans Affairs, but adoption
remains low. Fortunately, as the report makes clear, in
a healthcare system informed by a national health IT
strategy, the underperformance of the past does not
have to stand as a guide for the future.

Toward Health Information Liquidity
Realization of Better, More Efficient Care from the
Free Flow of Health Information

Mark Belanger
belanger_mark@bah.com

Margo Edmunds
edmunds_margo@bah.com

Kristine Martin Anderson
anderson_kristine_m@bah.com

by
Susan L. Penﬁeld
apenﬁeld_susan@bah.com

d
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People may disagree on the
details of healthcare reform,
but there’s little argument
that medical costs are rising,
communication between
providers is limited, and ba-
sic standards of care vary widely across regions and
economic levels. A Booz Allen Hamilton study, “Toward
Health Information Liquidity: Realization of Better,
More Efficient Care from the Free Flow of Information,”
offers one way to improve healthcare and reduce its
costs: encourage the system-wide exchange of health
information, allowing it to flow faster and more freely.

“Health IT gives us the opportunity to make improve-
ments in health quality, efficiency, convenience, and
outcomes, while encouraging innovation and providing
a foundation for a new standard of patient-centered
and team-oriented care,” said Booz Allen senior vice

Jack Mayer / Executive Vice President

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establishing an
integrated healthcare system

Since 2005, Booz Allen Hamilton has been
helping multiple defense clients respond to
the recommendations of the Base Realignment
and Closure (BRAC) Commission to shut down
more than 20 Army, Navy, Marine Corps, and
Air Force installations and move personnel
to other existing facilities. One such client is
the Joint Task Force National Capital Region
Medical (JTF CapMed), which was established
in September 2007 to oversee the creation of a
single military healthcare system for the na-
tion’s capital region that will ensure the best
care possible for wounded warriors.

Booz Allen is helping JTF CapMed manage the
enormously complex, $2.4 billion transition,
which includes closure and consolidation of the
historic Walter Reed Army Medical Center and
the establishment of world-class facilities at
Walter Reed National Military Medical Center
on the campus of the current National Naval
Medical Center, in Bethesda, Maryland, and
the new Fort Belvoir Community Hospital in
Virginia. In all, 160 clinical services will move
from the old Walter Reed institution to the new
facilities, which are required by BRAC law to
be fully operational by September 15, 2011.

“This effort goes well beyond implementing
BRAC mandates to create a model for joint
military health,” says Regina Little, a Booz
Allen senior associate based in Rockville,
Maryland. “We’re helping JTF CapMed create
a model for the future of military medicine.”

Since 2007, Booz Allen has been support-
ing JTF CapMed across all dimensions of
change—people, process, technology, and
physical infrastructure—spanning program
management, design and construction man-
agement, clinical and workforce planning,
information management, and other services.

In addition, Booz Allen’s health team is en-
gaged in healthcare planning, creating a con-
cept of operations for the new hospital system.
Because the project includes the relocation of
nearly 8,000 personnel and patients and an
unprecedented joint staffing approach, with a
mix of Army, Navy, and Air Force medical pro-
fessionals, Booz Allen experts in strategy and
organization are working through personnel
and culture change initiatives.

To help JTF CapMed reveal any unforeseen
concerns, Booz Allen conducted a four-day
wargame simulation with more than 130 par-
ticipants, including clinicians, base transition
managers, and warrior families. The session
evaluated three courses of action for moving
patients, staff, and equipment and helped iden-
tify next steps to ensure quality healthcare
and patient safety—and avoid costly mistakes.

“Booz Allen’s strength in this ‘first of its kind’
challenge is our ability to bring forth experts
from all capabilities across the firm,” says
Robert Silverman, a Booz Allen vice presi-
dent based in McLean, Virginia. “Our success
will be measured by our client’s legacy in the
delivery of world-class medicine at the new
hospitals for years to come.”

2009 annual repor t | clients 31

strategic
planning

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solutions in cybersecurity, Booz Allen offers
sophisticated analytical services as well as
planning, policy development, assurance
and risk assessments, and other consult-
ing services to help safeguard networks
crucial to the public and private sectors.

Drawing on its management consulting
experience and broad functional expertise,
Booz Allen helps security clients in the
intelligence community develop forward-
thinking approaches to mitigate evolving
risks and think through issues related to
strategy, organizational design, and culture
change, supporting mission success.

Booz Allen is also helping implement
intelligence community reform initiatives
related to the Intelligence Reform and
Terrorism Prevention Act. In our work for
joint staff directorates and unified combat-
ant commands, we provide all-source intel-
ligence analysis, collection management,
and open source intelligence conducted in
fast-breaking situations. We also provide
assistance with analytical systems and
intelligence training, and help our security
clients develop and execute a vision for
their organizations.

Booz Allen Hamilton partners with

clients to support their vital security mis-
sions, bringing to each assignment an
in-depth understanding of the client orga-
nization, a consultant’s problem-solving
orientation, and expertise that includes
strategic planning, program development
and execution, information technology, all-
source intelligence analysis, and more.

The world’s growing reliance on informa-
tion technology has introduced a level of
real-time connectedness that has made
the US much more effective in the mission
of intelligence, but it has also introduced
increased vulnerability that must be miti-
gated. As a leading provider of innovative

+aq

Mike McConnell, Executive Vice President

How Booz Allen’s collaborative culture
translates into better results for clients

q: How do you describe

Booz Allen to someone who is
unfamiliar with the firm?

a: We are problem solvers. When a

problem is too complex for gov-
ernment to address on its own,
Booz Allen assembles capabili-
ties, insights, and understand-
ings from experts in a variety
of fields to shape the thinking
about the issue and help define
and implement lasting solutions.

q: What makes Booz Allen

different from other places
you’ve worked?

a: I’ve held positions in the Navy,

in the National Security Agency,
and on the Joint Chiefs of Staff.
Of all the places I’ve worked,
Booz Allen is unique in the way
it has embedded collaboration
in its culture. I’m a collabora-
tive person by nature. Having a
collaborative style is good, but
working in an institution that’s
collaborative is great because it
leads to better results.

Here, too, our collaborative
environment is a differentiator.
If you understand how to protect
top-secret war-planning efforts,
you also have insight into how
to harness technology in other ar-
eas, such as getting the benefits
of using electronic databases in
the medical community while
ensuring the integrity of health-
care records and protecting
patients’ privacy. The thinking is
transferable.

q: What impact do you see Booz

Allen leaving on the world?

a: Booz Allen makes a difference.

We are improving our clients’
ability to accomplish their mis-
sion, whether it’s the National
Security Agency, the US Navy, or
the National Park Service. And
by helping clients meet their
challenges, with solutions that
save lives, make our nation safer,
and protect the environment,
we’re having a positive impact
on the world. Our legacy has
been one in which our people, our
clients, and our work matter.

q: How is the security market

changing?

a: Like the rest of government, the

intelligence community is con-
tinually seeking ways to be more
efficient, more capable, and more
enabled. Although information
technology has introduced a level
of connectedness that increases
effectiveness in the mission of
intelligence, it has also intro-
duced levels of vulnerability that
increasingly must be mitigated
across all of government. The fact
that you are exchanging informa-
tion on the global infrastructure
means others could interfere
with the exchange of information
or your capabilities, or even at-
tack the country.

q: What’s unique about

Booz Allen’s approach to
risk mitigation?

a: We are very entrepreneurial in

how we address the problem.
Booz Allen helps large institu-
tions think through the strategy,
the culture change, and the orga-
nizational approach, as well as
the technical aspects. We benefit
from our heritage as a commer-
cial consulting company in help-
ing government think through
and mitigate risk holistically.

2009 annual repor t | clients 33

ideas

g
n

cyberpower: the key to economic growth,
civic empowerment, and national security

d
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e

History, we’ve learned again
and again, is prologue. Booz
Allen Hamilton principal
Patrick Gorman believes that
policymakers who are hesitant to craft a broad-based
national cyber-strategy wrongly view the cyber-revolu-
tion as unprecedented, with no historical parallels. In
“The Road to Cyberpower: Seizing Opportunity While
Managing Risk in the Digital Age,” Gorman connects
the cyber-revolution to historic breakthrough technolo-
gies, from the rise of manufacturing in the 1770s to
the dominance of oil and autos in the 20th century.
He further provides a framework for success in the
cyber-age, offering recommendations that include:

• Balance cyberspace investments across government,
business, and civil sectors. To show how each sector
complements the others’ growth, Gorman cites the
advances achieved when the heavily subsidized rail-
roads first crisscrossed the US in the 19th century.

• Build trust in cyberspace and establish standards for
cybersecurity. The historical record shows that gov-
ernment rules and regulations, despite arguments
that they are anathema to the Internet’s openness,
are consistent with previous eras. If public trust is
undermined, organizations and people will not use
new technologies, preventing them from maturing.
• Encourage a megacommunity™ of stakeholders to
address problems and adopt a comprehensive
approach. Governing the Internet, which isn’t solely
technical in nature, requires the collective efforts
of public, private, and civil organizations. Making
automobiles safer, for example, has included the de-
velopment of antilock brakes, safety legislation, and
campaigns to change attitudes about infant seats.

“In reality,” Gorman writes, “the cyber-age is not as
unique as many would believe. We have been here
before.” And therein lie the lessons.

Joe Mahaffee / Executive Vice President
“It’s critical for our firm and the nation that we grow
and develop the next generation of cyber-experts.

We have created our own Cyber University to train
analysts, engineers, computer scientists, and other
network security and IT professionals in cyber-related
technologies and have formed partnerships with
Johns Hopkins University and the University of Maryland
to help prepare talented young men and women for
careers in this vital field.”

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tapping student interns to drive innovation

A wikimap application compiles
layers of maps in real time to be able to
show roadblocks and collapsed bridges

A partnership between Booz Allen Hamilton
and the National Geospatial-Intelligence
Agency (NGA) InnoVision Directorate over-
came one of the biggest challenges of innova-
tion: turning novel ideas into usable solutions.
The real-world solution Booz Allen and the
NGA developed focuses on placing geospa-
tial intelligence (imagery and maps) into the
hands of US soldiers on the ground.

“To realize the NGA’s long-term goal for im-
proving the situational awareness of soldiers
in the field, Booz Allen and the NGA came up
with a new way to create an environment in
which innovation could flourish,” says Jack
Welsh, a Booz Allen senior vice president
based in Herndon, Virginia. “The plan involved
bringing together young minds unencumbered
by the knowledge of existing NGA applications
to work with experienced soldiers.”

Booz Allen recruited and hired eight student
interns with backgrounds in software develop-
ment, mobile handheld devices, and systems
engineering from five colleges and a high
school. Their assignment was dubbed Project
ARIES (for advanced real-time integrated
execution system).

Working closely with the NGA, Booz Allen
defined four battlefield scenarios that would
occur in remote locations that might or might
not have wireless connectivity to a network.
The interns collaborated with three soldiers
from the Wounded Warrior Project at Wal-
ter Reed Army Medical Center for 10 weeks.

Guided by the soldiers’ experience and Booz
Allen’s technical expertise in security and IT,
the team developed a working prototype to ad-
dress the four scenarios. Built around a mobile
ad hoc network of devices that could communi-
cate without routers, the prototype includes:

• Voice over IP, text twittering, and a panic
button that can alert soldiers of an urgent
situation, offering situational awareness.
• A wikimap application that compiles layers
of maps in real time, and a battle drawing
board application that allows soldiers to
mark targets or routes, providing up-to-date
information on unfamiliar terrain.

• A virtual reality graphical representation,
giving soldiers a 360-degree field of view.
• An infrared 2-D mapping function, allowing
soldiers to navigate areas where there is no
GPS signal, such as caves.

After Project ARIES ended, the NGA awarded
each intern a certificate of appreciation thank-
ing them for their contributions to “reducing
future combat casualties.” Moreover, the NGA
is considering a follow-on program to build on
the interns’ work and further develop the most
promising applications in the prototype.

“Project ARIES demonstrated an effective ap-
proach for delivering innovative solutions to
clients,” says Gary Craig, a Booz Allen princi-
pal based in Herndon. “It’s not surprising the
applications have also captured the attention
of government agencies outside of NGA and
the intelligence community.”

2009 annual repor t | clients 35

creating a geospatial concept of
operations for improved disaster response

The effort also complements the National
Response Framework, which establishes a
national all-hazards approach to domestic
incident response. The GeoCONOPS provides
guidance to align the geospatial resources
needed to support federal responsibilities
under the Stafford Act, which describes the
programs and processes by which the federal
government provides disaster and emergency
assistance to the nation.

Booz Allen has completed the project’s first
phase, which defined which federal authorities
to reach out to during non-catastrophic local
events, such as a small flood. The Booz Allen
team is now establishing this same informa-
tion for catastrophic natural disasters on the
scale of Hurricane Katrina or a devastating
earthquake. Next, the firm will approach
geospatial mapping in the event of a terrorist
attack or another non-natural disaster.

As an outgrowth of this work and based on
Booz Allen’s efforts, the GeoCONOPS will
be included for the first time in 2011 in the
National Level Exercise, the annual prepared-
ness planning scenario ordered by the Federal
Emergency Management Agency.

“Beyond drafting the concept of operations it-
self, we are also helping foster a more collabor-
ative environment for the many professionals
whose work touches on geospatial technology,”
says Anne Miglarese, a Booz Allen principal
in McLean, Virginia. “As they work with us
to designate appropriate mapping sources,
they are building relationships and sharing
best practices that will not only advance the
federal government’s coordination of disaster
response, but also help save lives.”

Many of the most complex problems facing the
US national security and intelligence commu-
nities today have to do with finding new ways
to combine and share information. Consider
the immediate aftermath of a natural disaster
or terrorist attack, when emergency respond-
ers and their coordinators need a clear sense
of what is happening where.

To create a common approach for choosing
which information source to use in a natu-
ral or other disaster, Booz Allen Hamilton is
working with the Department of Homeland
Security’s Geospatial Management Office to
document authoritative sources of geospatial
information at the federal level for use in
homeland security and emergency manage-
ment activities. The multiyear project is
creating a federal interagency geospatial
concept of operations (GeoCONOPS) to reduce
redundancy, confusion, and delay in times
of crisis.

“Essentially, we’re creating a very detailed
plan so that geospatial analysts who are
providing key mission support can readily get
geospatial information that’s accurate,”
says Noah Goodman, a Booz Allen associate
based in McLean, Virginia, who notes that
the team interviewed 46 federal entities over
the past year.

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Joan Dempsey / Senior Vice President
“I’m proud to have spent 25 years in the government,
and proud that I can continue to contribute
to the nation’s security at Booz Allen.

I see firsthand the quality and caliber of the people we hire.
They bring critical, innovative thinking to the big problems our
clients face. Our security clients have told us that we under-
stand their challenges as well as we understand them and
their mission. We don’t have a learning curve; our clients
don’t need to educate us about what they need. That means
that we can help them find solutions fast and provide a higher
quality of delivery. Booz Allen gets it right the first time so
that clients save money over the long run.”

new thinking takes the guesswork
out of managing change

ideas
ChangeBy Chris Blose

Business

A new executive education program — the first of its kind —
puts the pieces of change management together.

e
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of

g
n

d
a
e

For a change management consultant dealing with government
agencies, the ideal situation is this: You walk in on day one, and
everyone welcomes you with open arms. The leaders are gung-ho
about the task at hand — whether it be installing a new technology
system, merging two disparate cultures, or completely overhauling
the organizational structure.

The employees are equally enthusiastic. They chat over coffee and
donuts about just how excited they are by the change, which is laid
out in clear and understandable terms for all. You, the consultant,
are given complete access to all the resources, space, and people
you need to get the job done.

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msb.georgetown.edu

As government programs be-
come more complex, agency
leaders need proven change
management techniques. But

there aren’t any established or widely accepted stan-
dards for what change management is and can do.

Booz Allen Hamilton conducted an in-depth study of
competency standards, education programs, tools,
and methods and determined the need for a new,
interdisciplinary approach to change management.

Partnering with Georgetown University’s McDonough
School of Business, Booz Allen has created a gradu-
ate-level certification program for change management
advanced practitioners, the first of its kind. The inten-
sive five-month program brings together Georgetown’s
faculty and Booz Allen change management experts

in a curriculum that combines theoretical models with
practical approaches and real-world government
experience. The program, which will have certified
400 Booz Allen employees by the time it opens
to the public in spring 2011, helps inform industry
standards, establishes a formal training curriculum,
and requires skills demonstration, testing, indepen-
dent evaluation, and continuing education.

“This program will help our government clients
verify that they have access to leading-edge change
management skills from certified experts who can
help them effectively implement major change,
mitigate risk, and protect their investments,” says
David Humenansky, a Booz Allen senior vice president
based in McLean, Virginia.

2009 annual repor t | clients 37

entrepreneurship

trust
respect
client service

k
r
o
w
m
a
e
t

core values

integrity

diversity

professionalism
excellence

s
s
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a
f

changing the
world for the better

advancing sustainability and social responsibility

For 95 years, Booz Allen Hamilton has served as a trusted and long-term partner to clients,

conducting business with integrity and adherence to the highest ethical standards.

Although our primary goal is to help clients be successful, we never forget that our work can

also help make the world a better place.

Our people owe their success—and the firm its longevity—to the 10 Core Values that they

uphold: client service, diversity, excellence, entrepreneurship, teamwork, professionalism,

2009 annual repor t | changing the world 39

“Booz Allen’s ability to make a difference for
clients and the world comes directly from
the way our people live the firm’s Core Values.”

— Ralph W. Shrader

Chairman and Chief Executive Officer

fairness, integrity, respect, and trust. These values guide how we conduct business
and how our company and people operate in all dimensions—with clients, in pro bono
engagements, and in volunteer efforts—to create results.

Booz Allen’s ability to make a difference originates with its dedicated professionals.
We attract the best and the brightest and provide challenging work experiences, ongo-
ing learning opportunities, flexible working arrangements, and a strong, values-based
culture to develop our staff’s talents—and exceed client expectations.

Booz Allen people make a difference beyond the walls of their clients’ offices, too. In
ways as varied as incorporating eco-friendly practices and policies into the arts, help-
ing young people learn science and math skills, and developing a long-term program to
prevent marine debris from entering the earth’s oceans, the people of Booz Allen contrib-
ute to creating a sustainable environment in others’ communities, workplaces, and lives.

Because Booz Allen believes in applying a broad range of attitudes and resources
to every endeavor, the firm cultivates a pluralistic culture where all can contribute.
Our grassroots diversity forums—including those for women, former members of the
armed services, people with disabilities, administrative professionals, African-
Americans, Asian Pacific Americans, Latin Americans, flex workers, parents, multi-
nationals, and gay, lesbian, bisexual, and transgender employees—help our staff grow
personally and professionally.

On the following pages, read more about how Booz Allen’s people are helping
communities and institutions thrive.

going
green

taking action to support

environmental stewardship and sustainability

As Booz Allen grows, it seeks environmentally
friendly offices. In Rockville, Maryland, the firm
leases 48,137 square feet in the Tower Building,
which is LEED Silver certified

received the Fairfax County Business Recycling
Award for the second year in a row, while the
Herndon, Virginia, office garnered the prize for the
first time.

In addition, most Booz Allen offices have estab-
lished employee-led Green Clubs that develop
sustainability programs unique to their locations,
offer up new ideas for the Sustainability Commit-
tee to consider, and coordinate pro bono environ-
mental activities in their regions.

Supporting clients’ drive to sustainability
The firm’s sustainability campaign also in-
volves work with clients. Booz Allen is heavily
invested in delivering groundbreaking solutions
for clients that address global environmental
challenges while promoting responsible consump-
tion of resources. For example, Booz Allen and
the US Green Building Council published the
“Green Jobs Study,” which analyzed how green
buildings support the economy and found that
developments hewing to sustainable design and
construction practices will support 7.9 million
US jobs and add $554 billion to the American
economy over the next four years.

Booz Allen Hamilton’s sustainability effort is a
multifaceted campaign to protect the environ-
ment that begins with internal operations and
extends well beyond the firm’s walls.

Booz Allen is committed to limiting the environ-
mental footprint of its internal operations. The
Sustainability Steering Committee, made up of
officers, and the Sustainability Committee, com-
posed of senior employees, ensure that sustain-
ability concepts are fully incorporated into facili-
ties infrastructure, procurement, travel, human
resources, and information systems.

In 2009, as a testament to the work of the Sus-
tainability Team, the McLean, Virginia, campus

140,000

pounds of electronic equipment
(computers, monitors, printers,
copiers) was decommissioned
and recycled by Booz Allen in 2009

In addition, Booz Allen has helped prepare a
pathway for the New York Metropolitan Trans-
portation Authority to quantify the benefit to the
region’s greenhouse gas emissions when people
use mass transit instead of personal vehicles.

Booz Allen has also created a methodology to
help organizations design and implement
effective environmental strategies. The process
begins with a Green Pulse Check (www.green-
pulsecheck.com), offered free of charge, which lets
organizations evaluate their own current sustain-
ability programs. A more detailed framework
defines the specific steps that an organization can
take to improve its sustainability profile.

Pro bono environmental efforts
The degree of Booz Allen’s commitment to sus-
tainability principles is perhaps best exemplified
by its many pro bono efforts. The most promi-
nent over the past few years has been the firm’s
partnership with the Wolf Trap Foundation for
the Performing Arts. The firm helped the foun-
dation develop a plan for achieving its goals of
becoming carbon neutral, generating zero waste,
and motivating other arts institutions to adopt
environmental practices. Booz Allen’s work with
Wolf Trap has also involved evaluating the emis-
sions that occur when audiences come to perfor-
mances and conducting cost-benefit analyses for
energy efficiency opportunities. In February 2009,
Booz Allen and Wolf Trap were honored by PR
Newswire with a Corporate Social Responsibility
Award in the Environmental Stewardship cate-
gory for the Go Green with Wolf Trap initiative.

David Erne, a Booz Allen senior associate in
McLean who has volunteered hundreds of hours
to work on the Wolf Trap campaign, says, “Our
support is critical to our belief that we must
be proactive and generous to make real change
in environmental attitudes and conditions.”

Booz Allen Hamilton
Statement of Commitment
Environmental
Stewardship
and Sustainability

Booz Allen Hamilton is committed to
creating significant and lasting improve-
ments to the sustainability of our
world—through the work we do for our
clients and in the way we work.

We develop innovative and sustain-
able solutions for our clients to help
address global challenges, while
promoting responsible consumption of
resources in operating our business.

Our sustainability commitment is fur-
ther strengthened by our partnerships
and philanthropy in the communities in
which we live and work.

By taking actions within our company to
operate responsibly in all dimensions,
we deliver on our responsibility to our
employees, clients, and investors to be
effective stewards of our resources.

This is in keeping with our commitment
to exceptional people, excellence in our
work, and a spirit of service in every-
thing we do.

Ralph W. Shrader, Ph.D.
Chairman & Chief Executive Officer
March 1, 2010

2009 annual repor t | changing the world 43

Willie McFadden spent 23 years in the US
Army, most recently as a full professor at the

US Military Academy at West Point. He is a 1983
West Point graduate himself, and with a master’s
degree in operations research and a Ph.D. in
engineering management, he could have written his
ticket to anywhere when he retired from the Army.
So why Booz Allen?

Willie McFadden /
From West Point
to Booz Allen

“It was the quality of Booz Allen’s people, from the
staff all the way up to leadership,” says McFadden,
a senior associate in Huntsville, Alabama, who spe-
cializes in modeling, simulation, wargaming, and
analysis. “You get spoiled at West Point because
you work with some of the best and brightest. I was
impressed that I could work with the same caliber
of skilled and talented folks here at Booz Allen.”

One of McFadden’s first assignments was to build a
summer internship program to discover and groom
new talent. “If we don’t have strong junior staff,
we’re not going to grow,” he says. “They bring new
energy, ideas, and learning to our organization.”
He works with area universities to recruit interns,
some of whom have since joined the firm. McFadden
also serves as a board member of several nonprofit
organizations related to his field, including the Ameri-
can Society for Engineering Management, where he
served as president and is now a fellow.

One of McFadden’s passions is gardening. “Being
outside, mowing the yard, weeding and planting—
gives me a sense of accomplishment because
within hours, you can see the results of your work.”
He adds, “I feel the same way about my career at
Booz Allen—I can see I’m making a difference.”

2,420employees have been with

Booz Allen for more than 10 years

winning

workplace an employer

of choice

Booz Allen Hamilton’s commitment to
its people and to continually enhancing
its workplace environment is evident
in dozens of awards from major
publications and organizations over the
past year, including:

“100 Best Companies to Work For”

— Fortune magazine

“Best Firms to Work For”
— Consulting Magazine

“Working Mother 100 Best Companies”

— Working Mother magazine

“Best Places to Launch a Career”

— Business Week

“50 Best US Places to Work”

— www.glassdoor.com

“ Best Places to Work” in the
Washington, DC, metro area
— Washingtonian magazine

“Best Places to Work in IT”
— Computerworld magazine

“Top 100 Military-Friendly Employers”

— G.I. Jobs magazine

“ Ten Best Corporations for Veteran-
Owned Businesses”

— National Veteran-Owned

Business Association

“Top 50 Employers for Women Engineers”

— Woman Engineer magazine

“2009 Best Diversity Companies”

— Diversity/Careers in Engineering &
Information Technology magazine

“Top 50 Employers of 2009”

— Careers & the disABLED magazine

“ Most Admired Company
for Minority Professionals”

— Career Communications Group

“ 50 Best Fertility-Friendly
and Adoption-Friendly Companies”

— Conceive magazine

Horacio Rozanski /
Executive Vice President,
Chief Personnel Officer

“Leading as a socially
responsible organi-
zation requires creating

significant and long-term
improvements
to the sustainability
of our world. That’s why we
leverage our entire talent
base—in the work we do for
our clients, in the way we

operate as a business, in our

community volunteer efforts—
to effect change that
is global and lasting.”

2009 annual repor t | changing the world 45

100%of entry-level hires participate

in formal mentoring programs

“It’s estimated that about 80 percent of all
data collected has a geographic component,”

says Anne Miglarese, an expert in geospatial map-
ping, which links three-dimensional views of the
earth with analytical databases of historical and
current information. “Government agencies and pri-
vate industry rely on geospatial technology for such
things as estimating crop yields, protecting wetlands,
supporting warfighters, and modeling telecommuni-
cations infrastructures.”

Miglarese, a principal in McLean, Virginia, was
recently appointed to chair the National Geospatial
Advisory Committee (NGAC), a public–private com-
mittee established to provide advice and recom-
mendations for the national spatial data infrastruc-
ture. Booz Allen provides Miglarese’s expertise to
the committee on a pro bono basis.

Each year, a tremendous amount of data that can
be mapped geospatially is collected. “The NGAC’s
mandate is to recommend policies and procedures
for using that data,” says Miglarese. “Having ac-
cess to information is a key tenet of our society,
but at some point, all this unclassified data can be
assembled into a rich presentation of reality that
could pose a security risk. Where do we as a soci-
ety draw the line?”

A member of the firm’s security team, Miglarese
also advises others across the firm about using
geospatial technology to address client needs.
“I love the environment at Booz Allen,” she says.
“I work with very smart people who embrace col-
laboration, and I find that exceptionally refreshing.”

Anne Miglarese /
Sharing Expertise
for the Public Good

of entry-level hires participate

in formal mentoring programs

embracing

diversity a culture where everyone’s

perspective is valued

Senior Associate Cheryl Johnson,
one of 15 Booz Allen employees who received
a 2009 Women of Color Technology Award

One of the firm’s oldest employee
forums is GLOBE (supporting gay,
lesbian, bisexual, and transgender
staff ), which celebrated its 10th an-
niversary in November 2009 with
a gala; it has grown into an orga-
nization with 11 chapters in offices
across the country.

“Because we have a welcoming envi-
ronment, it allows us to attract peo-
ple who will strengthen our team,”
Chairman and CEO Ralph Shrader
told the GLOBE gala. “It allows us
to build a stronger family. It allows
us to have a better Booz Allen.”

Workplace recognition
One of many accolades (see page
45) that Booz Allen received over
the year for its commitment to
diversity was the firm’s inclusion—
for the 11th consecutive year—on
Working Mother’s list of best places
to work.

The accomplishments of 15 Booz
Allen women also earned them in-
dividual Women of Color Technology
Awards, and the Society of Women
Engineers recognized a Booz Allen
man, Executive Vice President Neil
Gillespie, for his advocacy in plac-
ing women in leadership positions
throughout the firm.

Such third-party validation is re-
warding, but it’s not a surprise:
Booz Allen has continually built on
its commitment to the development
and promotion of women of all
backgrounds.

A supportive environment
Today, the firm is reinforcing that
commitment through its Women’s
Agenda, established in the fall of
2008, Women’s Forum, and other
programs. In 2009, the Women’s
Agenda team conducted a firmwide
survey as the first step in provid-
ing a systematic approach for the
ongoing advancement of women at
the firm. In part as a result of the
survey, new mentoring and devel-
opment programs are playing an
increasing role at Booz Allen.

Senior Vice President Susan Pen-
field, who co-leads the Women’s
Agenda with Senior Vice Presi-
dent Betty Thompson, says, “We
fundamentally believe in bringing
diverse skill sets and experiences to
help solve our clients’ challenges—
and in sustaining an environment
in which women and all diverse
populations can succeed.”

Booz Allen Hamilton believes that
an environment that fosters respect,
inclusion, and opportunity for all
employees results in the delivery of
stronger solutions to clients.

The firm launched the Board
Diversity Initiative in 2003, set-
ting benchmarks for embedding
diversity throughout Booz Allen.
The firm’s corporate training and
mentoring opportunities, diversity
awards program, and partnerships
with community- and minority-
based organizations only reinforce
the more than a dozen employee fo-
rums, including the African Ameri-
can Forum, the Armed Services
Forum, the Disability Forum, and
the Parents Forum, among others,
in which employees have a voice.

2009 annual repor t | changing the world 47

thought
leadership

applying firm knowledge

to help shape the national agenda

A 2009 Aspen Ideas Festival panel with (R to L)
Booz Allen executive vice president Jack Mayer;
David Kennedy, head of Stanford’s Bill Lane Center
for the American West; Alan Greenspan, former
Federal Reserve Board chairman; and T. Alexander
Aleinikoff, dean of Georgetown University Law Center

Innovation and
change in gov-
ernments and
economies were
a continuing
theme during the 2009 sessions.
Booz Allen senior vice president
Joan Dempsey moderated a panel
called “Digital Democracy,” focused
on whether social media plays a
different role in totalitarian regimes
such as Iran than it does in demo-
cratic nations. An-
other panel, led by
Booz Allen senior vice
president Gary Labo-
vich and made up
of Washington Post
columnist Michael
Kinsley and other
journalists, painted
a picture of an Amer-
ican labor landscape
without the Detroit automakers. And
in still another discussion, Booz
Allen senior vice president Donald
Pressley led a panel that explored
the merits of building integrated
and wide-ranging economies in the
Middle East.

Cyber-issues
In November, appearing on the
TV show 60 Minutes, Booz Allen’s
Mike McConnell (pictured below,
left, with 60 Minutes correspondent
Steve Kroft) shed light on the in-
creasingly dangerous prospect of
cyber-warfare—attacks on digital
infrastructure, including oil, gas,
financial, and transportation sys-
tems. McConnell warned that such
an attack by cyber-terrorists could
render the most
critical sectors
of the nation
inoperative.
“And what I’m
worried about
is, because of so
many compet-
ing priorities,
we…will not get
focused on this

problem until we have some cata-
strophic event,” McConnell said.

A Booz Allen study developed in
conjunction with the Partnership
for Public Service, “Cyber In-Secu-
rity: Strengthening the Federal Cy-
bersecurity Workforce,” backed up
McConnell’s concerns. The report

With a 90-plus-year history of help-
ing public and private organizations
implement innovative strategies,
Booz Allen Hamilton is well posi-
tioned to contribute insights, help
shape solutions to some of the
world’s most pressing problems, and
ultimately take part in the evolution
of the nation.

Aspen Ideas Festival
For the fifth consecutive year, Booz
Allen sponsored the annual Aspen
Ideas Festival, attracting global
leaders in government, science,
business, and the arts, such as
US Secretary of Education Arne
Duncan; former director of national
intelligence and Booz Allen execu-
tive vice president Mike McConnell;
Google CEO Eric Schmidt; former
Federal Reserve chairman Alan
Greenspan; Pritzker Prize–winning
architect Frank Gehry; a leader
of the Human Genome Project,
Eric Lander; and a pair of former
US secretaries of state, Madeleine
Albright and James Baker.

found that national capabilities to
fight or prevent a cyber-attack are
significantly lacking. Although the
threat of such an attack is intensi-
fying, the report notes, the informa-
tion technology talent needed to
combat it is inadequate. The study
recommends, among other things,
the naming of a White House cyber-
security coordinator and federal
funds for cybersecurity training
throughout the government.

Government workforce
Booz Allen and the Partnership
for Public Service, which promotes
improvements in the government
workforce, also teamed up on the
study “Unrealized Vision: Reimag-
ining the Senior Executive Service,”
or SES. The research found that
the 7,000-strong SES, made up of
elite career executives who are sup-
posed to rotate among government
agencies and bring their leadership
skills to the supervision of 1.9 mil-
lion civilian employees, has been in
large part a failure. The study rec-
ommends ways to ensure that SES
members renew their attention to
strategic leadership.

Tricia Ward /
Women as
Security Leaders

In 2008, when Tricia Ward was elected vice president
of the San Diego chapter of Women in Defense (WID),
a national organization that supports the advancement and
recognition of women in national security, she was already
leading Booz Allen’s multimillion-dollar Space and Naval
Warfare Systems Command account. “I wondered if I would
have enough time, but I was very interested in getting in-
volved with Women in Defense at that level,” she says.

A retired US Navy senior chief who is a senior associate in
San Diego, Ward was the founder and chairperson of a local
WID Symposium featuring prominent women from the military,
the government, private industry, and academia. “The agenda
addressed a range of leadership challenges,” says Ward,
whose goal for the event was threefold: to increase aware-
ness of WID, to grow and diversify the chapter’s membership,
and to raise money to start a mentoring program and estab-
lish a scholarship fund. Booz Allen was the title sponsor.

She accomplished all three objectives, and February 2010
marked the event’s second year. Today, Ward is vice presi-
dent of WID’s national board of directors.

2009 annual repor t | changing the world 49

san antonio
spotlight

an expanding presence

to enhance client service

Staff from the San Antonio office volunteer
at Fisher House, which provides lodging to the
families of hospitalized service members

About 15 years
ago, an engage-
ment with the
United States
Air Force Center
for Engineering
and the Environ-
ment drew Booz
Allen Hamilton
to San Antonio,

Texas. Since that beginning, the office
has grown steadily to more than 800 peo-
ple who support a wide range of clients.

A broad client base
“We serve a broad and diverse set of
clients,” says Senior Vice President
Paul Doolittle. “Most of our business
involves support to Department of
Defense clients, in areas including
environment and infrastructure,
military healthcare, cyber, intelligence,
and program management and
acquisition.”

In addition, the San Antonio team—
along with other Booz Allen offices—
is helping clients plan and implement
transitions associated with the 2005
Base Realignment and Closure Act.

When the realignment is completed,
125,000 servicepeople will have been
transferred among more than 800
military locations throughout the US
and its territories.

Supporting the community
The San Antonio office strongly cham-
pions local charities such as the South
Texas chapter of the Leukemia & Lym-
phoma Society and the Boy Scouts of
America. In 2010, San Antonio will host
B’nai B’rith International’s Diverse
Minds Youth Writing Challenge, an an-
nual contest sponsored in part by Booz
Allen in which teens write tolerance-
themed books for children.

Flush with work and deeply involved
in their community, Booz Allen San
Antonio staff are a satisfied group. In-
deed, the San Antonio Business Journal
named the San Antonio office to its
“Best Places to Work” list for the fourth
consecutive year in 2009.

The activities in the office certainly
merit such an accolade, but it doesn’t
hurt that San Antonio itself has so
much to offer, says Doolittle. There’s
the River Walk and the Alamo and Sea
World and Fiesta. And, adds Doolittle,
“you can’t beat 300 days of sun a year.”

71%of Booz Allen employees volunteered with

a nonprofit organization in the past year

Lindsay Hemphill’s primary Booz Allen client
is the Centers for Disease Control and Pre-
vention (CDC), a fact that dovetails perfectly with
her passion for public health and the factors that
influence it. “Like many families, mine contends
with illness and chronic disease,” says Hemphill, a
senior consultant in Atlanta. “I wanted to understand
the causes. Was it environmental? Was it genetic?
I stumbled upon public health to help answer
some of my questions, and I hope that one day I
can answer these questions for someone else.”

One of her CDC projects is the Healthy Communi-
ties Program, which brings together community
leaders from across the country for three-day
seminars called Action Institutes. “The participants
receive tools and resources they can use back
home to mobilize their communities to live healthier
lives,” Hemphill says.

Hemphill also serves her own community as a
volunteer. As a leader of the Atlanta office’s com-
munity relations activities, Hemphill helps organize
her co-workers to participate in such activities as
walking to raise money for breast cancer and AIDS
and building homes for Habitat for Humanity.

With such a busy schedule, Hemphill really appreci-
ates the firm’s work–life balance policy, which offers
telecommuting, flexible work hours, paid time off,
and leave of absence options to create the right
balance for employees’ personal needs.

Booz Allen’s Atlanta office was recognized with an
Alfred P. Sloan Award for Business Excellence in
Workplace Flexibility. Says Hemphill, who telecom-
mutes once a week to spend more time with her
family, “To me, the award is a testament to Booz
Allen’s commitment, not only to its clients, but also
to its employees.”

Lindsay Abraham Hemphill /
A Healthy
Passion

2009 annual repor t | changing the world 51

Many of Booz Allen’s government clients
have intensified their requirements for
securing people, information, and facilities. In turn,
Booz Allen has increased its own rigorous security
measures throughout its operations. A case in point
is the Colorado Springs office, where Associate
Tamiko Pickering (pictured far left, seated), a facility
security officer, leads a team that is part of the
larger firmwide Security Services Team.

“The Security Services Team helps manage the
cleared personnel, facilities, and computer systems
Booz Allen needs to support classified contracts,”
says Pickering. Together, the members of the
Colorado Springs team—(pictured left to right)

Consultant Ben Judd, Senior Consultant
Barney Martin (seated), Senior Consultant
Melissa Martinez, and Associate Lee Roth
(not pictured)—represent more than 30
years of experience in the security field
and rely on one another for expertise,
advice, and help. “We demonstrate the
firm’s Core Values every day,” says Pick-
ering. “Take teamwork. Except for a few
limitations, we are all as interchangeable
in the tasks we perform as we can be.”

In June 2009, the Colorado Springs Secu-
rity Services Team received the Cogswell
Award from the Defense Security Service
(DSS), the Department of Defense agency
that audits government contractors’ pro-
cedures for managing cleared personnel
and cleared facilities. This is the highest
honor DSS can bestow upon contractors
for their security standards; fewer than 1
percent of the nearly 12,500 cleared contractors in
the US receive this award annually.

Says Pickering, “We’re excited about earning the
award because of what it says about the strength of
the Security Services Team across the firm.”

Tamiko Pickering, Ben Judd, Barney
Martin, Melissa Martinez, Lee Roth /
Teamwork Leads
to Excellence in
Industrial Security

environmental
causes

cleaning up the

world’s waterways

Booz Allen volunteers clean
up the banks of the Anacostia River
in Washington, DC, as part of the
International Coastal Cleanup

was visionary and ambitious.… It would
have been extremely difficult to accom-
plish this work without Booz Allen.”

Hands-on help
Booz Allen was also a national sponsor of
the 2009 International Coastal Cleanup,
which took place September 19. During
this event, hundreds of Booz Allen vol-
unteers from across the nation removed
trash from waterways of all sorts.

Booz Allen’s Leavenworth and Kansas
City offices combined forces to clean Indi-
an Creek in Overland Park. “It feels good
to make a difference, one piece of trash
at a time,” says Senior Consultant Joni
Smith of Leavenworth, Kansas.

In California, Senior Associate Neil Pol-
ing joined colleagues to clean the shores of
Mission Creek, a tributary of San Francis-
co Bay. “I share Booz Allen’s dedication to
improving our environment and am proud
of the firm’s participation,” says Poling.

In Honolulu, Associate Stephanie Batzer
and a team of co-workers focused their
efforts on Magic Island, a peninsula ad-
jacent to Ala Moana Beach Park. “On two
dives, we brought up 20 pounds of trash,”
Batzer says. “Our efforts helped provide a
safer place for children to play.”

2009 annual repor t | changing the world 53

Protecting and improving the environ-
ment has long been a passion at Booz
Allen Hamilton. Indeed, in the 1970s, the
US government called on the firm to help
lay the groundwork for agencies dealing
with new problems such as energy policies
and environmental legislation. And during
subsequent decades, the firm has helped
many environment-focused organizations
achieve their goals.

In January 2009, Booz Allen began a part-
nership with Ocean Conservancy (OC) and
its International Coastal Cleanup (ICC)
effort. The pro bono project developed a
three-year strategy to increase the ICC’s
contribution to promoting the health of
the world’s oceans and waterways.

Dianne Sherman, ICC director at the time,
says, “We identified key challenges and
opportunities, and a year-by-year, tactic-
by-tactic plan to reach our goals. The plan
was as practical and comprehensive as it

spirit of
service

making an impact

for the greater good

Exemplifying Booz Allen’s commitment
to local communities, each year the Colorado
Springs office sponsors the Pikes Peak or Bust
Rodeo, which benefits local military charities

With Booz Allen’s help since 2000, the walk has
become an annual $18 million enterprise involv-
ing 150,000 people in 150 cities.

“For us, this is personal, and a way to honor
Craig, who passed away in late 2007. Craig’s Cru-
saders has been our team since the first walk,”
says Executive Vice President Ken Wiegand, who
is based in Herndon, Virginia. “ALS is like the
tough challenges we undertake for our clients;
it’s one of the toughest health problems out there.
But we will stay the course until there’s a cure.”

Assisting military personnel
Booz Allen’s connection to the military also runs
deep. For decades, Booz Allen staff have donated
funds to the United Service Organizations (USO),
a group that provides moral support to US military
families throughout the world. The firm has also
contributed its consulting expertise on a pro bono
basis to develop a new strategic, focused approach
for managing the USO’s future growth. Having
launched the plan, the USO is now making signifi-
cant progress toward its long-term goals.

Since 2007, Booz Allen has further provided fi-
nancial and planning support—and more than
1,200 volunteer hours—for the National Disabled
Veterans Winter Sports Clinic and the National
Veterans Summer Sports Clinic. These organiza-
tions teach adaptive adventure sports to veterans
with spinal cord and traumatic brain injuries,
amputations, and visual impairments.

At the winter clinic in Snowmass, Colorado, hosted
by the Department of Veterans Affairs (VA)
and Disabled American Veterans, Booz Allen

Booz Allen Hamilton understands that effecting
far-reaching change that can make the world a
better place often begins at home. Building on
programs that originate at the grassroots level
and engage the skills and passion of its people,
the firm goes beyond providing funds to charita-
ble organizations to help improve the communi-
ties where its employees live and work.

Booz Allen’s association with charitable organi-
zations frequently comes from a place very close
to home. Ten years ago, when Senior Associate
Craig Miller was diagnosed with the neurode-
generative disease amyotrophic lateral sclerosis
(ALS)—better known as Lou Gehrig’s disease—
Booz Allen engaged in critical ALS Association
fund-raising efforts. This year, the ALS Associa-
tion awarded Booz Allen its inaugural Part-
nership for Success Award for the firm’s ongoing
financial backing and its groundbreaking
pro bono work with the association’s signature
fund-raising event, the Walk to Defeat ALS.

staff served as ski buddies for veterans, who
learned cross-country or downhill adaptive skiing
on mono- and bi-skis. And each year, some 100
Booz Allen employees from San Diego volunteer
to handle logistical and administrative tasks for
the area’s VA Summer Sports Clinic.

Encouraging future talent and innovation
Booz Allen is committed to helping young people
learn the science, technology, engineering, and
math skills necessary for next-generation success.

In 2009, the firm sponsored the inaugural Wash-
ington, DC, Regional event of the For Inspiration
and Recognition of Science and Technology (FIRST)
Robotics Competition, in which teams of high school
students design and build robots for competition in
a short six weeks. Booz Allen also supports FIRST
competitions in Hawaii, Maryland, and Virginia.

Booz Allen’s involvement is bolstered and made
especially meaningful by the participation of
hundreds of Booz Allen volunteers—including
Dayton, Ohio, associate Andy Stelmack and At-
lanta associate Kyle Sloan.

“FIRST prepares students—our nation’s future
workforce—to compete in the global market-
place,” says Stelmack, who has mentored FIRST
teams in business, strategic, and capabilities-
based planning.
He adds, “It posi-
tions them to
become tomorrow’s
entrepreneurs.”

Sloan’s volunteer
work complements his
career choices, both
past and present. A
former infantryman
with the US Marines,
Sloan supports a mili-
tary client who has partnered for years with the
local robotics team. “I applied my experience in
developing tactics, techniques, and procedures for
unmanned ground vehicles—and our team won
the Rookie Inspiration Award,” he says.

helping many causes

30%

27%

20% 19%

Assisting more
than 500 non-
profit organizations,
Booz Allen’s
people support a
variety of missions,
with children as
the top interest

munity
Com

Children/Youth

Education
Health/Environment
Arts & Culture

Sustaining partnerships nationwide
Booz Allen has a long-standing partnership with
Special Olympics Virginia and its Winter Games.
Since 2003, Booz Allen volunteers have helped
with every aspect of the event, providing athletes
who have intellectual disabilities the chance to
compete at a high level of athletics.

Booz Allen staff from Atlanta; Dayton, Ohio;
Honolulu; Lexington Park, Maryland; Norfolk,
Virginia; Seattle, and other offices participated
in Special Olympics events throughout the year.
Booz Allen also supported the 2009 Special Olym-
pics World Winter Games in Boise, Idaho.

In all, Booz Allen provided more than 700 philan-
thropic donations to hundreds of nonprofit orga-
nizations in 2009, such as the American Cancer
Society, Girl Scouts and Boy Scouts, Leukemia &
Lymphoma Society, National Center for Missing
and Exploited Children, National Institutes of
Health’s Children’s Inn, Neediest Kids, Rebuild-
ing Together, So Others Might Eat, the US Ma-
rine Corps Toys for Tots Foundation, and the Vir-
ginia Hospital Center Medical Brigade Remote
Village Project.

2009 annual repor t | changing the world 55

> Bob Seitz, a senior associate in McLean,

Virginia, served in the US Army’s 101st

Airborne Division in the Vietnam War four decades
ago, and he still feels a strong affinity with his unit.
Seitz, a wounded veteran, turned this sentiment into
a vital service. Since 2003, he has visited Walter
Reed Army Hospital several times a month to lift the
spirits of gravely injured soldiers from the 101st Air-
borne who served in Iraq and Afghanistan. He has
also reached out to other 101st Airborne Division
veterans and created the 101st Airborne Division
Visitation Program, a nonprofit organization.

For his devotion to these soldiers, Seitz was
awarded Booz Allen’s 2008 Involvement and Impact
Award, the firm’s highest recognition of staff mem-
bers’ commitment to community service.

“When these young men and women arrive at
Walter Reed, they need to know that other veterans
care about them and their recovery,” says Seitz.
First, he gives the wounded soldiers 101st Airborne
Division gifts, such as unit hats, T-shirts, and
regimental flags and pins, “which lets them know
they are still part of the unit,” says Seitz. Support
for their families is also provided, with such items
as toys, books, and games for visiting children. The
Army flies in immediate family members, and Seitz
helps find funding for the travel costs of other rela-
tives who want to visit.

Booz Allen backs Seitz’s efforts with Volunteer
Service Grants. Worth up to $750 a year, the
grants go directly to nonprofit groups with which the
firm’s employees are involved. “Thanking a soldier
is not enough,” says Seitz. “Booz Allen has helped
us fulfill our commitment to our soldiers and their
families who have so selflessly served our nation.”

Bob Seitz /
Helping Wounded
Soldiers

“I always felt the need to pursue something
bigger than myself, something that could
benefit other people, and I felt science was the
best way to achieve that goal,” says Parwana
Ashari, a senior consultant in Rockville, Maryland.

Today, with undergraduate and graduate degrees
in neuroscience, molecular biology, and biochem-
istry, Ashari is satisfying her long-held dream of
becoming a scientist. At Booz Allen, she applies her
scientific expertise to help healthcare clients with
intricate scientific challenges. Currently supporting
a US Food and Drug Administration project, Ashari
has worked on studies of drug safety and efficacy,
as well as risk evaluation and mitigation strategies.

Ashari—as a mentor and role model to young
people in the local Afghan community—also
gives of herself outside the office. Born in Kabul,
Afghanistan, Ashari moved to the United States
with her parents when she was 2 years old and
knows firsthand about the challenges that young,
first-generation Afghan-Americans face. “They want
to adopt the American lifestyle, but their parents
and grandparents don’t always understand,” Ashari
says. “I try to help the teens I mentor to incorpo-
rate the positive aspects of both cultures.”

With an active professional and personal life, Ashari
appreciates the firm’s commitment to employees.
“Booz Allen has a deep concern for the well-being
of its employees,” she says.

Parwana Ashari /
Realizing Her
Lifelong Dream

14,430

employees took advantage of
Booz Allen’s internal education
and training courses in 2009

2009 annual repor t | changing the world 57

art for
art’s sake

enriching communities and

inspiring individual achievement

Norman Rockwell,
Shadow Artist, 1920, oil on canvas

The ingenuity and in-
novations of another
great artist will be
highlighted at the
Strategic Air & Space
Museum in Ashland,
Nebraska, from Janu-
ary 23 through May
9, 2010. Booz Allen is
a patron sponsor of
the exhibit “Leonardo
da Vinci: Machines in
Motion.” In this show,
the public can examine
up close the early, life-
sized, fully operational forms of 40
of Leonardo’s machines.

Educating worldwide audiences
To solve a 17th-century murder
mystery, Booz Allen and the Smith-
sonian Institution National Mu-
seum of Natural History combined
science and fiction into an award-
winning program. As part of a pro
bono project, the firm developed an
interactive Webcomic, “The Secret
in the Cellar—A Written in Bone
Forensic Mystery from Colonial
America” (http://writteninbone.
si.edu/comic), that helps users in-
terpret forensic information.

The Webcomic—just one aspect of
the exhibition “Written in Bone:
Forensic Files of the 17th-Century
Chesapeake,” on view through Jan-
uary 6, 2013—won the 2009 Best
Practices in Distance Learning

Programming Gold Prize from the
US Distance Learning Association.
Booz Allen is the lead sponsor for
this exhibition.

Deepening national pride
For four years, Booz Allen has part-
nered with the Music Center at
Strathmore and Maryland Public
Television to air a star-studded con-
cert on PBS stations nationwide,
part of a Veterans Day salute to all
women and men who serve in the
US armed forces. The 2009 concert,
“America’s Veterans: A Musical
Tribute,” began airing on November
11 and featured the US Air Force
Symphony Orchestra and the Sing-
ing Sergeants, along with a variety
of guest artists.

Booz Allen was also a lead sponsor
of “George Washington & His Gen-
erals: Highlighting Excellence in
Leadership and Innovative Military
Strategy,” which offered unprec-
edented revelations into America’s
dramatic past and drew crowds
to the new Donald W. Reynolds
Museum and Education Center at
historic Mount Vernon.

Booz Allen Hamilton actively pro-
motes the arts, the humanities, and
the vibrancy of the national culture.
The firm donates both financial
support and consulting expertise to
cultural organizations and programs
that showcase paintings, music, sci-
entific discoveries, and more.

Booz Allen’s sponsorship of the
Smithsonian American Art Museum
exhibition “ Telling Stories: Norman
Rockwell from the Collections of
George Lucas and Steven Spiel-
berg ” will offer the public a view of
more than 50 rarely seen Rockwell
paintings and drawings. The exhibi-
tion will be held from July 2, 2010,
through January 2, 2011. This is
the first major exhibition to explore
the connection between Rockwell’s
iconic images of American life and
the movies.

19,690

staff members have accessed Booz Allen’s
award-winning enterprise 2.0 tool,
hello.bah.com, to blog, create wikis, share
expertise, and collaborate with colleagues

Jose Moreira /
Engineering
Miracles

“Whenever I see somebody in need, if
there’s something I can do to help, I want to

do it, even if it takes my time or my money,” says
Jose Moreira, an associate in Houston. Moreira has
given a lot of both—in his current hometown and in
El Salvador. For his commitment, Moreira was given
Booz Allen’s highest honor for community service:
a 2009 Booz Allen Excellence Award.

In Houston, Moreira organized a group of Booz Allen
colleagues to participate in Rebuilding Together, a
national nonprofit organization that repairs homes
for those without enough money to do so them-
selves. The team spent three weekends refurbish-
ing the home of an elderly widow. “We fixed siding,
repaired the roof, replaced doors and windows,
and made her house safe and sound again,” says
Moreira. “She called us her little angels.”

In a small community in El Salvador, the needs are
even more dire—and Moreira tackles them as presi-
dent of the Houston chapter of Engineers Without
Borders, which provides pro bono engineering ser-
vices to communities in the developing world.

“The community’s well had become contaminated,
so they needed a new source of drinking water,”
says Moreira. The Houston chapter’s engineers vis-
ited numerous times and worked alongside commu-
nity leaders to assess requirements, take surveys,
and set up contacts with local engineers.

“The day the drilling contractor hit water, I got a call
in Houston,” he says. “They said water was spurt-
ing out of the borehole, and folks were so excited
they were playing in the water-filled streets.”

2009 annual repor t | changing the world 59

principal offices

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

Charleston
4401 Belle Oaks Drive
Suite 310
North Charleston, SC 29405
843/529-4800

Charlottesville
1001 Research Park Boulevard
Suite 300
Charlottesville, VA 22911
434/975-8100

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

Honolulu
733 Bishop Street
Suite 3000
Honolulu, HI 96813
808/545-6800

Houston
2525 Bay Area Boulevard
Suite 400
Houston, TX 77058
281/280-5800

Huntsville
6703 Odyssey Drive
Suite 200
Huntsville, AL 35806
256/922-2760

Aberdeen
4692 Millennium Drive
Suite 200
Belcamp, MD 21017
410/297-2500

Alexandria
6363 Walker Lane
Suite 150
Alexandria, VA 22310
703/822-8920

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

This year I have the city, too, so the circles can be

placed more accurately. Also, we’ll want all of the

circles to be the same size (last year we varied the

size, which could have been interpreted and an

indication of the headcount in those places, which

was not what we intended)

International “fuzzy circles” to Add:

Molesworth, UK

Stuttgart, Germany

Darmstadt, Germany

Wiesbaden, Germany

Moscow, Russia

Tbilisi, Georgia

Kyiv, Ukraine

Baku, Azerbaijan

Skopje, Macedonia

Astana, Kazakhstan

Belgrade, Serbia

Pristina, Kosovo

Alexandria, Egypt

Cairo, Egypt

Dakar, Senegal

Addis Ababa, Ethiopia

Jubail, Saudi Arabia

Riyadh, Saudi Arabia

Jeddah, Saudi Arabia

San Salvador, El Salvador

Jakarta, Indonesia

Seoul, Korea

Principal office

Places where Booz Allen
is serving clients in
long-term engagements

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 200
Los Angeles, CA 90045
310/297-2100

McLean
8283 Greensboro Drive
McLean, VA 22102
703/902-5000

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

Philadelphia
1818 Market Street
27th Floor
Philadelphia, PA 19103
267/330-7900

Rockville
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
Suite C
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

Washington, DC
700 Thirteenth Street, NW
Suite 1100
Washington, DC 20005
202/508-6500

955 L’Enfant Plaza North, SW
Suite 5300
Washington, DC 20024
202/406-3900

1201 M. Street, SE
Suite 220
Washington, DC 20003
202/548-3061

The most complete,
recent list of offices with
their addresses and
telephone numbers can be
found on boozallen.com

2009 annual repor t | principal of fices 61

This year I have the city, too, so the circles can be

placed more accurately. Also, we’ll want all of the

circles to be the same size (last year we varied the

size, which could have been interpreted and an

indication of the headcount in those places, which

was not what we intended)

International “fuzzy circles” to Add:

Molesworth, UK

Stuttgart, Germany

Darmstadt, Germany

Wiesbaden, Germany

Moscow, Russia

Tbilisi, Georgia

Kyiv, Ukraine

Baku, Azerbaijan

Skopje, Macedonia

Astana, Kazakhstan

Belgrade, Serbia

Pristina, Kosovo

Alexandria, Egypt

Cairo, Egypt

Dakar, Senegal

Addis Ababa, Ethiopia

Jubail, Saudi Arabia

Riyadh, Saudi Arabia

Jeddah, Saudi Arabia

San Salvador, El Salvador

Jakarta, Indonesia

Seoul, Korea

leadership

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
Joseph E. Garner
Francis J. Henry
Lloyd W. Howell Jr.
Joseph W. Mahaffee
John D. Mayer
J. Michael McConnell
Patrick F. Peck
Horacio D. Rozanski
Samuel R. Strickland

m
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p
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a
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s
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f
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a
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s
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p

e
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e
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e

David C. Aldrich*
CG Appleby
Joseph E. Garner
Mark J. Gerencser
Neil T. Gillespie
Francis J. Henry
Mark L. Herman
Lloyd W. Howell Jr.
Joseph Logue
Joseph W. Mahaffee
Gary D. Mather
John D. Mayer
J. Michael McConnell
Patrick F. Peck
Horacio D. Rozanski
Ghassan Salameh
Ralph W. Shrader
Samuel R. Strickland
Reginald Van Lee
Kenneth F. Wiegand Jr.
Richard J. Wilhelm

s
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e
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s
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p

e
c
i
v

r
o
n
e
s

James M. Allen
William G. Bastedo Jr.
Fred K. Blackburn
Eugene C. Bounds
Cynthia L. Broyles
Douglas W. Carter
Gary C. Cubbage
Karen M. Dahut
Maria Darby
Joan Dempsey
Paul M. Doolittle
Judith H. Dotson
Lee J. Falkenstrom
Michael A. Farber
John J. Feeney
Molly Finn
Margo L. Fitzpatrick
Arthur L. Fritzson
Thomas A. Fuhrman
Nicole A. Funk
Laurene A. Gallo
Natalie M. Givans
Patricia A. Goforth
Thomas S. Greenspon
Keith R. Hall*
Nancy E. Hardwick
Gregory T. Harrison
Ronald A. Hodge

William M. Purdy
Gary M. Rahl
Carl R. Salzano
Larry D. Scheuble
George M. Schu
Gary M. Schulman
Joseph F. Sifer
Frank S. Smith III
Edgar D. Sniffin
Stephen M. Soules
Carol A. Staubach
Kurt B. Stevens
William H. Stewart
William A. Thoet
John A. Thomas
Elizabeth Thompson
Peter B. Trick
Emile P. Trombetti
Laurie S. Villano
William J. Wansley
Jack D. Welsh
Gregory G. Wenzel
Lee W. Wilbur
Dov S. Zakheim
Charles P. Zuhoski
Abram Zwany

Gordon S. Holder
David F. Humenansky
Michael W. Jones
Ronald T. Kadish
David J. Karp
Christopher M. Kelly
Jeffrey J. Kibben
David B. Kletter
Frederick W. Knops III
Corrine X. Kosar
Gary D. Labovich
Robert J. Lamb
Douglas J. Lane
Christopher Ling
John D. Lueders
Janet D. Lyman
Herbert S. MacArthur
David A. Mader
Robert J. Makar
James Manchisi
Angela M. Messer
Anthony K. Mitchell
Sharon L. Muzik
Catherine A. Nelson
Robert W. Noonan Jr.
Henry A. Obering
Susan L. Penfield
Thomas J. Pfeifer
Christopher L. Pierce
Sam M. Porgess
Robin L. Portman
Donald L. Pressley

Officer list for fiscal year ended 3/31/2010
*Retired during 2009

Inside front cover (left to right): iStockphoto/Tony Tremblay; © Dan
Bigelow; Courtesy of Harr y Connolly; iStockphoto/Sam Sefton;
© Dan Bigelow; © Moodboard/Corbis; Page 1 (left to right):
Courtesy of Jack Perroni; © Dan Bigelow; NASA; Steve Sparrow/
Cultura/Getty; © Dan Bigelow; © Jennifer Hall; Pages 3, 6:
© Dan Bigelow; Page 9 (left to right): iStockphoto/Tony Tremblay;
Steve Sparrow/Cultura/Getty; NASA; iStockphoto/Sam Sefton;
© Moodboard/Corbis; Keith Brofsky/Digital Vision/Getty; Page
11: US Air Force photo/Staf f Sgt. Aaron Allmon; Page 12:
iStockphoto/Tim Starkey; Page 15: © Bill Galler y; Page 16:
iStockphoto/Chris Downie; Pages 17, 18: © Dan Bigelow; Page
19: NASA; Page 21: Cour tesy of US Army by Sgt. William Hill;

Page 22: US Navy photo by Mass Communication Specialist
3rd Class Kelvin Edwards; Page 23: © Dan Bigelow; Page 24:
iStockphoto/Tony Tremblay; Pages 25, 26: © Dan Bigelow; Page
27: © Moodboard/Corbis; Page 28: Steve Sparrow/Cultura/
Getty; Pages 29, 30: © Dan Bigelow; Page 31: iStockphoto/
Sam Sefton; Page 32: iStockphoto/Andrey Prokhorov; Pages
33, 34: © Dan Bigelow; Page 36: Keith Brofsky/Digital Vision/
Getty; Page 37: © Dan Bigelow; (bottom) Used with permission
of Georgetown Business; Page 39: (left to right): © Jennifer Hall;
© Dan Bigelow; Courtesy of Harry Connolly; © Dan Bigelow;
Cour tesy of Jack Perroni; © Dan Bigelow; Page 41: © Dan
Bigelow; Page 42: © Ron Blunt; Page 44: © Dan Bigelow; Page

45: (magazines, top to bottom) Copyright 2009 by the McGraw-Hill
Companies, All rights reserved; FORTUNE®magazine. FORTUNE
is a registered trademark of Time Inc. All rights reser ved;
© 2009 by The Washingtonian; Reprinted by permission of
Working Mother; © Dan Bigelow; Page 46: © Dan Bigelow; Page
47: © 2009 Glenwood Jackson; Page 48: © Jennifer Hall (top);
Page 49: © Dan Bigelow; Page 50: Courtesy of Ramona Lewis;
Pages 51, 52: © Dan Bigelow; Page 53: Cour tesy of Harr y
Connolly; Page 54: Courtesy of Jack Perroni; Page 55: Courtesy
of Adrianna M. Groisman; Pages 56, 57, 59: © Dan Bigelow. Note:
Use of Department of Defense images does not imply or constitute
DoD endorsement of this organization, its products or ser vices.

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.

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next...

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Booz Allen Hamilton
8283 Greensboro Drive
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Annual Report 2009