WashingtonExec News & Insights for the DC Area Executive 2015-07-28T22:19:24Z http://www.washingtonexec.com/feed/atom/ Charlie Truxillo <![CDATA[TASC, an Engility Company, Awarded $67M U.S. Air Force Global Positioning System (GPS) Contract]]> http://www.washingtonexec.com/?p=59383 2015-07-28T22:19:24Z 2015-07-28T22:19:24Z On July 28th, TASC, an Engility Company, won a $67 million contract with the U.S. Air Force Global Positioning Systems (GPS) Directorate within its systems engineering and integration (SE&I) unit. The contract has a two-year base period with 4.5 option years and is under the USAF Space and Missile Systems Center. TASC will provide and deliver updated baselines for [...]

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Tony Smeraglinolo, Engility

Tony Smeraglinolo, Engility

On July 28th, TASC, an Engility Company, won a $67 million contract with the U.S. Air Force Global Positioning Systems (GPS) Directorate within its systems engineering and integration (SE&I) unit. The contract has a two-year base period with 4.5 option years and is under the USAF Space and Missile Systems Center.

TASC will provide and deliver updated baselines for the GPS enterprise. With the added approval of the Department of Defense, TASC will be able to provide products that support process that ensure GPS quality and functionality. TASC will also analyze and recommend replacements for enterprise-level changes under consideration by the federal government.

“GPS provides a worldwide navigational component that is a key piece to our nation’s critical infrastructure and we are honored to support its mission,” said Tony Smeraglinolo, Engility President and CEO. “This contract adds to our solid base for space and launch work on the West Coastand will enable us to continue developing strong systems engineers and analysts for future capabilities.”

All work for the GPS SE&I contract will be performed at Los Angeles Air Force Base under cost-plus-fixed-fee and firm-fixed-price components.

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Charlie Truxillo <![CDATA[Veritas Capital to Acquire Alion Science and Technology Corporation]]> http://www.washingtonexec.com/?p=59315 2015-07-28T21:21:44Z 2015-07-28T21:21:44Z Veritas Capital (Veritas) announced on July 23rd that it will acquire Alion Science and Technology Corporation (Alion). The financial terms of the deal were not disclosed. Alion provides engineering solutions and services in defense, homeland security, and other critical government areas. Alion’s annuals revenue reaches approximately $1 billion with over 2,700 employees across 37 states and [...]

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Bahman Atefi, Alion Science and Technology

Bahman Atefi, Alion Science and Technology

Veritas Capital (Veritas) announced on July 23rd that it will acquire Alion Science and Technology Corporation (Alion). The financial terms of the deal were not disclosed.

Alion provides engineering solutions and services in defense, homeland security, and other critical government areas. Alion’s annuals revenue reaches approximately $1 billion with over 2,700 employees across 37 states and 12 countries.

“Alion has distinguished itself with its advanced capabilities in systems analysis, agile engineering, modeling & simulation and naval architecture. The Company’s highly skilled engineers, scientists and analysts are trusted partners of the Federal Government and solve some of the most complex challenges faced by the U.S. Armed Forces. We look forward to applying our extensive experience in the government marketplace in support of the Company’s continued growth.” said Managing Patrner of Veritas, Ramzi Musallam.

“This transaction will enable Alion to reshape our capital structure, strengthening our financial position and ability to deliver solutions to our customers, while positioning the Company for long-term growth,” said Chairman and CEO of Alion, Bahman Atefi.“Veritas Capital is a world-class investment firm with a great track record of supporting the growth of innovative companies like Alion. We are excited by the prospect of leveraging the firm’s expertise and global relationships as we accelerate the growth of the Company.”

The financial advisors of the transaction was Credit Suisse and Wells Fargo. The legal advisors of the deal included Fried, Frank, Harris, Shriver & Jacobson LLP.

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Charlie Truxillo <![CDATA[Data Systems Analysts, Inc. (DSA) Achieves Level 3 CMMI Appraisal]]> http://www.washingtonexec.com/?p=59313 2015-07-28T21:11:45Z 2015-07-28T21:11:45Z Data Systems Analysts, Inc. (DSA) announced on July 17th that is has been appraised at Level 3 for Service Projects by the Capability Maturity Model Integration (CMMI) Institute. Boris Mutafelija conducted the appraisal. “We at DSA are delighted to receive this highly respected distinction,” noted Fran Pierce, CEO of DSA. “Combined with our ISO 9001:2008 [...]

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Fran Pierce, Data Systems Analysts Inc.

Fran Pierce, Data Systems Analysts Inc.

Data Systems Analysts, Inc. (DSA) announced on July 17th that is has been appraised at Level 3 for Service Projects by the Capability Maturity Model Integration (CMMI) Institute. Boris Mutafelija conducted the appraisal.

“We at DSA are delighted to receive this highly respected distinction,” noted Fran Pierce, CEO of DSA. “Combined with our ISO 9001:2008 registration, earning the CMMI Level 3 appraisal underscores DSA’s longstanding commitment to delivering the highest quality services to our customers.”

DSA provides information management ranging from Cyber Security and Data Analytics to System Engineering and Integration. A Level 3 maturity appraisal means the DSA is performing at a level where its processes are clearly defined and understood in the company’s standards, procedures, tools, and methods.

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Charlie Truxillo <![CDATA[Jacobs Engineering Group, Inc. is now a Cisco Gold Partner]]> http://www.washingtonexec.com/?p=59266 2015-07-28T04:22:24Z 2015-07-28T12:18:26Z On July 22, Jacobs Engineering Group, Inc. announced that it is officially a Cisco Gold Partner. The elevated partnership gives Jacobs the ability to certify a greater sense of quality service at discounted prices. According to the Darren Kraabel, Vice President of Jacobs, less than three percent of all Cisco partners achieve this status. “Cisco [...]

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Darren Kraabel, Jacobs Engineering Group, Inc.

Darren Kraabel, Jacobs Engineering Group, Inc.

On July 22, Jacobs Engineering Group, Inc. announced that it is officially a Cisco Gold Partner. The elevated partnership gives Jacobs the ability to certify a greater sense of quality service at discounted prices. According to the Darren Kraabel, Vice President of Jacobs, less than three percent of all Cisco partners achieve this status.

“Cisco Gold status is a significant achievement for Jacobs, one that complements and enhances our value-added reseller and technology lifecycle management services,” said Kraabel. “In addition to providing our network engineers and technicians with insight and technical certifications into emerging telecommunications technologies, we’re leveraging our Gold partnership to work closely with Cisco on developing ‘Internet of Things’ solutions for our clients across multiple market sectors.”

Kraabel  went on to state in the company press release that Jacobs will now pursue Cisco’s new Cloud and Management Services Provider Specialization. This service aligns with many of the IT service solutions Jacobs already offers to its Federal clients.

“Collectively, these certifications will enable Jacobs to continue to provide leading edge telecommunications solutions for our clients as those technologies evolve,” said Kraabel.

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Charlie Truxillo <![CDATA[Mark A. Forman and Jennifer L. Napper Join Unisys Government Sector Leadership Team]]> http://www.washingtonexec.com/?p=59233 2015-07-28T03:58:43Z 2015-07-28T11:51:43Z Unisys Corporation announced on July 22, 2015 the appointment of two leaders in government sector organizations: Mark A. Forman and Jennifer L. Napper. “We are excited to have Mark and Jennifer join Unisys as leaders in these key positions,” said Unisys president and CEO, Peter Altabef. “In addition to their deep industry experience and subject [...]

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Mark Forman, Unisys

Mark Forman, Unisys Global Head, Public Sector

Unisys Corporation announced on July 22, 2015 the appointment of two leaders in government sector organizations: Mark A. Forman and Jennifer L. Napper.

“We are excited to have Mark and Jennifer join Unisys as leaders in these key positions,” said Unisys president and CEO, Peter Altabef. “In addition to their deep industry experience and subject matter expertise, both Mark and Jennifer offer the leadership skills and passion for service excellence that will be critical to delivering integrated, innovative solutions that meet client needs in our focused industries.”

Forman is the now Global Head of Unisys Public Sector and will be in-charge of the company’s global Public Sector business, approximately 26 percent of the Unisys’ total revenue. This includes all non-U.S. Federal government clients. He will report directly to the president of Unisys Enterprise Solutions, Ron Frankenfield.

Previously, Forman was the vice president of IT Services and Cloud Solutions at Engility as well as held national senior and global leadership positions at IMB and KPMG. He is a former administrator of the Office of E-Government and IT (known today as the Federal government’s CIO) under George W. Bush. Forman is a member of multiple boards and advisory councils throughout the IT community.

“Governments around the world must respond to an increasing array of complex issues that transcend borders, while meeting citizens’ expectations for increased quality of services and efficiency,” said Forman. “Unisys is well positioned to be the global leader in addressing these needs, and I look forward to accomplishing this by building on Unisys’s strong competencies and technology in justice, law enforcement, border security, social services and other core government mission areas.”

Jennifer L. Napper is now the Group Vice President of the Department of Defense and Intelligence Group within Unisys Federal. She will be responsible for all account management, solution delivery and business-growth activities, servicing Department of Defense (DoD) clients as well as other members in the intelligence community. Napper now reports directly to Unisys Federal president PV Puvvada.

Napper served in the U.S. Army where she rose to the rank of Major General and retired after 30 years of service. She also served as director of Policy, Plans and Partnerships for the U.S. DoD Cyber Command as well as the command of the Army’s 7th Signal Command. Most recently, Napper served as Vice President and Deputy General Manager of Defense Solutions at L-3 Communications.

“I am excited by this opportunity to join Unisys, a company known for setting the standard for both service quality and innovation,” said Napper. “Defense and intelligence agencies need new, more cost-effective approaches to delivering IT solutions and defending against increasingly sophisticated cyber threats. I look forward to working with the Unisys team to meet the challenge and grow our business in the DoD and intelligence community.”

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Cesar Tavares <![CDATA[GUEST COLUMN: Six Steps for Achieving Agility in the Federal Space, By Cesar Tavares]]> http://www.washingtonexec.com/?p=59328 2015-07-28T13:59:48Z 2015-07-28T10:16:44Z By Cesar Tavares Federal agencies are under increased pressure to deliver more with less and the only way they can meet such demands is by transforming themselves into more lean, flexible and responsive organizations. Meaning, federal agencies must adapt Agile principles and methods. Why then, given Agile’s proven track record, are federal agencies hesitant to [...]

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Cesar Tavares, Salient Commercial Solutions

Cesar Tavares, Salient Federal Solutions and Salient Commercial Solutions

By Cesar Tavares

Federal agencies are under increased pressure to deliver more with less and the only way they can meet such demands is by transforming themselves into more lean, flexible and responsive organizations. Meaning, federal agencies must adapt Agile principles and methods. Why then, given Agile’s proven track record, are federal agencies hesitant to make this jump?

This hesitancy is most often related to the rules and regulations that government agencies are forced to operate under. Rules and regulations are, by definition, not agile, particularly those enacted to acquire and manage waterfall development. As a result, these become constraints that make Agile implementation difficult. Such constraints explain why federal agencies have lower Agile adoption rates as compared to the commercial sector. Adoption by federal agencies is made even more difficult by the fact that the Agile community has not provided enough guidance to navigate these constraints. Therefore, the purpose of this article is to provide the Agile community with a starting point to overcoming these challenges through six major steps.

Step 1: Get commitment from leaders
The first and perhaps most important step in getting your federal agency to take advantage of what Agile has to offer is to get the commitment from your leading stakeholders. Without commitment from the top, transformation is not possible. If your agency is reluctant to adopt, try pointing them to the following tools: The Digital Services Playbook and The TechFar Handbook. These tools were created as a direct result of government failures (i.e. healthcare.gov) and will not only help you get buy-in for the Agile transformation, but it will also provide you with “plays” and other suggestions for success.

Step 2: Revise your acquisition process
The second step is to revise the acquisition process to support Agile deliverables. Agile-run programs that are executed under contracts meant for traditional software methods will most likely fail. This is because there are fundamental differences between Agile and traditional software development methods. This includes how work is procured, executed and monitored. Note, that in order to change something even as inherent as your RFI or RFP template, it will require the appropriate stakeholder commitment described in step one.

Step 3: Perform an assessment
The third step is to perform an assessment. The key here is to promote self-awareness and to establish a baseline from which to measure improvements. The assessment will also be the basis for establishing an Agile roadmap which will help determine your target future state. With the assessment and subsequent roadmap in place, the organization can begin to identify and acquire the resources needed to address challenges and to ensure a successful implementation.

Sept 4: Institute a Training Program
Perhaps the biggest challenge to an Agile transformation is culture. Federal agencies have deeply ingrained cultures that are very difficult to modify. Consequently, successful Agile implementations hinge upon a shift in culture. Thus, our fourth step deals with the most effective way to influence culture shift – training. Specifically, having Agile coaches embedded within the organization is the best way to provide the necessary training in order to foster change. The focus of the training is knowledge acquisition throughout the organization which will help align the Agile effort to the agency’s overall objective.

Step 5: Pilot your most difficult project
Now with everyone on board, the next logical step is to set-up a pilot project to help realize and refine your implementation. When piloting a new concept or capability it is common practice to pilot those projects that will present the least amount of risk. This is an acceptable approach; however, based on my experience, piloting a low risk project is not a successful driver of the Agile adoption effort. Low risk projects have less visibility, may not represent the overall organization, and do not foster overall engagement. Picking a low risk project may ultimately lead to failure at scale. A better and more effective approach is to pick the most difficult project available for your pilot. Doing so will ensure that major challenges are addressed and that success is scalable through the organization.

Step 6: Develop your DevOps solution
The sixth and final step, often the most challenging for the federal government, deals with your DevOps solution. DevOps means applying Agile principles to all stakeholders within the software supply chain. It is also the essential enterprise capability for ensuring continuous delivery. The speed of Agile is limited by the operations supporting it and, as a result, you must have an effective DevOps solution in place. I have found that the best approach to implementing a successful DevOps solution is to leverage your assessment (see step 3) and identify those DevOp areas or capabilities that need the most improvement. Next, create appropriate epics and/or features that address them and manage them within your Agile backlog.

Within the world of software development, federal agencies have a lower Agile adoption rate because of the increased constraints that they are forced to work under. This is further aggravated by the lack of available guidance. Thus, if your organization suffers from the aforementioned constraints and does not have guidance on where to begin, I recommend the mentioned Six Steps to Agility in the Federal Space.

About the Author:
Cesar Tavares is a Solutions Architect for Salient Commercial SolutionsAgile Center of Excellence as well as a leading member of Salient Federal Solutions. Tavares has over 15 years of IT experience in both the Federal and Commercial sectors, serving as a lead technologist for QintetiQ North America. He speaks fluent English, Spanish, and Portuguese and is considered by some to be an expert in architecture, installation, implementation and training of application lifecycle management tools. Notably, Tavares was a co-speaker for IBM Innovate 2014.

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Charlie Truxillo <![CDATA[Sid Fuchs Elected to 5AM Solutions, Inc. Board of Directors]]> http://www.washingtonexec.com/?p=59311 2015-07-27T16:50:42Z 2015-07-27T16:50:42Z On July 23 MacAulay-Brown, Inc. (MacB) announced that the company’s President and CEO, Sid Fuchs, has been elected to the Board of Directors for 5AM Solutions, Inc. Fuchs will provide his years of leadership and experience in the Intelligence and Cyber communities to help 5AM Solutions reach its strategic objectives and expand in current and [...]

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Sid Fuchs, President and CEO, MacB

Sid Fuchs, MacB

On July 23 MacAulay-Brown, Inc. (MacB) announced that the company’s President and CEO, Sid Fuchs, has been elected to the Board of Directors for 5AM Solutions, Inc. Fuchs will provide his years of leadership and experience in the Intelligence and Cyber communities to help 5AM Solutions reach its strategic objectives and expand in current and new markets.

“We are thrilled to welcome Sid Fuchs to our Board of Directors,” said Leslie (Ellie) Power, 5AM Solutions Board Chairman.

“His extensive experience in growing information technology firms is highly valued,” added Brent Gendleman, 5AM Solutions CEO. “Sid’s keen insight on strategy and execution brings us an excellent resource to strengthen the 5AM management team, and grow our ability to serve customers more effectively.”

5AM Solutions provides data management and analytics to the life sciences and health care industries. According to the press release, the company has been ranked nationally as one of the fastest growing private companies in the U.S.

Related: WashingtonExec Rising Stars Hosts Sid Fuchs: “Don’t Confuse Activity with Results”

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Charlie Truxillo <![CDATA[NetImpact Strategies Wins Program Support Center (PSC) IDIQ Contract]]> http://www.washingtonexec.com/?p=59272 2015-07-24T14:24:52Z 2015-07-24T14:06:55Z NetImpact Strategies, Inc. (NetImpact) was awarded a five-year Indefinite Delivery/Indefinite Quantity (IDIQ) contract by the Program Support Center (PSC) at the U.S. Department of Health and Human Services. NetImpact’s core capabilities in Strategy, Business Management, and Business Transformation are well aligned to support the Policy Analysis, Program Assessments, Data Analyses, and Evaluation Study scope of this [...]

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Kavita Kalatur, NetImpact Strategies

Kavita Kalatur, NetImpact Strategies

NetImpact Strategies, Inc. (NetImpact) was awarded a five-year Indefinite Delivery/Indefinite Quantity (IDIQ) contract by the Program Support Center (PSC) at the U.S. Department of Health and Human Services. NetImpact’s core capabilities in Strategy, Business Management, and Business Transformation are well aligned to support the Policy Analysis, Program Assessments, Data Analyses, and Evaluation Study scope of this IDIQ. This IDIQ is an additional vehicle for NetImpact’s federal customers to access our services.

“NetImpact brings functional experience concentrated at the nexus of program management and analysis capabilities which coupled with a vehicle like the PSC IDIQ accelerates our long term growth strategy. Our customers now have more avenues to avail of our services in an expedient and cost effective manner,” said Kavita Kalatur, President and CEO of NetImpact.

The PSC IDIQ is a fee-for-service, shared services agency providing procurement support for all federal agencies, including the Department of Defense (DoD). The PSC IDIQ is a five year vehicle (with a five year option) with a $500M ceiling to support a diverse range of requirements through quick turnaround task order contracts. This IDIQ offers NetImpact customers many benefits, including competitive, pre-negotiated rates; support for Time and Materials, Labor Hour, Cost Reimbursement and Firm Fixed Price efforts; quick turnarounds for critical agency requirements; and low fees based on the level of service selected.

Headquartered in Northern Virginia, NetImpact delivers value and measurable results through their expertise and innovation across the federal Civilian and DoD sectors. NetImpact provides practical Enterprise IT Solutions, Business Management and Business Transformation services that accelerate client mission accomplishment. NetImpact is a SBA 8(a) participant and an Economically Disadvantaged Women-Owned Small Business (EDWOSB).

Related: NetImpact Strategies’ Kavita Kalatur Discusses Her Role as MOC 2015 Industry ChairKavita Kalatur’s Three Pieces of Advice to Her Children: You Can Control Your Effort, Not the Outcome

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Charlie Truxillo <![CDATA[LookingGlass Cyber Solutions Acquires Kleissner and Associates]]> http://www.washingtonexec.com/?p=59198 2015-07-23T18:13:05Z 2015-07-23T18:13:05Z On July 21st, LookingGlass Cyber Solutions announced that it acquired Kleissner and Associates. This acquisition is immediately following the successful raising oft $20 million Series B Funding as well as acquiring CloudShield. With the addition of Kleissner and Associates, LookingGlass is now able to use Kleissner and Associates’ Virus Tracker to offer customers more strategic technological offerings [...]

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Chris Coleman, President and CEO, Lookingglass Cyber Solutions

Chris Coleman, President and CEO, LookingGlass Cyber Solutions

On July 21st, LookingGlass Cyber Solutions announced that it acquired Kleissner and Associates. This acquisition is immediately following the successful raising oft $20 million Series B Funding as well as acquiring CloudShield. With the addition of Kleissner and Associates, LookingGlass is now able to use Kleissner and Associates’ Virus Tracker to offer customers more strategic technological offerings as well as to provide an opening for company for even more growth down the road.

“We have had a strong working relationship with Kleissner and Associates for the past couple of years, and this acquisition will allow the combined company to deliver new and innovative services to our current customers,” said LookingGlass CEO Chris Coleman. “Furthermore, this opens up opportunities for LookingGlass to expand our threat intelligence services to underserved down market customers.”

Kleissner and Associates’ Virus Tracker is a botnet monitoring system that catches over 3 million infections daily around the globe. This program will serve as a strategic launch point for LookingGlass to deliver threat intelligence services to the under-served medium and small business markets. This series of acquisitions is part of LookingGlass’ long-term business strategy to optimize its position in the cyber security industry.

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Eric DeKenipp <![CDATA[GUEST COLUMN: The Time for GovCon to Prepare for the Millennial Tsunami is Now, By Eric DeKenipp]]> http://www.washingtonexec.com/?p=59149 2015-07-24T15:01:41Z 2015-07-23T16:24:55Z By Eric DeKenipp As Request for Proposals (RFP’s) and Task Orders (TO’s) are released by the government, contractors throughout the Beltway are beginning to realize that government demand for junior-level talent with skills in Science, Technology, Engineering and Mathematics (STEM) is increasing. As a result, everyone from CEO’s to program managers and other functional support [...]

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Eric DeKenipp, Vencore

Eric DeKenipp, Vencore

By Eric DeKenipp

As Request for Proposals (RFP’s) and Task Orders (TO’s) are released by the government, contractors throughout the Beltway are beginning to realize that government demand for junior-level talent with skills in Science, Technology, Engineering and Mathematics (STEM) is increasing. As a result, everyone from CEO’s to program managers and other functional support professionals in the industry are struggling to identify talent supply pipelines to meet that demand. That’s why now is the time for government contractors in the STEM arena to begin dusting off their human capital tool kits and revisit strategies designed to attract and retain the workforce of the future.

Educational institutions throughout the United States forecasted the talent shortage in STEM careers years ago but because of the recessionary nature of the economy, retirement rates stalled and the workforce grew to become multi-generational. However as the economy recovers and retirement rates begin to rise, the need for Millennial’s will increase equivalently and the product of the academia’s efforts to engage students in STEM will be yielded. GovCon is now faced with recruitment challenges that organizations haven’t experienced since the end of the great depression and the trend is forecasted to continue over the next 5 years. For this reason, executives will be required to re-prioritize their in-direct dollars and increase investment in human capital programs. For some, this may or may not be possible when margins throughout the industry are sitting at near break-even levels.

As GovCon begins to backfill senior leadership roles vacated by the Traditionalists and Boomers, there will be an increasing need for not only performance management, mentoring and succession planning but also an enhanced focus and investment on employee training and development programs.

There are many reasons for the identified talent gaps mentioned above but the most important to highlight here is that as financial markets continue to recover from the great recession, Traditionalists and Baby Boomers are beginning to retire and as they exit the industry, the effects are trickling down the corporate ladder. Starting at the executive and senior management levels of organizations, the impacts are becoming more evident and as a result we have seen a resurgence of and increased attention placed on things like performance management, mentoring and succession planning programs.

As GovCon begins to backfill senior leadership roles vacated by the Traditionalists and Boomers, there will be an increasing need for not only performance management, mentoring and succession planning but also an enhanced focus and investment on employee training and development programs. In many cases, we may be promoting employees to management when they have little to no experience managing people, developing or managing complex CPM schedules, multi-million dollar budgets’, conducting quality assurance reviews or risk analysis, the list goes on and on. Comprehensive talent development programs will assist with these talent gaps and will be required for GovCon to not only maintain operational capability but also ensure that our client’s mission critical needs are met and satisfaction rates maintained.

As the impacts of increased turnover continue to trickle down organizational charts, contractors are going to be left with even larger talent gaps at the lower tiers of their organizational pyramid. However, with adequate preparation and investment now, they will be able to successfully navigate from the multi-generational workforce that they’ve become accustom to and toward a model where Millennials will account for nearly half of their overall workforce.

It is estimated that by the year 2020, Millennials will account for up to 46% of the overall workforce in the United States and as retirement rates continue to increase, government contractors must begin re-implementing broad (dare I say it)- internship and entry level recruitment programs. The tsunami of STEM talent that contractors have been anxiously awaiting is coming and by establishing targeted recruitment and talent development programs early, GovCon has the opportunity to develop solid relationships, achieve brand recognition within new talent communities and more importantly streamline internal processes and controls to ensure strategies are delivering measurable returns. Lastly and possibly more importantly, by developing these programs early, executives will position their organizations to provide the green talent that the government is seeking and truly differentiate their organizations from the competition.

About the Author: Eric DeKenipp is the Senior Manager of Human Capital at Vencore, Inc. and a candidate for the Loudoun County School Board in 2015.

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