The ExecutiveBiz “Been There Done That” lunch events are always interesting because the audience never quite knows how the featured speaker will use his or her time to pack a lifetime’s worth of experience into 30 minutes. In some cases, the speaker will reflect back on a storied career, what they’ve learned and how they overcome challenges.

And other times, like yesterday, the speaker will apply what he has witnessed in the past to make bold yet sound predictions about the future. Recently-retired SRA International President and CEO Renato “Renny” DiPentima likely used his time to examine where the Federal contractor market is headed because of the heightened level of insecurity greeting 2008.

Between the teetering economy and upcoming Presidential election, DiPentima knew that the audience would find tremendous value in absorbing sage commentary from someone who has been there, done that, and seen the market rise and fall.

What Renny spoke of was an industry transitioning to a new climate after 12 years of tremendous growth and prosperity. DiPentima pointed to a Clinton White House (Bill’s, not Hillary’s that is) that - after unfulfilled promises of prior administrations - not only said they would reduce the size of government, but follow up with action. Slicing the Social Security Administration workforce by 26% was just one example DiPentima cited of how government contractors would have a tremendous opportunity to step in and help a leaner Federal government become more productive.

The shift - or “transition” as DiPentima points out - began roughly 18 months ago when Cong. Tom Davis (R-Va) spearheaded efforts to reform the GSA and improve its efficiency. DiPentima related that as this was occurring and the GSA began winding down, task orders took longer to move through the system and Agencies like the DoD began using their own contract vehicles. This has altered the contracting landscape and how contracts are being tasked and fulfilled.

DiPentima concluded by looking forward to the November election, and what he believes is a flawed assumption that the two political parties will be motivated to get a budget passed before the term ends. In fact, DiPentima says, it is just as likely that the parties will go home without passing a budget and blame the other guys if it doesn’t get done.

But within all of the election year uncertainty, DiPentima eyes opportunity. He views the fourth quarter of 2008 as one that will be filled with significant activity due to a mad dash to get contracts awarded before the Administration changes and transition teams enter the picture.

No matter what challenges 2008 brings, DiPentima - when answering a question from the audience - breaks down success to a more fundamental and personal level. He said that the key to success is “matching the right people to the right job.”

Somewhere along the line - as partisan mudslinging increased over the Iraq War - the concepts of patriotism and service to one’s country became contorted to fit the various political agendas. One pundit argues that it is unpatriotic to question the War, and a politician comes back and says it would be unpatriotic not to.

All of this political rhetoric faded - if only for an afternoon - when I listened to CACI Chairman Jack London speak of his 12 years of active duty in the U.S. Navy at the ExecutiveBiz “Been There Done That” lunch series event held last month. Mr. London cited and how traits and skills developed during military service – tenacity, integrity and commitment – contributed to his success in a corporate environment. These three traits overlap with the stated Navy Core Values Charter, under which the servicemen pledge honor, courage and commitment. It was evident that afternoon Mr. London’s passion for serving his country had nothing to do with politics, and instead was in many ways shaped by two centuries of ancestors who served in the U.S. military.

Interestingly enough, it turns out that Mr. London is not alone among government contractor executives when it comes to a Navy background. Cross checking Navy alumni with some of the largest and most respected government contractors in the DC region and you are left with a who’s who of local business leaders. While there is no shortage of executives who served time with other branches of the military, Naval experience seems top pop up frequently on their resumes.

Mr. London’s reflections on the Navy’s role in shaping his professional and personal development mirror those of Bill Hoover, President and CEO of American Systems. During his spotlight interview with ExecutiveBiz, Mr. Hoover, a veteran officer of the US Navy and US Naval Academy graduate, shared that time with the Navy taught him to set his goals high and help others believe they are capable of accomplishing anything.

Jerry B. Agee, Corporate VP and President, Northrop Grumman Mission Systems, joined the company in 1987 following an extensive career as a U.S. Naval Intelligence officer. During his ExecutiveBiz interview, Agee credited his time with the Navy in providing the foundation for a leadership role. He added that the Navy was a uniquely dynamic environment requiring rapid but sound decisions, and that officers learned how to analyze the big operational picture.

While each man’s path was a little different, the final destination was the same. And the more you listen to these executives talk about their personal and professional experiences, the less coincidental it becomes. At a high level, you see a group of men who passionately served their country for years – in some cases decades. When their active tours of duty ended each looked for outlets where they could continue to serve in some way. Logically, each found himself with a company in some way responsible for arming the military and other agencies with the weapons, technology and expertise necessary to protect citizens.

But that could hold true for every branch of the military, so what is it about the Navy? Dig a little deeper and you find that these executives cite a powerful combination of leadership skills and marketable IT and technical skills that their active duty service in the Navy provided – skills that became readily transferable to the corporate environment.

The IT and technical skills are on full display when perusing the background of Jim Ballard, Perot Systems Government Services (PSGS) group. During his 24-year career in the United States Navy, his field assignments included: Repair Officer; USS McKee (AS-40); Nuclear Repair Officer; Portsmouth Naval Shipyard and Planning Officer; and Pearl Harbor Naval Shipyard. His naval headquarters assignments included: Deputy Program Manager and Technical Director for ocean engineering programs; Director of Submarine Safety and Quality Assurance; and Major Program Manager for Nuclear Attack Submarines.

Translation: if I were locked in a room with a ticking bomb that needed to be diffused in 30 seconds – and Jack Bauer was unavailable – Mr. Ballard would be my man.

Phil Nolan, Chairman, President and CEO of Stanley, Inc., was even more direct in addressing the dual set of skills he acquired during his time on active duty in the Navy. In a December 2006 ExecutiveBiz spotlight interview, Mr. Nolan spoke of how working on a daily basis with contractors provided an essential understanding of the government-contractor relationship and the ins and outs of the selection process. Those tangible skills, Mr. Nolan added, were supplemented with the Navy’s emphasis on teamwork and leadership that he took with him to the private sector.

Earlier I spoke of perspective, and how it is often hard for those with strong viewpoints to put themselves in someone else’s shoes. Perhaps the most valuable takeaway for these executives when it comes to providing services and support for men and women in the military is that they’ve been there. They understand the perspective of the soldier during both times of war and peace.

Brad Antle, CEO of SI International, hinted as much when he told ExecutiveBiz during his spotlight interview that serving in the Navy on both active duty and the Reserves offered an appreciation and sensitivity for what it means to be a soldier. It isn’t a bunch of suits making business decisions thousands of miles away from the front lines, but instead these former Navy servicemen have been there, and understand what it takes for those serving in the Navy - and other branches of the military - to do their jobs successfully.

While active duty service may have officially ended for each man, their employers, the region and the country benefit each day from their unwavering passion and commitment to the country they still serve.

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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.

Paul Cofoni has been tapped to replaced Dr. J.P. “Jack” London as CEO of CACI. Dr. London will stay on board as Chairman.

A former Naval Officer, Dr. London’s leadership brought stunning growth to CACI, and led CACI’s rapid entrée into the information security and Intelligence Community arenas. Cofoni has big shoes to fill as he steps into the CEO role as CACI flourishes through its fourth decade of growth.

Dr. London turned CACI into a voracious buyer, making 35 deals since 1993, including acquisition of two firms just this year. “The most important thing to me,” Dr. London said when asked in a 2005 interivew about his acquisition strategy, “is the people and the business culture; their view of what they do in the market place and their attitude toward the government contracting arena. I am obviously interested in their skill sets and technology and customer relations, but I’m very keen on cultural attitudes of an organization.”

Prior to joining CACI, Cofoni was President, Federal Sector, of Computer Sciences Corporation. Federal Sector revenues under Cofoni exceeded $5B in 2005, according to CACI’s website. In a speech last November to shareholders, he was optimistic about CACI’s continued growth. “Congress is solidly behind strong funding for our clients,” Cofoni said to shareholders. “We are strategically positioned in our markets, and offer advanced and innovative solutions aligned with our customers’ highest priorities – defense, intelligence, homeland security, and government transformation.”

Click here for the full 2005 interivew with Dr. London, and here for full bios of Dr. Jack London and Paul Cofoni.

Dr. Jack London will be the speaker in our series: “Been There Done That“, Executive Biz’s newest members-only series focusing on bringing expert speakers to discuss strategies in successfully building and selling your business. Visit Executive Biz for more details and to register for the September event.