Remember back in the day when The 9/11 Commission Report outlined the lack of coordination between different government agencies in “assessing vulnerabilities and handling problems of protection and preparedness”? Looks like government agencies are doing their part for history not to repeat itself. A key part of that strategy is embracing Web 2.0 technology.

Recently, the Information Technology American Association held a conference on that very issue. A key part of the conference focused on what different government bodies could learn from the likes of craigslist, Wikipedia, and MySpace in boosting national security.

“Our collaboration, our bringing multiple brains to task on a product is really powerful. Do we do that? Not as well as we could. Are we heading there? The answer is yes,” said Robert Carey, chief information officer of the Department of the Navy, in an interview with Manuel Baigorri of Medill Reports. For more highlights from the conference, be sure to check out the full story.

Linda Mills has an impressive track record with Northrop Grumman. These days, as Corporate Vice President and President of Northrop Grumman IT, Mills oversees the company’s $4.5 billion information technology unit in McLean, Va. While times are uncertain for many in the government contracting space — due, in large part, to shrinking federal budgets and a looming presidential election — Mills is successfully leading the IT services component of the largest, fastest-growing division of the company. In an exclusive interview with ExecutiveBiz, Mills shares some key strengths that have helped her navigate her past and current roles, and how she’s making sure her unit’s technological initiatives stay relevant — and meet the challenges — in areas such intelligence, military, health care, and homeland security.

Your background speaks to a diverse array of business and management accomplishments — can you share a few highlights of your career before you joined Northrop Grumman in 2002?

Linda Mills: I have been fortunate to have held a variety of positions at Northrop Grumman — in both staff and operational roles — at corporate and sector levels, and on the east and west coast. This experience gave me an understanding of the breadth and depth of the capabilities of Northrop Grumman and its predecessor companies. One of the early development programs was a Navy Command and Control program which although bid out of our Space Park facility in California, was performed here on the east coast. Subsequent to this program, we established our sector headquarters for a sister sector that we now call Mission Systems, here in Virginia. It was exciting to be a part of seeing the whole company blossom and grow from its heritage and roots on the west coast to the east coast. It was history in the making.

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As one of the world’s largest information technology management software companies, CA focuses on the management of enterprise-wide IT. Pat Gnazzo is helping keep the momentum going as the senior vice president and general manager of CA’s public sector business. In this position, Gnazzo heads up all operations for CA’s federal, state and local business including management, administration, and regulatory matters, as well as government relations. Less than a year into his new position, Gnazzo debriefs with ExecutiveBiz readers on how his work is going, and lets us in on upcoming trends related to IT services in the federal space.

Tell us about your latest role at CA?

Pat Gnazzo: I am the senior vice president and general manager of CA’s public sector business. That includes federal, state and local government, and education.

You have had various jobs at CA; briefly tell us your background and how you got to where you are now?

Pat Gnazzo: My previous job was at corporate headquarters for CA, where I was CA’s first chief compliance officer (chief ethics officer). I did that for about 2 ½ years. Before that, I was with United Technologies Corporation for about 25 years, where I had various positions in operations, ethics and government Contracting. I was president of United Technologies International and head of UTC’s Government Relations organization in Washington, D.C. I was also at Pratt & Whitney, a division of UTC, where I was deputy general counsel, and VP of Contracts. I was also VP for litigation and counsel at UTC . My career began with the Department of the Navy, where I joined as a litigator on their commercial business, and left as the chief trial attorney for the Navy and Associate General Counsel, so I managed an organization of litigators handling cases on the commercial side.

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The last time Stan Sloane, president and CEO of the publicly traded technology consulting firm, SRA International, spoke to ExecutiveBiz, he let us in on some big plans: Though he had only been with SRA less than a year (he’d been with Lockheed Martin 22 years before then), he was aiming to see SRA reach $5 billion in revenue by 2012.

“SRA has created a roadmap consisting of two threads — one is organic growth, the other growth through acquisition,” said Sloane in his January 2008 talk with us.

Well, it looks like Sloane is well on his way to making good on his word. Recently SRA acquired Interface & Control Systems, Inc., a Columbia-based company which makes software for spacecraft. ICS, which builds automation software for satellites, control centers, and simulators, will join SRA’s intelligence and space business unit.

“With ICS’ domain expertise in autonomous command and control, SRA strengthens its position in a strategically significant market segment,” says Sloane. “The ICS acquisition brings to SRA an experienced management team, a highly specialized employee base and valuable intellectual property.”

Last year alone, SRA, which designs and develops technology systems for clients in national security, government, and health care, saw $1.3 billion in revenue. The way things are shaping up, looks like SRA will have an even stronger showing this year. Stay tuned.

The ExecutiveBiz “Been There Done That” lunch speaking series typically involves a Federal IT legend sharing his or her reflections on careers that span decades. ManTech International President and COO Bob Coleman, the series’ next speaker for the Sept. 18th Tower Club lunch event, could probably fill his time recapping the last 12 months.

November’s $76.5 million McDonald Bradley acquisition - in addition to the SRS Technologies deal earlier in 2007 - accelerated the firm’s robust growth in recent years (the company was named one of Business 2.0 Magazine’s 100 Fastest Growing Technology Companies for the second consecutive year and to the Deloitte & Touche list of the 50 fastest growing technology companies in Virginia). Of greater interest to investors is the ‘growth’ of the stock price, which has skyrocketed more than 70% the past 12 months.

Oh, and during their spare time ManTech employees supported the USSOUTHCOM Military Group (MILGP) in Columbia during the hostage rescue mission by delivering the installation and maintenance of the systems that supported the planning, real-time tracking, sensor and imagery data provided by the Intelligence community.

Between the work in Columbia, major acquisitions, the firm’s future plans and his own extensive professional background, area executives should find Coleman’s speaking event compelling and informative.

Brian Lustig is co-founder of Lustig Communications, a Rockville, MD-based communications firm that works with growing technology and government IT firms. Lustig is also a contributor to local business and industry publications.

He’s known for his long and storied career in the federal IT community. For over five years, Jim O’Neill worked at Northrop Grumman, where he managed more than 18,000 employees in the company’s IT sector. Then, three months ago, O’Neill let the DC business community know it was time for a change; he promptly settled into a new role as CEO of CompuDyne, an industry leader in advanced technology integration for the Homeland Security market with more than 900 employees worldwide. In an exclusive interview with ExecutiveBiz, O’Neill shares the latest on his new position — and his excitement over the opportunities he sees ahead.

You left Northrop Grumman about 3 months ago. What are you doing now?

Jim O’Neill: I am now the CEO of CompuDyne at Gores Holding Company.

Can you tell me why you chose this opportunity?

Jim O’Neill: The reason I took Gores Group was because they were very entrepreneurial, with a focus on high technology in the public sector.

Can you tell us how the Gores Group is involved in CompuDyne?

Jim O’Neill: Gores owns CompuDyne, it is one of 15 portfolio companies that they own and it’s the only one in the public sector.

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Skim the headlines on any given day, and chances are you’ll see news of energy prices, climate change regulation, disaster preparedness and healthcare reform. When it comes to tackling these and other global issues, ICF International, based in Fairfax, stands at the forefront — thanks, in no small part to its CEO Sudhakar Kesavan. In the following Q&A, Kesavan talks about some of his company’s cutting edge strategies — everything from incorporating green practices to ensuring that his workforce stays engaged and vested in the company’s growth. Plus, he shares his long-term vision for ICF, and how small businesses can be apart of the company’s unprecedented growth.

Tell us your role and day-to-day responsibilities at ICF.

Sudhakar Kesavan: I’m the chairman and CEO of ICF International, a public company traded on NASDAQ, under the symbol ICFI.

You went public a couple of years ago. Tell us about that process and how it has helped the company.

Sudhakar Kesavan: We undertook a public offering so we [could] continue to grow and invest in our people and our business. Raising capital through a public offering moves us toward achieving our goal of becoming a more dominant player in our markets. The funds from this offering have improved our capital structure and our ability to invest in our business. Being a public company has also made it easier to attract and compensate the best people to work for ICF. Our performance after the public offering has been strong.

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What does it take to be an outstanding contracts executive? Debbie Thurman, senior corporate vice president of contracts, pricing and procurement, knows all about it. For almost 25 years she served in the Air Force, where she began a contracting career in 1986. From there, she moved on to the NRO, and later to ManTech. In the following Q&A Thurman talks about the strengths that ManTech brings to the table in navigating an uncertain political and economic landscape, and how companies can hold on to top talent in the years ahead.

Tell us about your role at ManTech International Corporation.

Debbie Thurman: I’m the Senior Corporate Vice President of Contracts, Pricing and Procurement which also includes export control, small business, and government property — in addition to the normal contracts, pricing and procurement responsibilities typically found in a contracts organization.

How has the job changed in the last couple of years?

Debbie Thurman: Things have changed gradually in the government contract arena leading to more complexity in the process. There are many current legislative initiatives associated with acquisition policy that have or will potentially change the way we acquire, manage and report on government contracts. Contracting with the federal government has become more complex over the years, and at the same time the government’s workforce has declined in numbers as well as experience, causing issues for both government and industry. Also, this war is different than any the U.S. has been involved in before, and with contractors providing more support it takes a lot more time and effort to ensure we effectively execute and manage those contracts. Like some other companies, we have a lot of employees in the war zones and ensuring that our employees have what they need to do their job safely is our number one priority. At the same time, it’s critical that we do all that we can to adequately support the troops. Getting items to them that they need to do their job, quickly and timely while at the same time ensuring that we are fully compliant with government regulations is a must.

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Shawn Boyer, the founder and CEO of Richmond, Va.-based SnagAJob.com, was recently named the “National Small Business Person of the Year” by the Small Business Administration. Boyer, 36, was recognized for identifying a business niche when a friend had trouble finding an internship and turning that idea into a multi-million dollar web site focused on the part-time and hourly employee job segment. In the following Q&A, Boyer shares a few secrets to SnagAJob’s success, which include the company recently being named one of the 50 Best Small & Medium Companies to Work for in America.

SnagAJob.com just turned eight, congratulations — what’s your secret?

Shawn Boyer: A heavy focus on people. That is something that we have been very maniacal about from the beginning. We want to bring on bright people; we want to bring on good, solid people, people who are easy to work with, collaborative people who take an approach to life of wanting to get better every day.

How have you managed to attract quality people?

Shawn Boyer: One aspect — hiring great people attracts other great people. That’s why it is so critical early on to hire really solid people. Once you have done that, they’re going to know others, whether or not they are direct friends or whether it’s through several different connections removed. The other thing is building the presence of your organization within the community where you are trying to recruit folks. SnagAJob does a lot of things within our community, both volunteer work, as well as sponsorships of different athletic events. We also sponsor a concert pavilion here in town.

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Whether the Greater Washington technology community likes it or not, it has twins. Two distinct - and often siloed - communities that split along generational, cultural and operational lines. On one side, you have the young, vibrant social media entrepreneurs focused on disruptive solutions to break through the Web 2.0 scene. Then, there is another set of companies led by more seasoned, credential executives who tend to focus on solutions that may not be as sexy, but address a business pain point for government agencies, businesses and organizations.

These two communities coexist peacefully, but rarely to their collective mutual benefit. And, as one might hear attending an AA meeting, the first step in solving the problem is to admit you have a problem.

And step one seems to finally be underway. The trigger point is debatable, but Post scribe Zachary Goldfarb’s coverage of Washington’s Twin Tech Towns seemed to light a fire under a handful of folks with the power to do something about it. Hosted by iStrategy Labs and with a huge push from NVTC and a collection of social media players, last Thursday’s Twin Tech Party - which was conceived, developed and executed seemingly overnight - snowballed with all of the viral buzz that would have made any participating social media firm proud.

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