DiverseCEO 2016 Magazine Edition by DiverseCEO

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DIVERSE

CEO 2016

The Magazine for Diverse Management Professionals

NEW

DIVERSE IN

SEQUESTRATION Will the Clouds Clear? A look at how federal budget cuts have impacted Metro D.C.'s economy, and what contractors can expect in the year ahead.

InScope International's Mike Bruce talks about the value of diversity, and why he set out to "change the script for the future."

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Software Development Project / Program Management Healthcare Mobile Technologies 1818 Library Street, Suite 500 Reston, VA 20190 Tel: 703.944.1276 | Fax 866.235.1276 regasolutions.net | info@regasolutions.net Minority Owned CLIENTS: USDA, FRB, DOD, MHS, KGS, DOL, FERC, DOE, PMI, CMMI, ITIL Certified Professionals

Our Cover

08 Edward "Woody" Davis Jr.

"Throughout the Government, modernizing IT to provide more efficient and reliable IT service is a major priority. In accordance with this overall trend, the main agenda item and priority for the next year is to modernize information technology"

Departments

38 B rand Builders:

Five Times Marketing Research Matters (And When it Doesn't)

16 Executive Wellness:

Team-Building on the Slopes

44 HangOuts:

Woodmont Grill: Home to the Right Atmosphere, Food and Superior Service

12 E xec Tech:

Your New (Electronic) Best Friend: Samsung Note 4

48 R ecruit & Retain:

Three Ways to Keep Millennial Employees Engaged

50 Networking:

Women-Related Diversity and Inclusion Organizations

08 Features

14 Exec. Q&A

32 Sequestration Forecast: 08 Mike Bruce of InScope Will the Clouds Clear in 2015? The End of Quantitative Easing by Keith Loria

We talk to GMU economist Dr. Stephen Fuller, U.S. Congressman Gerry Connolly and others about what area businesses can expect in coming months.

International:

Mission-Centric Value

14 Mike Bruce of InScope International:

Mission-Centric Value

18 William Milton:

Fostering Inclusion at USDA

20 Health Disparities in the U.S., an Overview

The End of Quantitative Easing by Col. Claude Hines Col. Claude Hines looks at

some of the root causes, and how they are being addressed. Differences in provision of healthcare services arise and form the underlying basis of what have come to be known as the “health disparities”

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36 Plus

06 From the Publisher 54 Business Events in the

DMV: March-May 2015

36 Fedcocktail 40 Department of Defense Spending Trends

30 Office of Federal Contract

Exec. Profiles

22 Lovey Hammel:

Investing in the Next Generation of Entrepreneurs

24 Dr. Samuel Hill:

If You Listen, Businesses Will Come

26 Maimah Karmo:

Helping Younger Women Survive--and Thrive--Despite Breast Cancer

Compliance, Working to Ensure Equal Access

28 DoD Seeks to Extend Mentoring Program

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Publisher & CEO: Rick Khosla Editor in Chief: Emily Guerrero Design Director: Colin Nchako Event Director: Simo Benali Editorial Assistant: Carol Ozemhoya Contributors: Neha Bhandari, Anju Bhandari, Sonia Kumar Khosla, Neal Kumar Khosla, Naadia Puri, Kevin Puri, Shivani Kaushal Khosla, Vik Chauhan, Ranjan Arora Published By: REGA SOLUTIONS COMPANY 1818 Library St., Ste 500, Reston, VA 20190 Tel 202.660.1441 Fax 866.235.1276 http://www.diverseCEO.com Info@diverseCEO.com DiverseCEO provides diverse federal and commercial executives with the information, insights and strategies necessary to successfully navigate the complex world of federal and commercial business. All rights reserved. Materials may not be reprinted or reproduced without written permission. Share Your News Businesses...Send your news of hires, partnerships, promotions, acquisitions—any company milestones—to in@diverseceo.com for consideration of publication. Freelance writers...we are hiring. Please visit diverseceo.com for submission guidelines prior to pitching stories and to apply for open assignments in future issues. Grow Your Business Business magazines are one of the few marketing mediums that are delivered to the desks of your target audience and viewed repeatedly by key decision makers, making print advertising an invaluable means to growing your business. Advertise with DiverseCEO and be part of the only publication providing executive-level coverage of the challenges and successes of the diverse leaders responsible for leveraging vehicles, certifications to fulfill the agency’s or company’s mission. As a DiverseCEO advertiser, you'll... Reach 60,000 readers and deliver your message to the desks of diverse federal IT decision makers Build affiliation with a market-leading magazine Create solution awareness for your services Inspire thought leadership and audience engagement

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Our emphasis on

DIVERSITY

makes us local as well as global

Diversity policies of current administration, Small Business Administration guidelines, Diversity conventions, dates & locations, Featured diverse companies, Small diverse businesses, 8(a), GSA compliance issues & DiverseCEO magazine & Networking Events, Connection to chambers of commerce, Connection with other diverse organizations, Socio-economic Fortune 500 resources access, Yearly DiverseCEO Commerce Showcase, Educational seminars and courses, Yearly DiverseCEO Awards Gala, DiverseCEO Fortune 500 forum, Discounts to other organization memberships, ...and more more

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NEW YEAR, REFINED FOCUS

When I reflect back on 2015, I see a year of growth. On a personal level, that included the bittersweet pride of getting my daughter settled in for her first year of college, and helping my son prepare for an overseas internship in Russia. Professionally, it meant bring a passion project to fruition with the successful launch of DiverseCEO. I have since received many compliments on the first issue of the magazine, with readers commenting on the quality of the content and the need for a publication that speaks to diversity issues. This feedback makes the investment and energy that went into our inaugural issue all worth it. As you can tell, diversity and inclusion are topics that are close to my heart. Federal contracting, arguably the lifeblood of the DMV's economy, is another. In this, our second issue, in addition to profiles of inspirational and diverse executives, you'll find an expanded focus on the contracting industry. Our feature, "Sequestration Forecast," examines how government spending cuts have impacted area businesses, with input from economist Dr. Stephen Fuller and others closely following this subject. We also take a look at what contractors should expect in terms of federal spending in 2015. Additionally, you'll find updates on the Department of Defense move to extend the Small Business Mentoring-Protégé Program and its 2014 Annual Report. We also discuss new rules that the Office of Federal Contract Compliance Programs says are vital to "closing the pay gap," but critics say will drive smaller companies out of the contracting arena. In coming issues, you can expect a continued focus in these areas, as we explore the triumphs and challenges of diverse executives and the unique landscape of the government contracting industry. Another feature this month is a listing of women-focused professional groups. I can't overemphasize the importance of building a strong network. I have found many organizations to be a blessing in my media career, such as the Society of Human Resource Management (SHRM) and especially the people at the National Press Club. I'm also active in the Northern Virginia Technology Council, Prince William County Chamber of Commerce and Reston Chamber of Commerce. I find that organizational memberships pay for themselves; the information you gain and the connectivity are great assets to any professional. Speaking of which -- look for DiverseCEO to come "off the page," with new events where you can build these types of connections. Share ideas with peers, find or become a mentor and make contacts that strengthen you professionally and personally. We'll also have sponsorship opportunities built around a Diversity Fair, Women in Contracting, Higher Education and Service-Disabled Veteran-Owned Companies. It's going to be an exciting year here at DiverseCEO, I invite you to join us! PUBLISHER'S NOTE Rick K. Khosla, Publisher & CEO rick.khosla@diverseceo.com 703-944-1276

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www.diverseCEO.com | DIVERSE CEO 7

EXECUTIVE Q&A

EDWARD DAVIS JR. By ADD AUTHOR

hat do you consider to be your main agenda item and priority for the next year?

Throughout the Government, modernizing IT to provide more efficient and reliable IT service is a major priority. In accordance with this overall trend, the main agenda item and priority for the next year is to modernize information technology in an effort to provide more secure, robust, and cost effective IT Services for an agile workforce that requires timely and complete access to mission data. Cloud Computing and Cloud Technology are currently major buzzwords within the realm of IT. Since you are currently working with some large-scale cloud-based projects, how do you think the federal cloud footprint could grow in the coming years? The Federal Government has expressed a goal to increase the use of cloud computing in an effort to modernize Government IT, announcing new policies and initiatives to encourage Federal agencies to explore cloudbased options with new, innovative approaches to accomplishing IT goals. With companies like Amazon, SalesForce, and Microsoft obtaining General Service Administration (GSA) - Federal Risk and Authorization Management Program (FedRAMP) approval, the Federal cloud footprint has already grown and will continue to grow over the next 10 years. Through FedRAMP-approved services like Platform as a Service, Infrastructure as a Service, Software as a Service, and Managed IT services, Government IT departments have the opportunity to reduce cost and overhead associated with traditional agency hosted solutions that require facilities, hardware, physical security, and IT staff with unique skills.

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When discussing movement to cloud computing and technology, many of my colleagues in agencies like the Department of Homeland Security and USDA are either researching movement to the cloud or have already invested in moving various IT services and technologies to Cloud-based services. In the coming years, this type of research and the growing availability of high-quality cloudbased solutions will likely continue to enable agencies to move into the cloud. Within the realm of Information Technology, what do you think are some of the biggest challenges facing federal agencies? IT is a highly dynamic field that comes with great benefits but also great challenges. There are two major challenges facing federal agencies today: keeping IT systems secure and acquiring IT services in a timely manner. Securing IT systems is a never-ending job that requires depth, diligence, commitment, and capable technologies. In discussing “depth”, I am referring to the layers of security needed to either deter or slow down efforts to compromise the security of IT systems. Depth includes monitoring, alerting, encryption, modifying, morphing, and adapting both technologies and services provided by staff responsible for IT Service. Without depth, the most diligent, committed, and capable technologies will be breached, which, as we all know, is of major concern. The second major challenge facing federal agencies is quick, efficient, and competitive access to contracted IT services and technologies. From my experience, awarding a contract to obtain IT services can be a lengthy process ranging from 1-3 years. This long lead time to obtain IT services and technologies often

stifles an organization’s ability meet the needs of their respective customers as well as obtain lower prices for services. What about the biggest opportunities facing federal agencies? When asked about the biggest opportunities facing federal agencies today, I would have to say that the opportunity to move IT services from homegrown hardware-laden legacy systems to Contractor-provided Cloud-based services is tremendous. Movement to more Cloud-based services like Infrastructure as a Service, Software as a Service, and Platform as a Service is enabling Federal agencies to more efficiently scale up or scale down services, acquire services whose technologies evolve as new capabilities are developed, and more efficiently meet federal security level requirements (i.e. service provider mandated compliance). As such, Federal agencies now have the opportunity to improve focus on performance and service delivery instead of spending time maintaining backend technologies that require constant updates, patches, and upgrades, which can require an immense investment in time and/or money. Have you experienced a significantly different set of challenges and opportunities at CNCS as compared to DHS? The overall challenges and opportunities that we face in the world of Information Technology are the same regardless of the agency. We live and work in a time when the growth, change, and capabilities of technology are constantly expanding and increasing exponentially. No matter the mission or size of the organization, staff still need to have access to applications for performing their duties, email to communicate, and data storage for their documents.

Edward “Woody” Davis Jr., Deputy CIO

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EXECUTIVE Q&A

Whether we support 10 or 10,000 staff, if a person cannot access IT services we still get the call to restore services. This is why a move from a large Government agency to a smaller government agency (such as the Corporation for National & Community Service) does not often result in significantly different sets of challenges or opportunities. What major changes do you think the Government IT industry will see in the next 5-10 years? I expect that there are three major changes that the Government IT Industry will see in the next 5-10 years: there will be improvements within Cybersecurity, data transmission, and professionally trained IT managers. For Cybersecurity, as more breaches in security are detected, the understanding and desire to improve security grows exponentially. As improvements like detection, analysis, prevention, and preparation for security breaches occur, the abilities of those attempting to breach security improve as well. Changes in Cybersecurity will likely focus on data protection through diligence, security in depth, and investment in technology advancements since “leave well enough alone” is no longer a viable option. In the world of data transmission, the increased use of fiber instead of copper as the cable plant of choice will increase the Government’s ability to transmit larger quantities of data over longer distances. This change will also provide improved security through reduced radiant signals and maintain data integrity due to immunity to electrometric interference and radio-frequency interference (EMI/RFI). This change may also introduce cost savings through lower cable maintenance, less hardware required to support data transmission, and less cable infrastructure. The final major change will be in Information Technology managers and leaders. The next wave of IT managers and leaders have 10 DIVERSE CEO | www.diverseCEO.com

obtained IT Management degrees from many universities (including degrees which did not exist 20 years ago), and have obtained advanced professional certifications like the Project Management Institute (PMI) Project Management Professional certification, Information Technology Infrastructure Library (ITIL®) certifications, Control Objectives for Information and Related Technology (COBIT) certifications, and the Certified Information Systems Security Professional (CISSP) certification. Not only are the current midlevel managers gaining valuable experience, but they have also obtained specific education geared towards more IT-centric, professionally educated, and business focused methodologies for managing staff, relationships, and politics. What major successes do you think we may encounter? Some of the major successes we may encounter in the near future (5-10 years) will be the increased use of and dependency on Cloud-based services, the use of biometrics to enhance IT security, and the ability to store and provide quick access to large amounts of data. I also expect that Terabytes will become commonplace and petabytes (PB) will be the equivalent of current data storage sizes. Finally, the ability to connect securely to network resources at any time from anywhere will improve IT departments’ ability to better support to mobile workforce, shaping the way employees contribute to their organizations. What do you consider to be the most valuable leadership lesson you have learned throughout your career? The ability to adapt. No one leadership style works for all situations. Sometimes you have to be a strong leader who is decisive, while at other times you have to be a leader who listens, considers all options, and makes decisions based on many sources of information. To be a flexible leader, one must continuously employ multiple approaches, work hard to

improve, be comfortable with yourself and understand that you may not always have all answers. It is similarly critical to instill in staff that their opinions, thoughts, ideas, and recommendations are important contributions to a decision-making process.

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EXECTECH

YOUR NEW BEST FRIEND By Simo Benlai

ome said it would never catch on, but here we are four years from the original Samsung Galaxy Note alphablet (a cross between a phone and tablet) with the fourth generation device, the Note 4. The Note 4's big screen and S Pen stylus are certainly not for everyone. Samsung's other newer offerings, the Galaxy S5 and Galaxy Alpha ,offer a more mainstream smartphone setup. However, the Note 4 brings together big power, a big screen and big productivity. If you're after a top-end smartphone which won't break the bank (or your palm, pocket or handbag) then you're probably in the wrong place. At $750 when purchased outright, or $300 with a 2-year contract, the Galaxy Note 4 is not cheap. It's also not your only phablet option. It's up against the likes of the Nexus 6, Nokia Lumia 1520, Huawei Ascend Mate 7 and the steeply priced iPhone 6 plus, the only one matching the Note 4 in terms of cost. Unlike the previous three iterations Samsung hasn't deemed 12â&#x20AC;&#x201A;â&#x20AC;&#x201A; DIVERSE CEO | www.diverseCEO.com

it necessary to increase the screen size of the Note 4, so it sticks with the same 5.7-inch dimensions of the Galaxy Note 3. It's not the same screen though, as Samsung has given the Galaxy Note 4 a hefty resolution boost. When it comes to design Samsung has definitely listened about its latest line-up feeling plastic-y in the hand and has decided to give the Note 4 more of a premium finish. There's a metal rim surrounding the handset, shielding the rest of the chassis like a velvet rope protecting celebs from real people in a club.

"Samsung has tried to make the removable plastic cover feel more premium by giving it a leather effect finish, but there's still no fooling your hand with that unmistakable texture."

It sports exactly the same shape, style and rounded corners as the Galaxy Alpha, only on a bigger scale and thanks to the increased size the plastic rear is more noticeable here than it is on the Alpha. A plus side to this is the plastic provides good grip, vital when you've got such a large handset in your hand. Even though the Note 4 is a touch wider than the all-metal iPhone 6 Plus, I found the Samsung easier to hold. While the 6 Plus has a smaller, 5.5-inch display, than the Note 4, it's actually taller than the Note 4; something else the Samsung has over its Apple rival, making the Note feel more balanced in the hand. Add to that the placement of the power/lock key on the right of the Galaxy Note 4 and you find that even for a big phone the key buttons are still easy enough to reach (if your palms are on the larger side). The Samsung Galaxy Note 4 measures 153.5 x 78.6 x 8.5mm, almost the same as its predecessor and smaller in width and depth than the Galaxy Note 2, which is impressive considering this is the first of the Note series to sport a metal frame. I've also been using the 5.5-inch ONEPLUS ONE Qualcomm Snapdragon recently and

Pros • • • •

Exceptionally sharp, vibrant screen Long battery life Solid all-round camera Packs plenty of power

Cons • • • •

S-Pen app discovery needs work Plastic back still feels "tacky" Some Softwares aren't easy to find Expensive

"SAMSUNG HAS PACKED IN MORE POWER, AN EVEN BETTER DISPLAY AND A GREAT CAMERA MAKING THE NOTE 4 FOR AN EXCELLENT EXECUTIVE SMARTPHONE. IT'LL BE TOO BIG FOR SOME AND THE S PEN IS STILL QUESTIONABLE, BUT OVERLOOK THIS AND YOU'LL BE HAPPY." there's really not a lot to choose between the two in terms of size. It's safe to say then, if you're already accustomed to the larger league of smartphones then the Galaxy Note 4 will feel right at home in your palm. I really like the way the Galaxy Note 4 feels in the hand and having used the Note 3 on a number of occasions, it definitely feels different and more refined. Plus, the Note 4 is light too, just a touch over the weight of the Note 3, at 176g. Samsung's tried and tested physical home key still resides at the bottom of the screen, providing a location for the Korean firm to stuff in its fingerprint scanner. It's flanked by two touch keys. To the left of the home button is the multi-tasking key, while on the right you get a back button. Both are completely hidden when not illuminated by the backlights, providing a clean finish to the front of the Galaxy Note 4 that belies the added funtionality.

Some shuffling of the Note 4 in the hand is required to get your fingers in the right position to reach these buttons during one handed use, so you'll need to be careful not to drop it. Round the back you'll find a 16MP camera, LED flash and the heart rate monitor which is also featured on the Galaxy S5, S5 Mini and Galaxy Alpha. In the bottom corner you'll also notice the end of the S Pen stylus hiding inside the body of the Galaxy Note 4, while behind the removable rear cover there's a microSIM port, microSD slot and a sizable 3220mAh battery.

and Ascend Mate 7. And while the iPhone 6 Plus may look sleeker, the Galaxy Note 4 boasts a bigger, better screen and very similar dimensions that make it a winner in its category

This, then, is the Note handset with the most premium and accomplished look and feel to date. Samsung is finally providing the build quality users of its top-end devices have been yearning for. Samsung has managed to keep the dimensions manageable; it's certainly a lot easier to hold than the 6-inch Lumia 1520 www.diverseCEO.com | DIVERSE CEO 13

EXECUTIVE Q&A

INSCOPE INTERNATIONAL: MISSION-CENTERIC VALUE By Carol Ozemhoya

magine being out on a work-related cruise when 9/11 occurred. You served in the military, but your loyalty to the U.S. now has to wait until your ship is cleared to come back into U.S. waters. After an agonizing week, you are finally back on American soil. More than anything, you want to do what you can to make sure that the 9/11 tragedies never happen again. Welcome to the world of Mike Bruce and the beginning of InScope International. InScope provides engineering, technology and train-

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ing solutions in response to issues that arise within the healthcare, energy, housing, defense and financial industries. In its 12-year history, the company has gone from a fourperson operation to a staff of about 200. As the world becomes smaller and businesses and governments move to solve problems on a global scale, “I was out to sea until the 17th or 18th. During that time, the idea for InScope was born," Bruce recalled. "Because I had served in the military, because I took the

attack very personally, I wanted to know how I could use my gifts, my talents, my connections to change the script for the future." InScope’s unique brand of problem solving – called “mission-centric consulting” – has attracted private and public sector clients from a variety of industries. Past and present clients include Air Force Material Command, FEMA and the Department of Homeland Security, as well as USA Today.com, GlaskoSmithKline and eBay, just to name a few.

DC: What are some of the things that you did before you launched InScope?

DC: What are some of the things you do to generate leads and get new business?

MB: I always thought I was going to be a management consultant. As a first generation American , my family steered me toward big companies. Small or startup companies were far from my mind. So out of college I joined a startup. And then I started my own startup. From the summer of my 8th grade through college, I worked every summer as a computer programmer at Bell Corps in Piscataway, New Jersey. I worked at a college intern job from 8th grade through college.

MB: We believe that the most powerful leads come from referrals from our existing clients and our employees. It’s about trust and it’s about relationships, so anytime we can, we generate leads through our relationships – people who know and trust us. Apart from that, we participate in a variety of inbound and outbound marketing activities. No one is ever going to buy from us if they don’t know us, understand our value, our value prop, [or] don’t trust us.

DC: When you first started the company, how many employees did you have and who were your first clients?

DC: How does being in the Washington, D.C. area help your business gain new clients and grow?

MB: In the beginning, we had four people in the office, and 14 consultants that were doing technical work on client sites. They were doing software development at Freddie Mac (FM). FM and AARP (American Association of Retired Persons) were two of our first clients. The Department of Homeland Security was another one. Now we have 100 employees and 100 consultants in the field serving our customers.

MB: D.C. is becoming an increasing epicenter of business in addition to government and the defense industry. We are seeing D.C. increasingly diversified. One of the biggest contracts in our history started with a conversation with a neighbor.

DC: How important is diversity to you? MB: I believe that diversity of all sorts is a strength to our company. We tout that as a competitive differentiator. We believe that the most innovative thinking and the most creative ideas come from diversity. We don’t tout our diversity as a reason to do business with us; it’s a part of our corporate culture and a reason we can deliver exceptional services to our customers. DC: What’s a typical day like for you? MB: Is there one? Contemplating the strategic activities that are taking place across the company and then allocating my time to support those areas where I can provide unique value. I have a CEO task list that I look at and update and prioritize those “have to dos.” My job is sales and marketing and customer service and HR and finance. My job is to make sure all of that is going well and that the people responsible get the resources [they need].

DC: Where do most of your clients come from – the private or public sector? MB: We have taken great pride by swimming against the stream and striving for a 50/50 balance between public and private sector clients. We were profoundly ridiculed when we were going after the 50/50 split when we started. We just firmly believe that the challenges organizations face are not bound by the industry sector in which they operate. And so, why then define yourself by whether you do business in the public sector or private sector? We don’t define ourselves by procurement method, but by the problems we are trying to address. DC: Can you explain the concept of “mission-centric consulting?” MB: OK. Let me give you an example. Let’s look at chronic care. We put medical devices in homes and recorded info as to the patient and what is needed and what patterns are followed. A nurse connects that info to the right people to provide the best medical care.

“I WAS OUT TO SEA UNTIL THE 17TH OR 18TH. DURING THAT TIME, THE IDEA FOR INSCOPE WAS BORN," BRUCE RECALLED. "BECAUSE I HAD SERVED IN THE MILITARY, BECAUSE I TOOK THE ATTACK VERY PERSONALLY, I WANTED TO KNOW HOW I COULD USE MY GIFTS, MY TALENTS, MY CONNECTIONS TO CHANGE THE SCRIPT FOR THE FUTURE." This is a global issue. So if we can help a private company provide chronic care to its constituents, we can help any body anywhere… We look at things this way: if there are issues, there are opportunities. If we are pursuing the big problems we are facing, people will always want to work with us. There will always be demand for our services. DC: Do you have any advice for someone else wanting to start his or her own business? MB: Question your motive and the value of the contribution. Ask yourself why you want do it. If someone values this something you want to provide and is willing to pay for it, make sure that you have tested it. Don’t do it just to make money – do it because you can provide something of value.

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EXECUTIVE WELLNESS

A WINTER WEEKEND GETAWAY: TEAM BUILDING ON THE SKI SLOPES By Shefali Kapadia

wo-thousand miles to the west of the nation’s capital, a group of Washington, D.C.-based professionals sit around a fireplace, sipping hot toddies after a long day of skiing. You can also find similar scenes closer to home, at one of the 34 ski resorts located in the Mid-Atlantic. From the snowy peaks of Vail, to the Shenandoah Valley of Virginia, corporate ski retreats are a popular way for executives to get away and escape the winter blues. Maryland, Virginia and Pennsylvania all offer resorts that can be reached within a fourhour drive of D.C., ideal for a weekend getaway. Massanutten reported that corporate groups often arrive Friday evening and spend Saturday and Sunday on the slopes before heading back to the office.

Demanding Focus, Delivering Calm The sport offers mental benefits which can return executives back to work refreshed and recharged, getting outdoors and breathing clean mountain air is beneficial to the body, said Steve Martin, director of the Ski and Snowboard School at Liberty Mountain Resort in Fairfield, Pa., the closest ski resort to D.C. He added that the moun16 DIVERSE CEO | www.diverseCEO.com

tain scenery can be relaxing and calming to executives with demanding, high stress jobs. Being in the great outdoors may also provide a level of freedom that they may lack in the office. “You’re devoid of all distractions,” said Clare Afman, general manager at Lumière Telluride, a ski hotel in Telluride, Colo. While out in the mountains, she said, executives don’t have to pay attention to smartphones buzzing with emails. Additionally, skiing demands a lot of attention and focus, providing an almost meditative effect. “The other parts of your life kind of disappear for a little while,” Martin said. “You lose track of some of the other things that may be stressing you.”

length of a run, skiing can offer a challenging cardio session and a full-body workout. “You’re engaging almost all of your muscle groups in your body. But in particular, you’re giving a great exercise and a great workout to your legs and to your core,” Martin said. “There’s a lot in skiing where you use your stomach and back muscles to stabilize your body.”

Getting Started For someone who’s never skied before, the thought of strapping long pieces of fiberglass to their feet and sliding down a slippery, snowy slope can be intimidating.

Unlike many corporate settings, skiing in the mountains is independent and non-competitive. “When you’re sliding down the snow on your skis in the mountains, there aren’t constraints around you,” said Bobby Murphy, director of Vail Ski and Snowboard School. “You open yourself up to a real freeing experience."

“Quit your guessin’, take a lesson,” Showalter quipped, explaining that new skiers usually come out of a lesson feeling more confident and having a sense of accomplishment. After a few days, they’re able to transition from bunny slopes to "green circle" trails, a rating designating well-groomed and gentle sloping runs.

“In the winter months, when it’s really cold and really snowy, there aren’t a whole lot of activities you can do outdoors,” said Steve Showalter, ski operations manager at Massanutten Resort in Virginia. Depending on the difficulty and

Many first timers with a background in other sports find that their skills transfer to skiing. Ski instructors are trained to get a general understanding of a person’s background -- everything from overall fitness level to age -- before beginning a lesson, Murphy said. For in-

“I’ve personally taught people who are in their mid-60s, skiing for the first time,” Martin said.

stance, ice skating can transfer because of the balance and movement on ice. “Even a sport like tennis, which you would think would have very little crossover to skiing, actually has a lot, as you move laterally from side to side, foot to foot,” Murphy said.

Bonding Slopeside Often in a corporate group of mixed-experience skiers, expert skiers partner up with novices during the lesson, Showalter said. Ski retreats can encourage a new level of teambuilding that extends outside the office. “Anytime people take on a physical challenge with their coworkers, there tends to be this support for each other. It’s helping each other trying to be successful in a new sport, and trying to keep everyone together,” Martin said. “It really builds team spirit.” There's no need for everybody in the group to be an adrenaline

junky, either. Most resorts offer a full array of activities, such as wine tours, spa sessions, hikes, ice skating and zip lining. Corporate meeting planners can work with resorts, which often provide personalized services for groups and can schedule activities during the retreat. For instance, Seven Springs Mountain Resort, located about three hours outside of D.C. in Champion, Pa., invites companies to book its upscale cabins for retreats, team building or board meetings. A concierge can help to arrange for catering, audio visual equipment and booking of resort activities. Typically, resorts provide discounted group rates as well. Hotel Lumiere offers 3,700-square-foot penthouses that can accommodate corporate groups.

penthouses also have smart TVs, where executives can hold meetings and presentations. “It’s an intimate, private experience, rather than having to go to a conference center or a meeting room in the hotel,” Afman said. “Everything is catered and delivered in that penthouse." ”When executives are ready to hit the slopes, Lumiere arranges custom fittings for skis and boots at the penthouse." Murphy said that a ski retreat is "an all-encompassing vacation and experience."

The two-level penthouses feature bedrooms and bathrooms on the top floor, and living and dining areas on the bottom level. The www.diverseCEO.com | DIVERSE CEO 17

AGENCY PERSPECTIVE

By Jennifer Schaus

USDA

at the

FOSTERING INCLUSION

"So, while we are working toward improving the diversity and inclusion of our workforce, we are also promoting stewardship and best practices so that we have a USDA that is highperforming to meet our challenges today and for the future."

"USDA Chief Human Capital Officer William Milton ensures that the department has a well-trained, diverse workforce to carry out this range of duties, as well as one of the most diverse executive teams in federal government."

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ith more than 100,000 employees and more than a dozen sub-agencies, the United States Department of Agriculture is one of the largest federal agencies. Its wide domain includes the Forest Service, Rural Development and Food and Nutrition Service, which manages food assistance programs. USDA Chief Human Capital Officer William Milton ensures that the department has a well-trained, diverse workforce to carry out this range of duties, as well as one of the most diverse executive teams in federal government. He recently spoke with DiverseCEO about some of the agency's challenges and successes in regards to employee recruitment, engagement and professional development. DC: How does workforce diversity play into your responsibilities and goals at the agency? WM: Promoting diversity and inclusion is one of my top priorities. I am one of the lead champions for diversity and inclusion [at USDA]. I lead an effort that is called our Cultural Transformation Milestones and Metrics that results in a monthly report to our secretary on a variety of human capital initiatives. Diversity and inclusion is an important component of this report. I work with leaders across USDA to set goals and monitor and track our success for increasing the diversity of our hiring. This includes hiring of student interns, employees and executives. I oversee a staff that provides tools and resources to agency leaders and hiring managers to help them with outreach and recruiting. We have Special Emphasis Program Managers to reach out to diversity communities, including all minority groups, veterans, persons with disabilities and the LGBT [lesbian, gay, bisexual and transgender] community. We also have MOUâ&#x20AC;&#x2122;s with affinity groups and employee organizations to support our outreach efforts. My responsibilities also include training managers, supervisors and leaders on steps and

strategies they can use to increase diversity and foster inclusion. My staff plans and provides diversity observances that raise awareness of the value of diversity. In some ways, diversity and inclusion touches everything I do in my role to promote effective human capital management and succession planning at USDA. DC: In your position at USDA, what are your biggest challenges related to diversity? WM: I think the challenges we are confronting are ones that other federal agencies are experiencing. Recruiting a diverse and talented workforce is always a challenge. We face significant competition with the private sector; the federal hiring process is not an easy one for applicants to navigate. We are continually working to conduct outreach to attract diverse applicants and to improve the hiring procedures. Another challenge is hiring persons with disabilities, particularly those with targeted disabilities. We have tools and resources to help hiring managers find the right job candidates. We have made progress in meeting our challenges, however we must continue to closely monitor our recruitment efforts to drive improvements.

success in eight out of the nine categories that we track. In the recently released Best Places to Work report, USDA was ranked third in "Support for Diversity." This success just serves to spur us to continue our efforts. DC: Please share some of the lesser-known initiatives that USDA is working on. WM: Some people may not be aware of the Blueprint for Stronger Services here at USDA. This is a management initiative to improve efficiency and effectiveness, and to date it has saved USDA over $1 billion. It has helped us avoid [the] furloughs and reductions in force that so many other agencies have had to implement. My office is contributing to this effort through streamlining our human resources IT systems, establishing a department-wide human capital plan and working across the department to share best practices in employee training and development. For example, our USDA Virtual University recently launched leadership development programs for employees from the pre-supervisory level to the manager level, that are available to all employees at no cost. We are also working to improve the engagement of our employees.

DC: As you note, while there are challenges, there have also been improvements in diversity hiring. Please tell us about some of your achievements in this area. WM: One of our biggest successes has been the increase we have seen in the diversity of our executive cadre. USDA now has one of the most diverse executive teams in the federal government. This is important because employees and customers of all backgrounds can see that there are leaders who look like them at the top of our organization. We also have a high degree of diversity in our Senior Executive Service Candidate Development Program, with over 40 percent of the participants being minorities. We have also seen improvements in our hiring of veterans. We measure our progress in the diversity of our hiring compared with the civilian labor force, because we want to reflect the diversity that is seen in the America we serve. We have seen www.diverseCEO.com | DIVERSE CEOâ&#x20AC;&#x201A; 19

AGENCY PERSPECTIVE

HEALTH DISPARITIES IN THE

UNITED STATES

By Claude Hines

ver since, efforts have been forged to bring the health infrastructure to a level where all citizens of the United States will be able to lead a socially and economically productive life, uninfluenced by any socioeconomic or ecological factors. However, differences in provision of healthcare services arise and form the underlying basis of what have come to be known as the “health disparities” between various subgroups of population.

among population groups. Public health professionals monitor various high risk areas in context of health disparities including cancer, cardiovascular disorders, diabetes, violence, asthma, obesity, accidents, infant mortality, HIV/AIDS and hepatitis in the perspective that various health disorders and health related events affect populations disproportionately.

A health disparity is a difference in health outcomes among various subsets of population. Certain groups have advantages and disadvantages over others and, on this basis, may gain access to, or be deprived from, certain health amenities. Many factors contribute: race, ethnicity, gender, sexual orientation, age, disability, education level, socioeconomic status, employment conditions, geographical location, etc. These determinants of health may act independently or collectively to affect the health outcomes

Many dynamics underlie health disparities, with race and being a significant contributor. The American population is widely categorized into diverse ethnic groups. According to U.S Census Bureau’s report of 2010, the white population constitutes 72.4 percent of the total population, African Americans percent, Asians 4.8 percent, American Indians and Native Alaskans 0.3 percent, Native Hawaiian and Other Pacific Islanders 0.2 percent and Hispanic or Latino population, 16.3 percent. Adults be-

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Reasons behind Health Disparities

tween the ages of 18 to 40 are more racially diverse in comparison to other age groups. Ethnicity can impact health outcomes both due to education, income and medical access across various groups, as well as variations in genetic.

Socioeconomic status is another reason for disparities. An estimated 15.4 percent of the U.S. population lives below the poverty line. The 2009-2013 census report came up with astounding figures, showing only 57.6 percent of the population to be employed while almost 6.2 percent is unemployed. Furthermore, statistics show that of working age Americans, 73.7 percent of male and about 66.2 percent of the female are employed, showing gender as another cause of healthcare disparity. Among those who exhibit any sort of disability, only 18.2 percent are unemployed.

Educational Level is an important factor as well. Recent figures show that almost 86 percent of the total population holds a high school or higher education. “Higher levels of education are associated with a longer life and an increased likelihood of obtaining or understanding basic health information and services needed to make appropriate health decisions,” according to the Centers for Disease Control and Prevention (cdc.gov/ healthyyouth/disparities/).

Culture is another important factor that influences individual behavior, attitude, health notions and practices. For this reason, screening procedures for various diseases and treatment practices are subject to cultural bias. Another major cause of health disparities is access to better health, dental care and preventive care facilities as well as their utilization. Awareness about the healthcare services, non-compliance with treatment, attitude of healthcare providers towards the population, language incompatibility and/or dealing with excessive wait times for utilization of health services are a few of the aspects that become the basis of health disparities.

Geographical Location is also plays an important role, with urbanized communities having better access to and enjoying the benefits of tertiary care health facilities while the rural population is slightly deprived in comparison.

Access to Health Insurance is another major cause, with those that have higher education and income levels having access to private coverage, while those in lower socioeconomic groups, including many minorities, are more likely to have no insurance, or be covered by public insurance. There has been a steady decline in the number of employ-

ers offering health coverage over the past few years. To say that health insurance has become an important cause of health disparities among the adult population would not be an understatement. Even with implementation of the Affordable Care Act, the Congressional Budget Office projects that 36 million Americans will remain uninsured in 2015.

The Doctor to Patient Ratio is another key contributor of health disparities, with a significant increase in the number of patients who are dependent on a single doctor. Public health infrastructure, along with the population benefiting from the outcomes of preventive measures like fluoridation of water and various screening processes, plays a critical role as well. In most of the cases, some of these factors add up, leading to wider differences in the provision of healthcare to the general population.

Steps to Overcome Health Disparities The alarming gap in the morbidity and mortality rates in various population groups on the basis of health disparities calls for an increase in the efforts to overcome these discrepancies. The U.S. Department of Health and Human Service’s (HHS) vision of “Healthy People 2020” also stresses the importance of equality in dispensing the highest possible level of healthcare facilities to all Americans. Efforts are being made to overcome the differences between population groups in relation to various illnesses. The government passed the “Affordable Care Act” to overcome health disparities pertaining to health insurance, access to healthcare facilities and preventive care. The aim of “Healthy People 2020” initiative under HHS is “to achieve health equity, eliminate disparities and improve the health of all groups.” By monitoring various prevalence, morbidity and mortality rates, it is expected to overcome the disparities created on the basis of ethnicity, gender, sexual orientation, geographical location, disability, etc.| The “Let’s Move!” program, first launched by the first lady Michelle Obama, promotes ma-

ternal and child health and to reduce maternal, infant and child mortality rates. The White House launched a “National HIV/ AIDS Strategy,” with the goal to overcome and control HIV and AIDS at a mass level. The “HHS Strategic Action Plan to End the Tobacco Epidemic” program aspires to achieve maximum control over the use of tobacco and tobacco products to raise public awareness about the hazards of using them. Medical professionals are providing influenza vaccinations to control the influenza epidemic regardless of gender or ethnic status. “Interagency Working Group on Environmental Justice” aims at achieving equal environmental justice for all population groups. “Improvement of Infrastructure” by the HHS is designed to increase interdepartmental cooperation and formulation of specific strategies to overcome health disparities.

Health is not merely the absence of disease or infirmity; it is wellness. Steps like those listed will help to ensure a better quality of life for all on an equal basis.

“Health for all” was the foremost statutory basis for the “Alma-Ata Declaration,” made during the 1978 International Conference on Primary Health Care, becoming a guiding principal for nation-members of the World Health Organization. MicroHealth Chief Operating Officer Claude Hines, U.S. Army Colonel (retired), has over 26 years of experience with the management of military clinical and medical logistics systems. Prior to his current role, Hines was the Deputy Program Executive Officer, Innovation and Delivery for the Department of Defense, Military Health System, Joint Medical Information Systems. He has also served as Program Manager for the Defense Health Information Management System. www.diverseCEO.com | DIVERSE CEO 21

EXECUTIVE PROFILE

INVESTING IN THE NEXT

GENERATION OF ENTREPRENEURS By Misty Mealey

hen she started the firm in 1980 with her mother, Hammel just wanted a part-time job with family-friendly hours. But a fortuitous encounter with a Fortune 500 company, along with hard work and encouragement from others, has grown her firm into a company that employs nearly 3,300 people in all 50 states. And her achievements have made Hammel passionate about sparking that same entrepreneurial spirit in others. Hammel admits it took a while to find her footing after high school. Instead of college, she went to secretarial school in 1976. Afterward, she got a job working for a commercial real estate developer, David Evans, who encouraged her to develop her business acumen.

For nearly 35 years, Lovey Hammel has headed Employment Enterprises Inc. (EEI), a Manassas, Va.-based company that specializes in providing temporary staffing and workforce solutions for commercial clients.

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“He taught me everything about the business, from investor relations to building maintenance,” Hammel said. Evans also taught her not to fear the negotiating process. “He said a million dollars was just a dollar with a whole lot of zeros after it,” she remembered. After marrying and starting a family, Hammel started Temporary Solutions Inc. with her mother, Jana Yeates. The two women each worked just three days a week – two separately and overlapping on Wednesdays together – finding talent for other Northern Virginia companies. Six months later, IBM asked Hammel and Yeates to give a presentation as part of its women’s initiative program. “We were eager to do our best, but we weren’t nervous about impressing IBM because we knew it wasn’t likely that a company that big would be interested in working with one just six months old,” Hammel said.

But IBM was impressed and a few weeks later, it called with an offer to work together. Hammel and her mother were soon working seven days a week finding proposal writers, administrative personnel and call directors for the telecommunications giant. Their success with IBM soon had them finding talent for banking, real estate and insurance companies, too. Working with large firms made Hammel aware of a common corporate problem: high turnover rates in field offices. “Headquarters can be overwhelmed with internal HR issues and not be able to give adequate resources to that part of the workforce,” Hammel explained. This revelation would lead the mother and daughter team to branch out and form additional, complementary companies. The first of these, Checks and Balances Inc., was born in 1984 when Hammel’s team started managing payroll and employee relations at field offices for some of its Temporary Solutions clients. In 1989, Hammel and Yeates created Employment Enterprises Inc. as a parent company to the two subsidiaries. "Employment Enterprises can handle just about any kind of workplace issue," Hammel said, from helping staff understand benefits and commissions to dealing with work-related injuries or harassment claims. The company aims to return all calls within 24 hours. “Even if you just tell the person you’re working on the problem, it helps them to feel heard and respected,” Hammel explained, which goes far in helping clients retain satisfied employees. Sometimes Hammel has had to do some creative maneuvering to keep both her client and its employee

happy. To keep one corporate client in California from running afoul of the state’s tough labor laws, EEI staff delivered paychecks to laidoff employees within 48 hours using the client company’s jets. “It was costly for the month we did it, but it got funds to the employee and kept the company from being exposed to lawsuits,” she said. Another time, Hammel’s firm had to set up insurance adjusters to work in New Orleans after the devastation of Hurricane Katrina. There were no available hotel rooms within 200 miles of the ravaged city, so her team hit upon the idea of using RVs to transport and house the nearly 100 adjusters, sending cash with them for expenses since a lack of electricity meant they couldn't use credit cards in the area either. Such responsiveness and creativity has helped EEI retain 97 percent of its clients over the years.

Investing in the Future Hammel’s journey from starting a twoperson, local business to heading a large national company with employees in all 50 states has made her especially interested in encouraging budding entrepreneurs. After completing her business degree at GeorgeMason University in 2005, she helped create the Student Venture Fund, which increased awards for the college’s annual Business Plan Competition. Her company also offers a scholarship for an incoming college freshman. “My professors and advisers gave me everything from legal advice to their thoughts on contracts to ideas on how to grow the business,” she explained. “These are my ways of giving back to the school that gave me so much.” Hammel’s service to the univer-

“I’m very interested in entrepreneurship,” Hammel confesses. “I want to know what makes someone successful and if this is something we can teach.” sity, including chairing the search for new president Dr. Angel Cabrera, earned her the prestigious Mason Medal in 2011. Hammel’s companies are also helping foster success among veterans, whose military experience often doesn’t easily translate well into a civilian job. In addition to encouraging her clients to recruit (and occasionally retrain) veterans, Hammel also has created internships within EEI to help returning veterans transition into a new career. This year, she will also join other national business leaders in launching a new program to train and finance veteran entrepreneurs If her success over the past 35 years is any indication, bets are that Hammel and her team can.

"MENTORING MAKES A DIFFERENCE" LOVEY HAMMEL INSISTS. AND SHE’S GOT THE SUCCESS TO PROVE IT. www.diverseCEO.com | DIVERSE CEO 23

EXECUTIVE PROFILE

IF YOU LISTEN,

BUSINESS WILL COME By Misty Mealey

r. Samuel Hill knows that good outcomes in business always start with listening to the needs of your clients. And he aims to prove it when the Woodbridge Campus of Northern Virginia Community College (NOVA), of which he is provost, opens its new Workforce Development Center in 2016. The center will provide Northern Virginian employers with whatever they need to upgrade the education and skills of employees, Hill said, adding that its courses, equipment and even structural design have all been based on conversations with business owners, heads of federal agencies and military leaders of local bases, such as Quantico Marine Corps Base. Hill emphasized that the college will continue to listen and adapt to clients’ training needs in the future. “Ideally, we’ll be so responsive that

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businesses and government agencies will come to us for their workforce development needs,” said Hill, who has led the campus since 2005. “But we’ll only accomplish that if we stay engaged and listening to them.”

An American, By Way of Africa Heading a major economic development project for Prince William County, Va. is only the latest in Hill’s lengthy--and often circuitous-career of serving others. Born in Queens, New York, Hill actually grew up in Liberia after his parents moved there to run a school that was initially started by his missionary grandfather. With two parents as educators, “college was just a given,” said Hill. He returned to the United States in 1969 to pursue his Bachelor’s in economics at St. Edward’s University in

Texas. Though Hill was an American citizen, his upbringing in Africa gave him the perspective of an outsider during his college years. “I was grateful to have grown up overseas, because I saw the bitterness that other black students had after living through the oppressiveness of that time,” said Hill, who was stunned by the racism on both sides. Hill admitted he was green to the nuances of American race relations. He once went to pay for his college classes at the St. Edward’s business office, only to be asked whether he was on an academic or athletic scholarship. “I didn’t even know what a scholarship was,” recalled Hill, oblivious back then to the assumption that as a black man, he was too poor to pay for his education. “I was just honored they thought I might be an athlete!” American culture was more homogeneous

A new center at the Northern Virginia Community College at Woodbridge aims to provide NOVA businesses and government agencies with everything they need to train employees for the future. than what he’d experienced in Liberia, too. “In junior high, my parents had converted to the Baha’i faith, so we always had people of all ethnicities and belief systems around,” Hill said. “I was a little more open toward other people and cultures than most students, especially those who had never left Texas.” The difference in awareness was reflected in his freshman yearbook, which listed Hill as hailing from Siberia instead of Liberia.

Called to Serve the Deaf To raise money for a car, Hill started working at the Texas School for the Deaf in Austin as a dorm counselor during his junior year. He enjoyed it so much he decided to take courses at the University of Texas’ vocational rehabilitation program after graduation. Hill’s mentors recognized his aptitude for working with the deaf and encouraged him to get a Master’s degree in deaf counseling. For an immersive experience, he studied at Gallaudet University in Washington, D.C., one of the country’s premier schools for the deaf and hearing impaired. One Gallaudet professor forever changed Hill’s perspective about his work. “He laid into us about our paternalistic attitude toward the hearing impaired and insisted we were there to become trained professionals, not missionaries,” Hill recalled. After earning his Master’s, Hill returned to Texas to work at the newly established Southwest Collegiate Institute for the Deaf (SWCID), an affiliate of Howard County Junior College. For the next four years, Hill worked as a counselor and job developer, convincing employers that deaf people could be an asset to their businesses. He would have employers train him and he would then train the hearing impaired person, only ending training once competency and communication were firmly

established. The job turned Hill into a veritable Mike Rowe of Discovery Channel's Dirty Jobs. “I found myself doing all kinds of work, from cleaning as a public school custodian to working on cars to working for a Federal Reserve bank,” Hill said. When deaf students at Gallaudet started a series of protests in 1988 after the university hired a hearing president, Hill began reconsidering his career path. a “I sensed there was a movement among the hearing impaired for representative leadership,” he said. Hill had become increasingly intrigued by the unique services offered by community colleges, so he exchanged his vice president position at SWCID for one as an associate dean of instruction at South Plains College in Luddock, Texas. The move enabled him to pursue a doctorate in higher education administration at nearby Texas Tech University. It also got his foot in the door with the community college system. "Sometimes you have to take a step back to take one forward in the right direction,” Hill said.

A Center with Broad Industry Appeal By the time Hill was hired as provost of NOVA, the college’s workforce development center was already in the works. A year earlier, then governor Tim Kaine had charged the president of NOVA and others with studying the impact that recent downsizing of the U.S. Department of Defense had on the Northern Virginian economy. The task force found that while some locations would lose jobs, other areas--such as Prince William County--stood to gain them. More businesses, as well as an increase in personnel working at nearby military bases Ft. Belvoir and Quantico due to consolidations, meant that a workforce training center would serve a growing business need, Hill

explained. The center will be located just a few miles outside the Beltway, making it easily accessible to area businesses and government agencies. Employers will be able to use the site in any way that suits their needs, Hill said: they can lease the building’s space and equipment, bring in outside trainers (such as software vendors), or even hire one of NOVA’s many subject experts to train staff. While the center will train employees from all business sectors, its proximity to so many government agencies is likely to make government contracting personnel frequent clients, Hill said, since both procurement officers and contractors are required to maintain certifications and continuing education to remain competitive. “Particularly for government contractors, your employees have to be current on education and credentials for you to even bid on a contract,” said Hill. To ensure the workforce development center meets local business needs over time, the college will rely on ongoing economic development research and input from a business leaders steering committee. The only fixed focus will be training for cybersecurity. “Cybersecurity is different depending on the business,” according to Hill. “A hospital has much different information security needs than a financial institution or contractor.” Regardless of how the center’s offerings evolve, however, Hill insisted that one thing won’t change: the college’s commitment to serving the region's unique business needs. “It’s in our name, after all--we’re Northern Virginia Community College, so this center must reflect the needs of the community,” he said.

www.diverseCEO.com | DIVERSE CEO 25

EXECUTIVE PROFILE

HELPING YOUNGER WOMEN SURVIVE & thrive despite Breast Cancer

y the time she was 30, Maimah Karmo had been held at gunpoint, hit by lightening and survived three wars in her home country of Liberia. But none of that prepared her for the most terrifying fight of her life: being diagnosed with aggressive breast cancer at just 32. Almost overnight, Karmo’s life changed forever. Unable to cope with her diagnosis, her fiancé broke off their engagement. She had surgery and started chemotherapy, which left her ill much of the time and caused her to lose all of her hair. She also was constantly haunted by the fear of leaving her then three-year-old daughter without a mother.

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“I had dreams for her and I wanted to be there to help her reach life’s milestones,” Karmo said. “But how could I give her me if I died? I just couldn’t wrap my mind around that.” During her second round of chemo, Karmo offered God a deal: “Let me live and I’ll dedicate my life to helping others.” She survived and made good on her promise by founding the Tigerlily Foundation (tigerlilyfoundation.org), a charitable organization devoted to helping women younger than 40 who are diagnosed with breast cancer. In just eight years, her efforts have created a national grassroots charity that aims to change the landscape of breast cancer diagnosis for younger women.

Finding Her Purpose Karmo first came to the United States at age 15 when her family fled the first of Liberia’s three civil wars that started in the late 1980s. Each time a war ended, Karmo would return with her parents and four brothers to Liberia, but each new war would drive the family to seek refuge in America again. After entering the U.S. a third time, the family learned that the Liberian government had seized all of their assets. “We had come here with only one suitcase each so we were shocked to learn we had nothing left to go back to,” Karmo remembered. “But my parents said the most important thing was that we were together and alive, so we focused on that.” Karmo became an adult “overnight,” she said, quickly getting a job to help her family pay the bills. After graduating from high school, she worked three jobs to finance her college degree in communications, graduating in 2000 from George Mason University without having to take out any loans. She was hired by the marketing department of an information technology company in Northern Virginia and soon transferred to a higher-paying position with a government contractor. After her family’s struggle to rebuild during her teen years, Karmo appreciated the financial stability the job offered and stayed in government contracting for the next five years. But bigger, more existential questions still loomed.

“At what point do you tell a man you’re dating that you have no breasts or can’t have children?” Karmo asked. “I had the security I wanted, but I still didn’t know what my real purpose in life was yet,” she said. “I just knew this life wasn’t my dream.” It wasn’t until she was diagnosed with breast cancer in February 2006 that Karmo found that purpose and started the Tigerlily Foundation. For two years, she paid administrative expenses out of her own funds until fundraising enabled the organization to become self-sustaining. To-

day, thousands of women volunteer their time annually to serve others through the charity’s many programs.

Practical Support for Young Women With a plethora of prominent breast cancer charities that raise money for research, the Tigerlily Foundation is unique in that it provides considerable hands-on help to women who are diagnosed, in addition to up-to-date information about treatment options. The organization sends women “buddy bags” right away, which contain self-care items such as lotion, blankets and scarves. Patients can be matched with a volunteer who will drive them to and from treatment, as well as provide moral support through visiting, cards and phone calls. The foundation also will arrange for healthy meals to be delivered to families and even provide financial assistance to help with lost income or the added cost of childcare during treatment. There’s even a program that provides makeup and emotional support to women struggling with the bodily changes caused by surgery, chemotherapy and radiation. While breast cancer at any age is a devastating diagnosis, younger women who get breast cancer face some unique challenges over their older peers, Karmo said. For one, breast cancer is still perceived as a disease for older women, which is why annual mammograms aren’t recommended until a woman hits 40. This means younger women are less likely to catch the disease in its early stages, which often results in more aggressive cancers and lower survival rates than with older women. Younger women also are more likely to have young children who lack the emotional maturity to cope with their mothers' diagnosis and treatment. “An older women with breast cancer usually has teenagers or adult children who can better handle the fears that come with diagnosis and treatment,” Karmo explained. “But younger children just know their mother could die and they could still be here and that lack of security has to be dealt with.” Even when treatment is successful, living with breast cancer brings its own challenges, Karmo said. For example, treatment often ends a woman’s fertility

or severely impairs it, which can be devastating to a single or childless woman. This can create relationship barriers for younger women, she added. Young survivors tend to live longer, too, which means they’ll have to devote more time, money and energy toward dealing with related health problems, not to mention the anxiety of monitoring for the return of breast cancer over the next 30 to 60 years. Tigerlily provides retreats, journals and other resources to help younger women navigate these complex issues, Karmo said.

The Gift of Being Vulnerable Over the next decade, Karmo hopes to keep growing the Tigerlily Foundation so that even more women can be helped. By educating younger women about breast cancer before they’re diagnosed, they can learn to be vigilant about their bodies, catch cancer earlier and increase their chances of surviving, she added. Perhaps as importantly, she hopes to help women understand that breast cancer can be a positive experience if it serves as the catalyst for a fuller, richer life. “We give cancer all this negative power, when it in fact it can be the greatest thing that happens to us if it opens us back up to living passionately,” said Karmo, who in 2012 chronicled her journey in Fearless: Awakening to My Life’s Purpose through Breast Cancer. Karmo also encourages “deliberate living” in Bliss magazine, her quarterly digital publication that offers inspiring articles about men and women choosing to live their dreams despite serious obstacles and personal struggles. Breast cancer can wreak havoc on a woman’s life, but it also provides women with a unique opportunity to recapture one of their greatest strengths, Karmo said. “Part of the healing process for breast cancer has to be reawakening our great strength of being vulnerable,” she said, insisting that being willing to share your fears, joys and suffering with others will transform the world. “We’re taught to see vulnerability as a weakness, but in fact it’s one of the greatest gifts that women bring to the world.” www.diverseCEO.com | DIVERSE CEO 27

MOVERS & SHAKERS

10YEAR

DOD SEEKS

Extension of Small Business Mentoring Programs

his January, the Department of Defense (DoD) announced that it is seeking a 10-year extension of its Small Business MentorProtégé Program. Office of the Secretary of Defense Program Manager Robert Stewart said that the program improves the ability of socioeconomically disadvantaged small businesses to compete for defense contracts. DoD began the program in 1991 as a way to foster small businesses and improve technology transfer between the Defense Department and industry, Stewart said in a DoD News interview. Despite having been in existence for nearly 25 years, it is still categorized as a pilot and must be reauthorized in a National Defense Authorization Act every few years, he said. 28 DIVERSE CEO | www.diverseCEO.com

Through regular outreach with industry representatives, Stewart’s office learned that the periodic reauthorizations give the impression that the program isn't permanent. This has a chilling effect on participation—particularly as the reauthorization period approaches, he said. "Whenever we're about a year, year and a half out from an authorization—since it's a pilot program and it's still crafted in language as a pilot program—industry does what's called a chilling-off," Stewart said. From the perspective of a business owner, he said, "If I'm not sure something's going to be reauthorized, I'm going to be less apt to put business development dollars into helping facilitate small business."

Aligning Sub, Prime Contractors Small businesses seeking to become prime contractors with DoD first choose a mentor from one of the more than 50 larger companies participating in the program, Stewart explained. Part of that selection process is ensuring that the strategic goals of the two companies align. "We try to put them in a position to be as successful as possible," he said. The larger company provides training and mentorship, and in exchange, receives credit toward its small business contracting goals. If the training is provided through a procurement technical assistance center, a small business development center, minority institution or a historically black college or university, the prime contractor can claim up to four times the amount spent for

"Extending the program's authorization period would provide stability and save the department money," he added. credit toward its actual small business participation levels. The agreements may not last longer than three years, and once an agreement is fulfilled, the small business graduates from the program and is able to serve as a prime contractor for DoD contracts. "Now you have a small business who's a prime contractor [and] whose overhead is significantly lower than your traditional government contractors," Stewart said. "They can do the exact same work, sometimes faster, sometimes cheaper, oftentimes better than larger, more cumbersome agencies or entities." "This is a win-win situation for industry and DoD," Stewart said. " Larger businesses receive a pool of capable, responsive partners with which to team up and seek defense contracts, while small businesses gain better-trained employees

and, by piggybacking on the capabilities of larger partners, can compete for contracts that they otherwise wouldn't have been able to support.

The Way Ahead

"It works out in a lot of areas," he said. "We're helping grow the manufacturing-industrial base by ensur-

"One of the things that we're looking for going forward … [is that] we want to focus on the evaluation and criteria and factors to drive contracting commands across the DoD enterprise to utilize Mentor-Protégé as a way to meet those subcontracting small business participation goals," Stewart said. To accomplish this, the Office of Small Business Programs plans to develop a defense acquisition regulation that would give participants in the Mentor-Protege Program greater weight during the bid solicitation process. "You're going to get credit toward being already involved in DoD—you know DoD's business, you've already got an established working relationship with the DoD," Stewart said of companies that complete the program.

ing that we're going through our [procurement technical assistance centers], small business development centers, minority institutions and [Historically Black Colleges and Universities], but also identifying tech transfer companies that allow the United States government to be able to fight the threat that the Googles, the Amazons, the Microsofts, the Oracles face everyday"

For more information, visit acq.osd.mil/osbp/ sb/programs/mpp/.

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www.diverseCEO.com | DIVERSE CEO 29

OFFICE OF FEDERAL CONTRACT COMPLIANCE

THE OFFICE OF FEDERAL COMPLAINCE: WORKING TO ENSURE EQUAL ACCESS By Carol Ozemhoya

he division of the Deptartment of Labor, the Office of Federal Contract Compliance Programs (OFCCP) has been in the news recently because of new rules and regulations that some say could drive smaller contractors away from participating in federal job opportunities.

"Being a federal contractor is a privilege, not a right."

The proposed rules would prohibit federal contractors from retaliating against any workers or applicants that discuss pay among themselves. The move, according to OFCCP Director Patricia A. Shiu, is being made as a measure to close the pay gaps between men and women. That particular rule is part of several new guidelines set to be put in place that also include: An increase in minimum wage for contracted employees. Prohibiting discrimination on the basis of gender or sexual orientation. Requiring contractors to disclose labor violations. Some smaller contractors contend that having to comply with all these new rules at once, especially having to increase the wages, could be too costly and cause them to withdraw from federal jobs or not apply in the first place.

30 DIVERSE CEO | www.diverseCEO.com

However, executives at the OFCCP say the new rules are vital. “The rules are critical to closing the pay gap which robs millions of American workers of the fair wages to which they are entitled,” Shiu said in a statement. “Being a federal contractor is a privilege, not a right. At OFCCP, we are committed to facilitating the success of the employers we regulate while also enforcing laws which demand equal pay for equal work and nondiscrimination in compensation.” The stated purpose of the OFCCP “is to enforce, for the benefit of job seekers and wage earners, the contractual promise of affirmative action and equal employment opportunity required of those who do business with the federal government.” Easier said than done. Even after nearly 50 years, the office faces the task of enforcement of companies, large and small, throughout the country and amid myriad of industries. The OFCCP not only enforces its anti-discriminatory regulations, it also provides technical assistance to federal contractors to make sure that they understand governmental requirements as well as how they will be monitored and checked.

51 OFCCP TURNS

Officially, OFCCP duties include: Conducting compliance evaluations and investigation of complaints of federal contractors’ personnel policies and procedures. Obtaining conciliation agreements from contractors and subcontractors that are in violation of regulatory requirements. Conducting periodic compliance checks to monitor the progress of contractors and subcontractors in fulfilling the terms of their agreements. Forming linkage agreements between contractors and the Dept. of Labor job training programs to assist employers in identifying and recruiting qualified workers. Recommending enforcement actions to the Solicitor of Labor. When it comes to sanctions against a violator, action taken by the OFCCP can include the loss of a company’s federal contract and other forms of punishment, such as relief to the victims of discrimination and back pay for lost wages. The OFCCP also works with other regulatory offices, including the Dept. of Justice (DOJ), the Equal Employment Opportunity Commission (EEOC) and the Dept. of Labor. The OFCCP offers detailed information about its services, as well as access to related labor statistics, webinars and pertinent news online at dol.gov/ofccp/

September 24, 2016 will mark the 51th anniversary of Executive Order No. 11246, which established the Office of Federal Contract Compliance Programs (OFCCP). It was just two years after Dr. Martin Luther King Jr.’s “I Have A Dream” speech and a year after passage of the Civil Rights Act. With the order, the U.S. Secretary of Labor was charged with the responsibility of ensuring equal opportunity for minorities in federal contract recruitment, training, hiring and other employment practices. EO 11246 continued and reinforced the requirement that federal contractors not discriminate in employment and take affirmative action to ensure equal opportunity based on race, color, religion and national origin. President Lyndon B. Johnson signed the order, a key landmark in a series of federal efforts aimed at ending religious, racial and ethnic discrimination in the U.S.

www.diverseCEO.com | DIVERSE CEO 31

FEATURE: SEQUESTRATION FORECAST:

WILL THE CLO The State of Federal Contrac By Keith Loria

urrently, federal spending on procurement, salaries and wages accounts for 19.7 percent of state GDP for Maryland, D.C. and the Commonwealth of Virginia — down sharply from historical numbers. “The story is more than just what’s happened over the last year because we’ve had erosion every year since 2010, so to think about this as a one-year event is going to diminish the impact because they’re cumulative,” said Dr. Stephen Fuller, director, Center for Regional Analysis, School of Public Policy, George Mason University. “If we go back to the peak, which was 2010, federal contracting totaled $83.05 billion. That’s up from $29 billion in 2000. This increase had really ignited the economy. It went to $80.7 billion in 2011 due in part to the Budget Control Act, which began to reduce DOD spending. It fell to $77.6 billion in 2012, then $69.6 billion in 2013, down $13.5 billion from the peak.” According to a presentation by Fuller, from 1980 through 2009, federal contracting in Northern Virginia increased from $1.7 billion to $38.5 billion. Over this period, businesses located in Northern Virginia captured approximately 49 percent of all federal procurement spending in the D.C. area, $389 billion out of the total $796 billion, with the other two substate regions roughly splitting the other half. “With two exceptions of tiny increases, right through September, we are down in the cat32 DIVERSE CEO | www.diverseCEO.com

egory [of federal procurement]. In 2011, we were gaining 15,000 jobs a year. In 2004 we were adding between 27,000-29,000 jobs a year,” Fuller said. “It is our biggest employment category with more than 700,000 workers, but it’s not growing; it’s contracting. It will be off about 7,000 jobs this year. The swing in this is pretty significant.”

An Underlying Stability Of course, not all of these people are out of jobs. Many, Fuller adds, have been “shifted” to other work and departments. Congressman Gerry Connolly (D-Va.) is a senior member of the House Oversight and Government Reform Committee, which has substantial control over federal contracting, federal workers, technology and other related issues. He said that budget cuts, the military drawdown overseas and sequestration have combined to lower the amount that the federal government spends on contracts. “For example, the Office of Management and Budget reported that in fiscal year 2013, contract spending decreased by approximately 11 percent or $58 billion compared to the year prior,” he elaborated. “Of course, with Northern Virginia’s unemployment rate measuring 4.3 in September 2014, it is important not to overstate the adverse impact as our broader economy remains relatively strong.”

“It is a shame that the House majority leadership in Congress could not find a way to put aside ideology and find a balanced approach to avoid the across-the-board cuts from sequestration,” Connolly stated. “While our local businesses have demonstrated incredible resilience in a challenging economic climate, I remain deeply concerned that if these cuts are allowed to stay in place, they will ultimately have a serious impact on our region’s economy, as well as our national security and future competitiveness.” Stan Soloway, president and CEO of the Professional Services Council, the principal national trade association of the government technol-

OUDS CLEAR? acting in the D.C. Metro Area ogy and professional services industry, said that the market is still fundamentally stable. “It’s the stability that people often overlook. It’s not going away; this is still a robust market,” he said. “While the defense budget has declined for both products and services, we’ve seen civilian agencies with a slight increase in spending on professional services and technology, despite the budget challenges.” | Eric Sobata, a managing partner at BDO USA’s Government Contracting practice, noted that the majority of the budgetary cuts of the sequestration were made to contractors, not personnel. “Last year it seemed like there was lots of guessing about what was going to happen. This year we’ve seen a lot more activity with contractors moving past and accepting the new reality, so we haven’t seen much of a negative environment over the last few months, which is more positive than what we’ve seen over the last few years,” he said. “Still, Virginia has a significant deficit this year because of the contracting issues.”

Finding a Solution In an effort to reverse the economic affects of reduced federal spending, Connolly said he has consistently joined with members of the National Capital delegation, which include Virginia and Maryland representatives from both sides of the aisle, as well as industry leaders and federal employee organizations, to call on Congress to find a balanced alternative to sequestration. “While I agree that we must take reasonable

Nevertheless, in light of the reality that federal spending on procurement, salaries and wages accounts for 19.7 percent of state GDP for Maryland, D.C. and the Commonwealth of Virginia, it is inevitable that the region has been among the hardest hit by recent federal spending cuts. steps to address our debt; I reject the philosophy that the only way to do this is through draconian cuts to discretionary spending accounts,” Connolly said. “We cannot cut our way to prosperity. The bottom line is that economic growth has been crucial in driving our deficit reduction progress over the past several years.”

“We need to replace the sequester with a balanced approach that mixes strategic investments with targeted spending reductions and revenue enhancements,” Connolly says. “This includes enhancing our capabilities to prevent improper payments and dramatically lowering the tax gap, which is the difference between the taxes that are legally owed in a given year and the amount actually paid. For 2006, the IRS estimated that the tax gap was $376 billion.” In Fuller’s opinion, optimism isn’t in the cards. “There is no expectation that it will return to peak numbers. Some people may think that we will persevere and get over it, but they aren’t really articulating how we will do that. I haven’t heard anybody say that federal contracting will turn around,” he said. “I do think, however, that the rate of decline in federal contracting in 2014 was less than 2013, which was the worst year. For 2015, we may hit the national level. Now, 2016 will be the big question mark when Congress either has to raise taxes or reaffirm the sequester.” That will be decided by whoever is controlling Congress after the 2016 presidential election.

Consider that today the annual deficit as a share of GDP stands at 2.9 percent — in stark contrast to where it stood in April 2009, when it was 9.8 percent. This achievement represents the most rapid sustained deficit reduction since World War II. www.diverseCEO.com | DIVERSE CEO 33

SEQUESTRATION FORECAST: CONTINUED

To say that the economic environment surround over the past year would be perhaps as big a

With major budget cuts, sequestration and Congressional impasse, federal contracting The area-- D.C., Maryland and Northern Virginia--has lost 21,000 federa

On the Rise Analysts such as Deltek predict that the information security market will continue to rapidly grow, from $7.8 billion in 2014 to $10 billion in 2019. That translates into compound annual growth rates of 5.2 percent for defense, 5.4 percent for civilian agencies and 4.9 percent for intelligence. A recent, and exciting, development in Northern Virginia, according to Connolly, has been the emergence of new, innovative firms that operate outside of federal space. “For example, the rapidly growing online T-shirt design company, CustomInk, recently moved its head 34 DIVERSE CEO | www.diverseCEO.com

quarters to the 11th Congressional District, specifically into the vibrant Mosaic District in Fairfax County’s Merrifield area, which itself has been a true redevelopment success story,” he said. “Similarly, Tysons is undergoing a massive transformation from a traffic-choked, suburban edge city into a modern, mixed-use urban center that is livable and sustainable, to attract new businesses and residents.” Already, the Tysons-Reston corridor of Virginia is a hub of business activity and the second largest economic center (after downtown D.C.) in the National Capital Region, said Connolly.

Sobata said that over the past decade, D.C. has accumulated a pool of really smart engineers in cyber security and other tech markets, and that they are marketable commercially and will make economic growth more favorable going forward. Of Maryland, Fuller says the lingering impact of the sequester was less because the state’s federal sectors — the Social Security headquarters in Baltimore, the National Security Agency at Fort Meade and the cyber-security industries — all experienced spending increases over the last 18 months

ding federal contracting has been “challenging” an understatement as the economic fall itself.

g firms in the Washington, D.C. metropolitan area are being forced to evolve to survive. al and contracting jobs and $3 billion in payroll in a short period of time.

Final Thoughts Government contracting should continue to be a leading economic driver in the region, even as the Washington, D.C. metropolitan area accelerates its transformation into a diverse economic hub that serves a wide variety of public and private sectors. “We must always remember that sequestration was put in place to force Congress to act, not to become law,” Connolly said. “Enactment of the Bipartisan Budget Act will enable our country to avoid another round of across-the-board cuts. Moving forward, I remain committed to shutting off the sequester once and for all, and

will continue to work with my colleagues on both sides of the aisle to bring up a balanced approach that will do just that.” Added Connolly, “The emergence of our region as a new ‘Silicon Valley East’ will not only benefit our local economies, but it will also complement our area’s more traditional government contracting community. These firms will be able to deliver exciting new technological capabilities to federal agencies, which will ultimately benefit us all in the form of enhanced digital citizen services.” www.diverseCEO.com | DIVERSE CEO 35

ore than 125 professionals came out to Iris Lounge in Tysons Corner, Va. to welcome back FedCocktail. Held in unique venues throughout the D.C. metro area, the happy-hour event provides an open forum for government contractors to share ideas and build their networks. "I thoroughly enjoyed the event," said Irish Britt of Irish Britt Consulting LLC. "Not only was the venue great, but It gave me the opportunity to network with other business professionals and share experiences as well as explore how we may partner together." 36â&#x20AC;&#x201A;â&#x20AC;&#x201A; DIVERSE CEO | www.diverseCEO.com

"We found that there was great camaraderie amongst the attendees and everyone was excited to connect and share information on their business offerings...We look forward to the next FedCocktail event," Brenda Celdran of Worden Tech Solutions said. Sponsorship opportunities available. $10 registration includes entrance,appetizers and drink specials. FedCocktail donates 10 percent of revenues to a local charity. Event sponsors include VMD Systems, REGA Solutions and DiverseCEO.

Locations will be published on our website:

DiverseCEO.com

BUSINESS RELATIONSHIPS

Networking Works! www.fedcocktail.com

Fedcocktail offers Great Comraderie

www.diverseCEO.com | DIVERSE CEOâ&#x20AC;&#x201A; 37

5 BRANDBUILDERS By Patrick King

TIMES

Marketing Research Matters Mentoring Programs (And When it Doesn't)

PATRICK KING IS FOUNDER OF IMAGINE, AN AWARD-WINNING DIGITAL MARKETING AND BRANDING FIRM BASED IN MANASSAS,VA. LEARN MORE ABOUT IMAGINE AT WWW.IMAGINEDC.NET

38 DIVERSE CEO | www.diverseCEO.com

e all know that a marketing strategy should never be pulled out of thin air or left to a gut decision – especially when technology has placed an overwhelming amount of data swarming within reach. On the other hand, the mass of data at our disposal can quickly turn us toward the opposite: information overload. Market researchers can easily wind up down the rabbit hole, arguing every point and never arriving at a definite decision. So how much research is enough and how much is a waste of time? To help pull you away from either end of the spectrum, consider the following. Research is most useful to your business when:

1.There’s a clearly defined goal. Always go back to why you’re doing this research in the first place. Does the data that you’re scouring really matter? Are the countless emails and meetings getting you anywhere?

2.There’s no bias. The Internet, as full of helpful information as it may be, is a double-edged sword. Case in point: earlier this year, my wife and I were wondering if the "Blue Monday" myth was

true or not. So naturally, we took to Google. We were able to defend our side of the argument with the information we found. So there was no winner. The point is, if you’re looking to defend a point with something you found online, you will almost always find it. The thing is, it may be colored by the writer's preconceived notions. Which may or may not be right.

3. It’s timely and relevant. Are you making decisions from research reports that were published three to four years ago, or from another part of the world? Chances are, this information may not apply to you. A few years ago, we were in a recession. Some parts of the country may still be far behind yours in recovery. Make sure that if you’re going to take something to heart, it mirrors your industry, geography and time.

4.It leverages your past experiences.

5. It ends delay of an often obvious decision. Some business decisions are tough to make. Some are even risky. And many keep us up at night, praying that there’s an alternative. But running to research over and over as a way to convince yourself that it’s the right move will usually only prolong the inevitable. Use it to motivate, not to hesitate. (Refer back to #4; you often already know the answer before you begin.) Finally, remember that research is often flat wrong. Researchers can have their own agenda and may disregard some data in favor of it. The respondents of surveys aren’t immune to having a bias either. So make sure that you’re taking everything with a grain of salt. Just because research looks “official” doesn’t mean it’s gospel. Look at more than one source and let your common sense be the guide.

Don’t undervalue what you’ve seen with your own eyes. If you’ve been in your industry for any significant length of time, then you’ve had conversations with customers, partners and even competitors that your research may not provide. There’s something to be said for intuition. Don’t ignore it. www.diverseCEO.com | DIVERSE CEO 39

DATA FILE

PERFORMANCE DEFENSE ACQUISITION SPENDING

THE DEFENSE ACQUISITION LANDSCAPE The defense acquisition system acquires goods and services to support the current and future needs of the U.S. military. In its annual report, the Department of Defense breaks down and examines these expenditures in a number of ways. This Data File looks at three of these data sets that can help contractors understand spending patterns and potential areas of growth in the near future.

By Budget Account

RDT&E $63.5 MilPer $135.2

Procurement $90.4

O&M $198.7

NOTE: Budget amounts are in billions of then-year (unadjusted) dollars. “MilCon” is Military Construction.

Source: Department of Defense, Performance of the Defense Acquisition System 2014 Annual Report

40 DIVERSE CEO | www.diverseCEO.com

DEFENSE BUDGET

BREAKOUTS in the 2015 President’s Budget Request

The President’s FY2015 base budget (PB15) requests $90.4 billion for Procurement and $63.5 billion for Research, Development, Test and Evaluation (RDT&E). Of this $153.9 billion, 45 percent is for programs that have been designated as Major Defense Acquisition Programs. In addition, the PB15 also requests $198.7 billion for Operations and Maintenance (O&M) and $135.2 billion for Military Personnel (MilPer). Since the mid-1970s, O&M has been the largest part of the DoD’s budget. There is no indication this will change.

DEFENSE BUDGET

ACCOUNTS Historical and PB15 (FY 1962-FY 2019)

Analysis of DoD budgets since 1980 found that the total budget oscillates in a sinusoidal pattern that repeats about every 24 years (plus inflationary changes and noise). The current budget is on the second half of the falling portion of the general pattern. Future budgets are hard to predict, but these patterns provide some insight into recent budgetary ups and downs.

By Military Department

Defense Wide $89.8

Navy $147.7

Army $120.3 Air Force $137.8

NOTE: Budget amounts are in billions of then-year (unadjusted) dollars. OCO is not included. “MilCon” is Military Construction.

RECENT & PROJECTED

RDT&E BUDGETS as of PB2015 (FY2000–FY2019) This chart provides a useful picture of how RDT&E accounts have fared during the recent budgetary surge and subsequent decline. Accounts for Advanced Component Development and Prototypes (6.4) and Operational Systems Development (6.7, for existing systems) are projected to come down from their peak but stay above the pre-2001 level. System Development and Demonstration (6.5) for new systems in the DoD’s product “pipeline” is projected to decline well below 2001 levels. Under sequestration further cuts to R&D would occur.

Source: Department of Defense, Performance of the Defense Acquisition System 2014 Annual Report

www.diverseCEO.com | DIVERSE CEO 41

DATA FILE: CONTINUED

OPERATION AND MAINTENANCE BUDGETS Since the mid-1970s, O&M has been the largest part of the DoD’s budget (see Figure 1-2). There is no indication this will change. A line connecting the low points in O&M before and after each surge shows this upward trend. As is typical during wartime, O&M increased dramatically to support operations in Afghanistan and Iraq, but that only explains part of the trend in O&M. In addition to wartime surges, rising O&M may reflect cost increases in a number of things such as medical care, operation and repair of military facilities, and civilian pay differentials. Operation and support (O&S) of weapon systems may also be increasing for various reasons, including increased maintenance costs for more sophisticated systems and increased contractor support. However, O&S may be decreasing in certain situations (e.g., when replacing outdated systems that are hard to maintain). To better understand these factors and their relative contributions to rising O&M costs, the Department has been working to increase the fidelity of our O&S estimates and measures (e.g., by improving how we measure O&S and by improved tracking of O&S by component and vehicle). Preliminary insights on O&M acquisition costs are discussed in this report and are the subject of continued analysis.

RDT&E BUDGETS Figure 1-3 shows the breakdown of RDT&E budgets by budget activity. Complete data are readily available only since 2000, but this provides a useful picture of how these accounts have fared during the recent budgetary surge and subsequent decline. Here the science and technology (S&T) accounts (6.1–6.3) are relatively flat or returned to their pre-2001 levels. Accounts for Advanced Component Development and Prototypes (6.4) and Operational Systems Development (6.7, for existing systems) are projected to come down from their peak but stay above the pre-2001 level. System Development and Demonstration (6.5) for new systems in the DoD’s product “pipeline” is projected to decline well below 2001 levels. Under sequestration further cuts to R&D would occur. Figure 1-2. Defense Budget Accounts: Historical and PB15 (FY1962–FY2019)

NOTE: OCO is included in fiscal year budgets before FY2014 but not in the current fiscal year (2014) or in the FY2015 President’s Budget figures (FY 2015–2019). Budget amounts are adjusted for inflation and reported in billions of calendar year 2015 dollars (CY15$B).

Source: Department of Defense, Performance of the Defense Acquisition System 2014 Annual Report 42 DIVERSE CEO | www.diverseCEO.com

CONTRACTUAL SPENDING BY PRODUCT SERVICE CODE PORTFOLIOS

Figure 1-4. Total DoD Contract Obligations Split Between Goods and Services (FY2013 - BY15$ Billion)

Much of what we acquire comes through contracts with industry. Thus, a different way to understand what the defense acquisition system acquires is to examine contract obligations by type as opposed to budget account.

Supplies & Equipment $152.6 48%

The contracting community uses a categorization called product service codes (PSCs) to track what is procured under federal contracts.2 The Federal Procurement Data System—Next Generation (FPDSNG) records PSCs for every contract obligation worth at least $3,000, so this taxonomy affords us a way to quickly look across all DoD external (contracted) spending. At the top level, spending (obligations in this case) is split between products (also referred to as supplies and equipment [S&E]) and contracted services.3 Figure 1-4 shows that in FY13, just over half (52 percent) of contract obligations were for contracted services. Some caution is warranted, however. While the acquisition community generally considers RDT&E as part of developing a physical system, contract PSCs identify research and development (R&D) as a service (i.e., it is dominated by tasks that do not produce physical end items of supply). Also contract obligations often include multiple types of work, but only one PSC is reported per obligation. Figure 1-5 shows a further breakdown of all DoD contract obligations by portfolio groupings we developed of these PSCs. Here we see that some contracting has remained relatively flat over the years while others are declining with the recent budget cutbacks.

Contracted Services $166.1 52%

See the Product and Service Codes Manual published by the U.S. General Services Administration (2011). PSCs are recorded in the FPDS-NG to categorize what each federal contract acquires. 2

The Federal Acquisition Regulation defines a service contract as “a contract that directly engages the time and effort of a contractor whose primary purpose is to perform an identifiable task rather than to furnish an end item of supply” (see FAR, sec. 37.101). Because the DoD often refers to the military departments (i.e., Army, Navy, and Air Force) as “Services,” this report capitalizes “Services” when referring to military departments but uses lower-case “services” when referring to contracted services. 3

Figure 1-3 Recent and Projected RDT&E Budgets as of PB2015 (FY2000–FY2019)

Source: Department of Defense, Performance of the Defense Acquisition System 2014 Annual Report www.diverseCEO.com | DIVERSE CEO 43

HANGOUTS

WOODMO

Home to the Right Atmosphere

By Ian Quillen

n a town awash in sparkling new restaurants, stores and condominiums, Bethesda’s Woodmont Grill is one of the few spots still capable of combining upscale dining with an old neighborhood feel.

“It is always consistent,” said Allison Slavin, a customer since the very beginning. “No matter what, the food always tastes the same. It's always amazing service. It always feels like the same vibe in the restaurant, no matter what day, what time, anything.”

With fare ranging from $17 burgers to a “prime, center-cut filet” topping out at $49, the bill may be too expensive for some and the menu too conventional for others. And space is at a premium – there are no party rooms, and the intimate layout makes moving tables together to accommodate larger groups virtually impossible.

Eight-year patron Corey Printup added, “They create a friendly environment … where everyone knows your name.”

Regulars concede those points, yet insist that they’re worth enduring in the name of reliability and comfort.

"But anything precious, of course, comes with sacrifice."

44 DIVERSE CEO | www.diverseCEO.com

The Woodmont Grill opened in 1992 as Houston’s, one in a chain of roughly two dozen restaurants nationwide owned by the Los Angelesbased Hillstone Restaurant Group. Even after assuming its current name in 2008, the Houston’s moniker sticks for many regulars. Russell Sullivan is one of them. After working at a Houston’s in Texas in college, familiarity drew him in the door when he moved to Bethesda 15 years ago. Rebranding as Woodmont has brought changes such as a narrower menu, he said. However, regulars with a long memory will find that they have more options than they realize, just by asking their server. “They still offer it,” Sullivan said. “They just don't post it on the menu anymore.”

ONT GRILL

e, Great Food and Super Service

www.diverseCEO.com | DIVERSE CEO 45

As for what is listed, seafood connoisseurs may have it best, with salmon, tuna, crab cakes and a fish of the day among their choices. Fried oysters are also available as an appetizer or in a Caesar salad. “The seafood is always my favorite here,” said Keisha Murchison, a secretary at the nearby Consumer Product Safety Commission and a monthly visitor for the past decade. Those sentiments are echoed by less frequent customers, such as Barbara Barclay, who recently was dining at the Woodmont Grill for the first time in five years. “I had excellent fish then, and I had excellent fish again,” she said. Printup recommends the crab cakes, which at $35 for a two-cake platter may be one of the menu’s better values. “It’s just great quality, and not a lot of filler,” Printup says. Slavin no longer visits the Woodmont Grill for corporate events, since she now works across the Potomac River in McLean, Va. as a recruiter for Capital One Financial Corp. But it was a regular business stop when she worked at Bethesdabased Chevy Chase F.S.B. (now merged with Capital One). She still recommends the eatery for a range of functions.   “It could be a simple ‘let's go grab lunch and talk,’ or it could go for a great selling opportunity,” Slavin says. “I'm a recruiter, and if I wanted to sell, say for a relocation to come to D.C. or Bethesda, I would 100 percent take a candidate. You know the food is always going to be good, the service is always great and it feels just warm and nice in there.” On the corner of Woodmont and Norfolk Avenues, the restaurant is also a stone’s throw from the community's major artery: Wisconsin Avenue, a quarter-mile from the local Metro station, ground zero for Bethesda’s business sector, and less than a mile from the main campus of the National Institute of Health. And it's a reasonable midway point between downtown D.C. and the more distant Montgomery County suburbs. Inside, the lighting is low and the decor is dark and wooden. Booth seating is ideal for small, high-stakes meetings.    “It was super quiet and nobody bothered us for two hours,” 46 DIVERSE CEO | www.diverseCEO.com

Barclay observed, indicating that the staff knows when privacy is required. In warmer months, an outdoor patio seats about 25, and the indoor bar can handle about the same. For after-work meetings, there are more than 60 wines available, ranging from $25 to $140 per bottle. For Murchison, the Woodmont Grill is as often a destination for celebrations as for meetings. Sullivan advised limiting any meetings to small parties. “You can't have very many people at a table – they only seat six,” he said. “So it would have to be a small corporate event. They don't have much [finger] food, so I don't know how that would work. But everybody would be happy. There's something for everybody.”

Woodmont Grill 7715 Woodmont Ave., Bethesda, MD. (301) 656-9755 hillstone.com/#/restaurants/woodmontGrill/ Hours: Mon-Sat 11:30 a.m. - 10:00 p.m., Sun 11:30 a.m. - 9 p.m. www.diverseCEO.com | DIVERSE CEOâ&#x20AC;&#x201A; 47

R&R: RECRUIT, RETAIN

THREE WAYS TO KEEP MILLENNIAL EMPLOYEES

ENGAGED 48 DIVERSE CEO | www.diverseCEO.com

he millennial generation encompasses the employees who will be tomorrow's leaders in America's companies. In just 10 years, they'll make up 75 percent of the workforce. This generation of college graduates - buried under student-loan debt and entry-level income - is looking for ways to engage in the workplace and climb out of the recession that has plagued its members in recent years. Businesses bringing millennials into their offices should look for ways to increase their employee engagement to make them more valuable members of the company. Research conducted by MSW ARS Research and commissioned by Dale Carnegie Training discovered millennials have different expectations from older generations. "Millennials are the future of our companies, and are not entering a company like their parents did or anticipating they'll stay at that company for their entire working career," said Jean-Louis Van Doorne, senior vice president at Dale Carnegie Training. "They are hard workers who've been hit with many economic roadblocks, and they want to become engaged in their careers. Companies may need to adjust some practices to help encourage this engagement." The research found millennials find functional and emotional attributes in the office workplace big drivers of engagement, but many companies aren't delivering. Here's what small business owners and human resources departments can do to create a change in the workplace for better millennial engagement: Improve Communication: The gossip mill is not necessarily a good thing to encourage, and it will run rampant in your company if you don't have good communication about what's happening from the top down. In smaller companies, you can create quarterly meetings to share information, and at larger companies, newsletters and departmental meetings will help. Encourage your employees to ask questions.

is asked and the answer isn't known, say so. Encourage Growth Opportunities: Millennials are interested in making their way up the career ladder quickly, and many will jump companies if they find it in their best interest. Since you've put a lot of effort into training them to perform perfectly for your company, it might be in your best interest to encourage them to stay around. Encourage your management team to discuss with millennials on your staff their career goals, and identify direct paths they can take to grow in the company. Get to Know Workers: For many generations, the attitude has been to not ask personal questions of employees, but instead to let employees tell their stories if they wish. Millennials would like their managers and coworkers to be interested in them, not just as an employee, but as a complete person. These employees want to know that their supervisor cares about their personal life and understands how it affects the work they do for the company. Your company might want to look into ways of getting to know each other, especially outside of the job. Consider hosting an annual family event like a picnic so coworkers can meet spouses and children. Create a monthly newsletter that features some stories about big life changes, like workers buying houses or starting families. When employees are more engaged in their work and company, they are more productive and satisfied with what they're doing every day. This leads to better employee retention and trains workers to lead your company into the future. To learn more about the Dale Carnegie research, visit www.dalecarnegie.com/employee-engagement and download the free whitepaper.

Jennifer Schuas 202.365.0598 1717 Penn. Ave NW #1025, Washington, DC 20036 JenniferSchaus.com GSA Schedules Govt Relations & Sales Govt Contractor Events Govt Contractor Training Proposal Writing Bid Protest FOIA Request SVA 8a Certification SDVO Certification DCAA Audits CFO Services Contract Admin & More

Promote an open-door policy with all management. And above all, only provide information that is accurate and true. If a question www.diverseCEO.com | DIVERSE CEOâ&#x20AC;&#x201A; 49

NETWORKING: RESOLVE TO CONNECT IN 2016

WOMEN RELATED DIVERSITY & Inclusion Organizations Having the right professional connections can have a huge career impact. However, in our busy lives, networking can sometimes fall to the backburner. Make 2015 the year that you dedicate time to building professional relationships. For women, thefollowing organizations offer a great place to start. Use these groups to share challenges and triumphs, find or become a mentor and create a network of your peers.

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Like many clichés, there's a reason "It's who you know," is oft-repeated.

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RESOLVE TO CONNECT IN 2016: CONTINUED

9to5, National Association of Working Women 207 E Buffalo St. #211 Milwaukee, WI 53202 (414) 274-0925 http://www.9to5.org/

Business and Professional Women/USA 1900 M Street, NW, Ste 310 Washington, DC 20036 (202) 293-1100 http://www.bpwusa.org

Cornell University Institute for Women and Work 16 E. 34TH ST New York, NY 10016-4328 (212) 340-2800 http://www.ilr.cornell.edu/extension/iww/

Alliance for Women's Equality 25 Washington St., 4th Fl. Brooklyn, NY 11201 (718) 237-8761 http://www.womensequality.org

Catalyst 120 Wall Street, 5th Floor New York, NY 10005 (212) 514-7600 http://www.catalyst.org/

Federally Employed Women (FEW) 1666 K Street, NW, Ste 440 Washington, DC 20006 (202) 898-0994 http://www.few.org

American Association of University Women 1111 Sixteenth Street, NW Washington, DC 20036 (800) 326-AAUW http://www.aauw.org

Center for American Women and Politics 191 Ryders Lane New Brunswick, NJ 08901-8557 (732) 932-9384 http://www.cawp.rutgers.edu/

Hispanic Women's Corporation 4545 North 36th Street, Ste 207 Phoenix, AZ 85018-3474 (602) 954-7995 http://www.hispanicwomen.org

American Society of Women's Accountants 8405 Greensboro Drive, Ste 800 McLean, VA 22102 (703) 506-2022 http://www.aswa.org

Center for Health and Gender Equity 6930 Carroll Ave., Suite 910 Takoma Park, MD 20912 (301) 270-1182 http://www.genderhealth.org/

Association for Women in Science 1200 New York Avenue, Ste 650 Washington, DC 20005 (202) 326-8940 http://www.awis.org

Center for Women Policy Studies 1211 Connecticut Avenue, N.W. Ste 312 Washington, DC 20036 (202) 872-1770 http://www.centerwomenpolicy.org

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Institute for Women's Policy Research 1707 L Street, NW, Ste 750 Washington, DC 20036 (202) 785-5100 http://www.iwpr.org/ Mexican American Women's National Association (MANA) 1725 K Street, NW, Ste 501 Washington, DC 20006 (202) 833-0060 http://www.hermana.org

Minnesota Women's Press, Inc. 771 Raymond Avenue St. Paul, MN 55114 (651) 646-3968 http://www.womenspress.com

National Women's History Project 3343 Industrial Drive, Ste 4 South Rosa, CA 95403 (707) 636-2888 http://www.nwhp.org

Ms. Foundation for Women 141 Fifth Avenue, Ste 65 New York, NY 10010 (800) 353-2525 http://www.takeourdaughterstowork.org

National Women's Law Center 11 Dupont Circle, NW, Ste 800 Washington, DC 20036 (202) 588-5180 http://www.nwlc.org/

National Association for Female Executives 60 East 42nd Street, Ste 2700 New York, NY 10165 (800) 927-6233 http://www.nafe.com/

The Center for Advancement of Public Policy 1735 S Street, NW Washington, DC 20009 (202) 797-0606 http://www.capponline.org

National Council for Research on Women 11 Hanover Square, 24th Floor New York, NY 10005 (212) 785-7335 http://www.ncrw.org/

The Women's Committee of 100 230 Justice Court NE Washington, DC 20002 (202) 546-9764 http://www.wc100.org

National Council of Women's Organizations 1050 17TH ST NW Ste 250 Washington, DC 20035 (202) 293-4505 http://www.womensorganizations.org National Hispana Leadership Institute 1601 North Kent Street, Ste 803 Arlington, VA 22209 (703) 527-6007 http://www.nhli.org National Organization for Women (NOW) 1000 16th Street, NW, Ste 700 Washington, DC 20036 (202) 331-0066 http://www.now.org National Women's History Museum 205 S. Whiting Street Ste 254 Alexandria, VA 22304 (703) 461-1920. (703) 813-6209 http://www.nwhm.org

Women's Bureau U.S Department of Labor 200 Constitution Avenue, NW Washington, DC 20210 (202) 693-6710 http://www.dol.gov/wb/ Women's Policy, Inc. 409 12th Street, SW, Suite 310 Washington, DC 20024 (202) 544-2323 http://www.womenspolicy.org

The Women's Research and Education Institute 3300 North Fairfax Dr, Ste 218 Arlington, VA 22201 (703) 812-7990 http://www.wrei.org Women in Military Service For America Memorial, Inc. Department. 560, Washington, DC 20042-0560 (800) 222-2294 http://www.womensmemorial.org Women in Science and Engineering (WISE) Physics Building, room P-120 SUNY at Stony Brook Stony Brook, NY 11794-3800 (631) 632-6947 http://www.wise.sunysb.edu Women Work! The National Network for Women Employment 1625 K Street NW, Suite 300 Washington, DC 20006 (202) 467-6346 http://www.womenwork.org www.diverseCEO.com | DIVERSE CEOâ&#x20AC;&#x201A; 53

CALENDAR: WINTER 2016

BUSINESS EVENTS IN THE DMV - WINTER 2016

March 10 | 5-8:30 p.m. AnalyticsWeek, #AnalyticsFair, D.C. If you are seeking candidates versed in data or analytics, such as data architects, analytics officer, computation modeler and data admin, participate as a recruiter in this highly-targeted job fair. FREE for Jobseekers FEE: $199.00* for Recruiters (starts from) More info: skbhate@analyticsweek.com March 17 | 11 a.m.-12 Noon Deltek, GovWin IQ Jump Start Training Online Training An overview of the key actions new members should take to "jump-start" their GovWin IQ usage. Presenters will discuss marking opportunities for easier day-today management, creating and saving searches to trigger email alerts, and setting up My Personal Profile. Not intended for those who require detailed training of GovWin IQ subscription elements. FREE | More info: 571-262-0222 http://www.iq.govwin.com 54 DIVERSE CEO | www.diverseCEO.com

March 18 | 1:30-4:00 pm Prince William Chamber of Commerce Prince William Valor Awards, Hylton Performing Arts Center, 10960 George Mason Circle, Manassas, Va. Honoring the men and women who put their life on the line to keep the community and businesses of Prince William County, Manassas and Manassas Park safe; a special thank you to rescue workers, highlighting those who go beyond their call of duty. FEE: $15.00 | More info: http://www. pwchamber.org March 18 | 9 a.m.-3:30 p.m. GSA's Office of Small Business Utilization, Small Business Development Fair GSA Conference Center Room 1460 1800 E Street NW, Washington, D.C. The open house design will prepare you for opportunities available on GSA's Forecast of Contracting Opportunities (www.gsa. gov/smallbizforecast) and upcoming GSA opportunities posted on Federal Business Opportunities (fbo.gov).

Includes counseling from buyers, SBA, advocacy groups and others. Targeted industries include building construction, plumbing, HVAC, computer and software merchants, janitorial, landscaping and solid waste collection. FREE | More info: http://www.gsa.gov/ askosbu March 19 | 7:30-9:30 a.m. Fairfax County Chamber of Commerce Expanding Into Fairfax County's International Marketplace, 7900 Westpark Drive, Suite A550, Tysons Corner, Va. Foreign-owned firms are one of the fastest growing segments of Fairfax County’s business community; it is home to more than 400 companies from more than 40 nations. Learn what attracts them here, and steps you can take to participate in this thriving market. Panelists include North America Transurban CFO Michael Burnett amd Fairfax County Economic Development Authority President & CEO Dr. Gerald Gordon. More info: http://www.fairfaxchamber.org

March 23 | 5:30-7:30 p.m. Jennifer Schaus & Associates Government Contractors - Spring Soiree The John F. Kennedy Center - TerraceLevel, 2700 F Street Northwest, D.C. Now in its sixth year, this event brings together more than 200 professionals, federal government agency representatives and service providers to network, find teaming and join venture partners as well as subcontractors. Sponsorships available. FEE: Starting at $20.00 | More info: http://www.govconspring2015.eventbrite.com March 24 | 7:30 a.m.-12 p.m. Montgomery County Chamber of Commerce, On-Site Agency Visit, U.S. Nuclear Regulatory Commission, 11555 Rockville Pike, Rockville, Md. Attendees will hear directly from U.S. Nuclear Regulatory Commission leadership on the vision and priorities of the NRC at its Headquarters in Rockville, Maryland, including current acquisition initiatives and how small businesses can support their mission. NRC will also host 10-minute matchmaking meetings with pre-selected businesses. Apply prior to Mar. 12 for consideration. You must bring a goverment issued ID. Allow time for security screening. FREE | More info: http://www.montgomerycountychamber.com March 27-29 | Times Vary National Hispanic Medical Association Annual Conference, Marriott Wardman Park Hotel, 2660 Woodley Road NW, D.C. Join health care providers and government and private sector partners from across the nation and learn new strategies for effective health care delivery and policies for Hispanic populations.

training, research, prevention, behavioral health, integrated care, e-health and cultural competence for the growing Hispanic populations in the U.S.

April 10 | 11:30 a.m. -1:30 p.m. Prince William Chamber of Commerce The Impact of Tourism, Stonewall Golf Club, 15601 Turtle Point Dr, Gainesville, Va.

Disease areas include infectious disease, diabetes, obesity, cardiovascular disease, cancer and others.

Learn about the economic impact of tourism in Virginia, and how it impacts local budgets and businesses. Speakers include Virginia Tourism Corporation President & CEO Rita McClenney.

FEE: Starting at $50.00 | More info: http://www.nhmamd.org April 9 | 11 a.m.-3 p.m. Sound Joint Venture Contracts & Teaming Agreements, Spauldings Branch Library, 5811 Old Silver Hill Rd, District Heights, Md. Featuring industry experts, the purpose of this workshop is to provide established contractors with an overview of teaming agreements and joint ventures and position your business for opportunities in Prince Georgeâ&#x20AC;&#x2122;s County and the Region. FREE | More info: http://www.eventful.com April 9 | 9:30 a.m.-1 p.m. Federal Business Council, Inc. Washington Navy Yard Technology Expo 1454 Parsons Avenue, D.C. Expo focuses on energy efficient technologies as well as IT products and services. network with the Washington Navy Yard personnel about the latest advancements to products and services in the marketplace. Both the Naval Facilities Engineering Command (NAVFAC) & the Commander, Navy Installations Command (CNIC) are located at the Navy Yard and are invited. PACKAGE FEE: $1,099.00 | More info: http://www.fbcinc.com

FEE: Starting at $35.00 | More info: http://www.pwchamber.org April 11 | 11 a.m.-2 p.m. Emerge Management & PR, Mind Your Business, TBA, Washington, D.C. An interactive brunch series for entrepreneurs, uniting them to develop a community of professionals who support each other. Topics include FEE: Starting at $25.00 | More info: http://www.emergemgmt.com April 15 | 9 a.m.-4 p.m. Federal Business Council, Inc. 25th Anniversary Government Procurement Conference, Walter E. Convention Center, 801 Mount Vernon Place NW, D.C. A national conference fostering business partnerships between the federal government, its prime contractors, and small, minority, service-disabled veteran-owned, veteran-owned, HUBZone, and womenowned businesses. The conference also includes educational conference sessions, procurement matchmaking, and a dynamic exhibitor showcase. FEE: Starting at $200.00 | More info: http://www.fbcinc.com

National experts will present on current innovations in medical homes, accountable care organizations, medical education www.diverseCEO.com | DIVERSE CEOâ&#x20AC;&#x201A; 55

CALENDAR: WINTER 2016 April 29 | 8:30 a.m.-4:30 p.m. George Mason University School of Business Executive Education, Strategy & Business Models, GMU Arlington Campus, 3351 N. Fairfax Dr., Arlington, Va. Professor Mahesh Joshi teaches this one-day intensive that helps executives think bigpicture and long-term. Dr. Joshi’s research interests include process innovations, adoption of new technology and strategic change. He also provides consulting to public and private sector companies and nonprofit organizations, and has been the founding member of an Internet based business.

May 12 | 8:15-10:30 a.m. Prince William Chamber of Commerce Be a Media Magnet, 9720 Capital Court, Manassas, Va. Christina Daves of PR For Anyone teaches tips to get your business noticed by the media and how to avoid fatal PR mistakes. FEE: Starting at $25.00 | More info: http://www.pwchamber.org May 14 | 8 a.m.-12 Noon Greater Reston Chamber of Commerce 3rd Annual NOVA B2G Matchmaking Conference, Hyatt Regency Reston 1800 Presidents Street, Reston, Va.

FEE: $695 | More info: http://www. business.gmu.edu/executiveeducation/ upcoming

Networking, exhibits, education breakout sessions and one-on-one, pre-scheduled matchmaking sessions are all on tap for this business-to-government conference.

April 30 | 8:30 a.m.-3 p.m. Digital Government Institute, Enterprise Architecture Conference & Expo, Ronald Reagan Building. The Pavillion Room 1300 Pennsylvania Avenue NW, D.C.

FEE: Starting at $75.00 | More info: http://www.restonchamber.org

Enterprise Architecture has become one of the pillars of the federal IT world to help make operations run smoothly, seamlessly and maneuver easily. If integrated IT systems don't work or fail, the business or mission may be in jeopardy. The only insurance any enterprise or organization has is a fully articulated and robust EA program. Learn how to keep your EA plans relevant and effective for today's challenges. Keynote is Richard A. Spires, CEO, Resilient Network Systems, Inc., former CIO, Department of Homeland Security. FREE: For government professionals FEE: For Industry, starting at $395 More info: http://www. igitalgovernment.com/events 56 DIVERSE CEO | www.diverseCEO.com

May 19 | 7-9 p.m. DC Tech Meetup, Demos, Demos, Demos, TBA, Washington, D.C. Join fellow technologists & technology enthusiasts for an evening of live demos from companies developing great technology in Washington. Have a cool product you'd like to demo? Sumbit an application online. FEE: To Be Announced | More info: http://www.meetup.com/DC-TechMeetup/ May 28 | 8:30 a.m.-3 p.m. Digital Government Institute, Cybersecurity Conference & Expo, Ronald Reagan Building - The Pavillion Room 1300 Pennsylvania Avenue NW, D.C. Digital Government Institute's 8th annual

Cyber Security Conferencewill explore today's cyber threats and offer an opportunity for those supporting government security initiatives to collaborate on how to detect, protect and respond to these challenges. Richard Stiennon, Executive Editor, securitycurrent.com and Publisher, ITHarvest Press, will keynote. Attendees will receive a Certificate of Completion. FREE: Government professionals; FEE: Starting at $395, for Industry; More info: http://www.digitalgovernment.com/Events

Invite Diverse Professionals to Your Event! To have your businessrelated events considered for publication in the next issue of DiverseCEO, submit them to events@diverseceo.com. Please include host organization along with event name, location, time, and costs, along with a brief description and contact information. For even greater exposure as an advertiser, contact rick.khosla@diverseceo.com, and connect to thousands of C-level executives in the greater Washington, D.C. metro area.

MEDIA KIT

The Premier Publication for Diverse CEOs, C-level Executives, and high-achieving Business Leaders Contact: DiverseCEO REGA SOLUTIONS COMPANY 1818 Library Street, Suite 500 Reston, VA 20190

Tel 202.660.1441 Fax 866.235.1276 www.diverseCEO.com info@diverseCEO.com

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Share Your Business Buzz Next issue, look for “BusinessBuzz,” highlights of business news in the metropolitan area. Send us buzz from your business, new teaming partnerships, industry recognition, contract awards, and it may be featured. Look for the submission form under “Contact Us” at diverseceo.com and let us tell your business story! 58 DIVERSE CEO | www.diverseCEO.com

DiverseCEO Wants You Our quarterly magazine is a resource built around the principles of diversity and inclusion, focused on the full spectrum of talent in the Washington, D.C. metro area. In its pages, you’ll find profiles of executives on the rise, federal contracting news and articles on topics that impact your bottom line. It’s also a forum for sharing your business stories and expertise.

Businesses...Send your news of hires, partnerships, promotions, acquisitions—any company milestones—to info@diverseceo.com for consideration of publication. Writers...We are hiring writers familiar with AP Style and business news. Please visit diverseceo.com for submission guidelines. www.diverseCEO.com | DIVERSE CEO 59

November is American Diabetes Month! Register for Reston’s own ADA Tour de Cure during November!

Northern Virginia Tour de Cure June 7, 2015 Reston Town Center

Ride 14, 20, 36, 68, or 108 miles on the beautiful trails of the W&OD and through farms and valleys of Virginia’s historic horse country! www.diabetes.org/novatourdecure

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Why Prince William? “Prince William County offers a dynamic mix of community, cultures and a commitment to education that is a perfect match for Northern Virginia Community College, and the diverse population is ripe with opportunity for NOVA to offer specialty programs that meet the needs of the community. ” Dr. Roger Ramsammy Provost & Chief Academic Officer, Northern Virginia Community College, Manassas Campus

BECAUSE THEY SHOULDN’T HAVE TO SACRIFICE ANY MORE. Wounded Warrior Project® long-term support programs provide these brave men and women whatever they need to continue their fight for independence. At no cost. For life. Help us help more of these warriors in their new life-long battle. Find out what you can do at findWWP.org.

JASON EHRHART, WOUNDED WARRIOR

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(703) 368-6600 www.pwchamber.org

HELPING VETERANS DEFEND

THEIR AMERICAN DREAM.

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