They come from a diverse range of backgrounds. Some came to the private sector from the military. Others made the transition from the government. Still others started out directly in the commercial space and worked their way on up. But whatever their individual backgrounds they all share a common theme: Each has developed winning strategies that have driven the success of their companies.

It is that record of excellence that has led each to be named to our Top 10 Business Development Executives list. From defense to IT, all bring to their positions unique industry expertise — and the experience needed to forecast long-range opportunities. As we look to a change in administration and a new economic climate, these Top 10 executives weigh in on what’s ahead for the government contracting community — and what other area executives can do to help their companies rise to the top as well.

Howard Ady, Stanley Inc.

In his spare time he’s a fan of volksmarching — a noncompetitive form of walking — but get Howard Ady in a board room and you’ll find nothing noncompetitive about him there. Backed by a strong team spirit, Ady serves as vice president of federal accounts for Stanley, Inc., an Arlington, Va.-based company that provides systems integration and professional services to U.S. defense and federal civilian government agencies. Having been at the company a little under a year, Ady is currently leading several major GWAC initiatives and assists with positioning Stanley for larger, more strategic opportunities down the road.

“Howard brings both a distinguished federal career in key CIO and CFO positions and a decade of industry IT expertise to Stanley,” says George Wilson, Stanley executive vice president. “We are glad he chose to join our team and assist us in further developing our customer relationships.”

Long before he ever joined Stanley, and before that BearingPoint, Ady was heralded for his work within the local IT community. Having been with the federal government for 33 years with DOD, Navy, GSA and OPM organizations, in CIO and CFO roles, Ady made it a point to establish closer ties between the public and private sectors once he left for the industry sector. That commitment has won big praise from leading association groups, such as the American Council for Technology, which honored him in 2003 with its prestigious Janice K. Mendenhall Spirit of Leadership Award.

These days, Ady is making sure that business development goals for Stanley take into account both the change in administration and challenging economic climate. “We are concerned about delays in confirmations for agency political positions and will continue our strategic planning to better position Stanley for success,” says Ady, outlining a few of his objectives for the coming year. “We are hopeful that new political leadership will strive to fill the vacuum caused by the retirement of the Honorable Tom Davis; we expect the two-front war to continue to draw on scarce resources in a troubled economy causing continued consolidation in the federal, state and local IT community; and we expect to be on the frontlines of what we anticipate to be avid support by [the new] administration to support cybersecurity.”

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Leaving the world of spies, James Pavitt has left the Central Intelligence Agency where he served as Deputy Director of Operations and joined the Board of Directors of CACI. Dr. J.P. London, Chairman of the Board at CACI, said of Mr. Pavitt, “We’re honored and privileged to have James Pavitt on our Board of Directors. He has served our country with excellence and made outstanding contributions to our nation’s capabilities in countering global terrorism. His 30 years of intelligence experience will be critical to our Board as we guide CACI’s ongoing growth as a premier provider of distinctive intelligence offerings and innovative professional services and information technology solutions.” Indeed, Mr. Pavitt’s 30 years of service at the C.I.A. will help guide CACI’s strategy in the defense, counterterrorism, and financial risk arenas.
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For the Washington IT and government contracting communities, August is usually the month when high-profile executives vacate the office and allow for some brief R&R. But, in welcome news to colleagues and friends, one well-known executive is returning to the office after undergoing successful coronary bypass surgery in early June. CACI CEO Paul Cofoni is back on the job and, according to news reports, more than ready to resume duties.

We at ExecutiveBiz and the entire Federal IT community were certainly affected by the news last month that CACI International Inc.’s CEO Paul Cofoni underwent coronary bypass surgery after experiencing major chest discomfort. The symptoms were so serious, according to doctors, that if left untreated could have led to a heart attack.

But the good news is that the surgery was successful and Cofoni, 59, is on a road to recovery that should have been back in the throes of work shortly. The initial estimates around the time of the surgery in early June was six weeks, so no doubt Cofoni is chomping at the bit to take the reigns back from acting CEO William Fairl.

During his downtime Cofoni could at least reflect on what had been a successful first year at the helm of CACI, a year he discussed with ExecutiveBiz in detail during an interview earlier this summer. During the Q&A Cofoni confessed to being an avid sports fan of all the local teams, occasionally sneaking out after work to a Nationals game. With his recovery on track it surely won’t be long before he’s making his way over to the ballpark again sooner rather than later.

From the ExecutiveBiz team, best wishes for a speedy recovery.

It’s no secret these are uncertain times for many in the government contracting space. With the upcoming U.S. presidential election, many companies are holding their breath, wondering how a change in administration will affect their budgets and staff. Weathering the uncertainty is no easy task. But many of the areas top CFOs and finance executives are up for the challenge. ExecutiveBiz went looking for the Washington, D.C. area’s top 10 finance executives — some CFOs, some not, but all showcasing the kind of leadership skills and eye for strategy to move their companies forward. What we found across the board was a compelling track record for overseeing their companies continued growth, now and well into the future.

He’s only been with the CACI a little under two years but Tom Mutryn already has a lot to show for it. As executive vice president and chief financial officer and treasurer of the company, Mutryn is helping CACI stay on the fast track as an aggressive IT industry operation and consolidator in the M&A market. Under Mutryn’s watch, CACI completed four acquisitions in 2007, raising the company’s revenue total to $1.94 billion for the year. That level of financial leadership also landed Mutryn another key distinction, when he was recently named the Corporate Executive Dealmaker of the Year by the Association for Corporate Growth. “We are very proud of Tom and his exceptional accomplishments in sustaining CACI’s role as a trusted national asset to the U.S. federal government,” says CACI president and CEO Paul Confoni. “[Tom’s] essential contributions to our mergers and acquisitions have enabled us to expand the solutions we provide to help our federal clients solve their most challenging problems in defense, intelligence, homeland security, and government services.” Mutryn’s strengths with mergers and acquisitions was on prominent display with CACI’s recent purchase of Dragon Development Corp. “Tom’s leadership, savvy, credibility and professionalism under pressure was instrumental in keeping all the complicated pieces together to get the deal into the end zone,” says Bob Kipps, managing director of KippsDeSanto & Co.

Look around ManTech International Corporation and you’ll see that Kevin Phillips has played an integral role in the company’s growth and acquisitions over the past several years. Phillips brings over 18 years of experience in government contracting to his work as executive vice president and chief financial officer of ManTech, and has led many crucial aspects of its financial and organizational growth. That expertise comes backed by seven years of executive management experience with CTX Corporation, which was later acquired by ManTech in December 2002. He has also held other key roles, including controller positions with IT providers to the government. These days, ManTech is abuzz with excitement born of vision — and a strong balance sheet. “We are excited about the prospects of our business as we are operationally well positioned for continued growth in revenues and profits, supported by our strong balance sheet and cash flows,” said Bob Coleman, president and COO of ManTech in an interview last year with Fair Disclosure Wire. And since ManTech went public, focusing on high-end intelligence and mission critical support, Phillips’ financial and strategic vision is helping keep the momentum going even stronger.

What a difference two years can make. When Joe Ragan, senior vice president of finance and chief financial officer, started with GTSI in 2006, the company was experiencing a short-term period of what Ragan calls “distress.” “There was some difficulty implementing a new ERP system,” he says, adding, “we had to recover … by recapitalizing and refinancing the company.” The company went through a restatement in 2006, and restated 15 quarters of prior results. But by 2007, Ragan had already helped rebuild the company, establishing new lines of credit just as it transformed itself from a traditional government reseller of IT products into a total solutions provider. Today, GTSI has over $300 million in debt capacity — compared to nearly zero in 2006. Scott Friedlander, GTSI president and COO, credits Ragan, who has more than 20 years experience in global finance and accounting, with providing the company a “steady hand” at a time when creditors and banks were concerned about the company’s viability. “His demeanor and steady approach to solving our problems not only got us through the very challenging first 8-plus months, but has provided a financial path for us to do even better in our transformation,” says Friedlander.

Tough yet fair-minded, he’s been called the kind of professional you’d want to see across the negotiating table. With over 25 years experience in the government contracts industry, Gary Shankman has been credited with focusing on the “real value drivers” in his role as senior vice president finance and group controller of Science Applications International Corporation’s Defense Solutions Group, headquartered in McLean, Virginia. “When you see Gary at the table, you know you’re in for a tough negotiation, but one where everyone is likely to come out ahead,” says Peter K. Wong, sector director of strategic development for Northrop Grumman Shipbuilding. That ability to benefit all parties was evident when Science Applications International Corporation and Northrop Grumman recently restructured their AMSEC LLC joint venture. “Gary was integral in helping the teams through this complex transaction,” says Wong. “His expertise and professionalism were instrumental in our being able to pull apart a $500 million business and then successfully reintegrate the pieces back into our respective companies,” adds Wong.

When it comes to a strong background in business growth, few can beat Bernie McVey. Since he joined Northrop Grumman in 1978, McVey has steadily risen through the ranks of the company’s financial and business management sector. Among other key roles he has served in the company’s electronic systems sector as vice president and business manager for command, control, communications, computers, intelligence, surveillance, reconnaissance and naval systems. Today, McVey serves as vice president of business management and chief financial officer for Northrop Grumman’s IT sector. As vice president of business management, McVey leads all aspects of the business management organization’s strategy. McVey also oversees contracting, pricing, procurement, resources planning, facilities, and an ever-crucial financial reporting and forecasting, while reporting to Northrop’s corporate CFO. “During his tenure at Northrop Grumman he has not only succeeded in business, but he is also an exceptional mentor and leader with a terrific sense of humor,” says Linda A. Mills, president of Northrop Grumman’s Information Technology (IT) sector. “I have received tremendous feedback from Bernie’s direct reports and colleagues that he constantly engages them in business decisions, thinks out of the box, challenges the status quo and is a trusted advisor … he is a vital member of Northrop Grumman’s IT’s executive organization, and is helping to ensure our organization delivers on our aggressive goals and expectations.” McVey’s sound business wisdom has been recognized beyond Northrop’s doors. Just ask T.W. Scott, vice president and CEO of Raytheon Information Solutions. “Bernie possesses a knack to quickly engage and provide solid business wisdom in a manner that is extremely agile,” says Scott. “He handles tough topics and challenges in a manner that is highly respectful and very inclusive of all audiences and situations. It is always a pleasure to have an opportunity to work with him because he gives 125 percent and strives to make a difference for customers and partners alike.”

Throughout his career, Jeff MacLauchlan has led several high-stakes initiatives for Lockheed Martin. The results speak for themselves. Among other achievements, MacLauchlan led the acquisition of 12 businesses, valued altogether at $2 billion. Serving as vice president of finance and later president of Lockheed Martin Global Telecommunications, MacLauchlan also oversaw the corporation’s exit activities, which generated over $2 billion in cash flow. In March 2007, MacLauchlan was tapped as vice president of finance and business operations for Lockheed Martin’s Information Systems and Global Services (IS&GS). In this role, MacLauchlan is responsible for all of IS&GS’ financial strategies, and works with the leadership team and corporate CFO to grow the business, expand market share, and improve cost competitiveness, among other responsibilities. “Jeff Maclauchlan is an exceptional leader who focuses his financial and business management expertise to ensure the success of our customers, employees and shareholders.,” says Linda Gooden, Executive Vice President of Lockheed Martin Information Systems & Global Services.

He’s been called a “can-do” CFO, and “true professional.” Backed by 29 years experience, Steve Hughes serves as chief financial officer and executive vice president of operations for SRA International, a Fairfax- based company which focuses on providing technology and services to support homeland security, defense, and global health. Since joining the SRA team in 1981 Hughes has held a diverse range of positions including systems analyst, accounting manager, controller, vice president, and senior vice president of finance. But his most high profile role came in 1996, when he was tapped as CFO. Hughes has since been credited with overseeing SRA’s astronomical growth. “Steve has made a huge impact on SRA’s ability to execute its growth strategy, co-leading the acquisition and integration of eight companies to date,” says SRA President and CEO Stan Sloane. That professionalism is recognized beyond the halls of SRA. “I have known Steve since SRA was a $100 million company,” adds Rick Knop, Co-CEO, Windsor Group LLC, whose firm has closed several transactions with SRA, including Galaxy Scientific and ERA. “He has been a key, if not the lead, SRA executive in every major capital acquisition transaction of SRA for the past 10 years,” adds Knop.

Meet Mike Garrity, General Dynamics’ “secret weapon.” As vice president of finance and administration for General Dynamics Information Technology, Garrity oversees all facets of the Fairfax-based company’s financial, facilities and information technology sectors. “Mike Garrity balances a unique entrepreneurial instinct with a seasoned pragmatic approach to financial operations that make him an extraordinary CFO,” says Ray Whitehead, vice president of business development at General Dynamics. In his current role, Garrity oversees the company’s ISO-9001 Registered Quality Management System. Beforehand, he was the program manager for GTE Government Systems Corporation, and the contract compliance council chairman for the organization, Cost Accounting Standards.

Over the last eight years, BAE Systems, a $14 billion global aerospace and defense company, has grown by leaps and bound — ten times, to be exact. And BAE credits Bob Murphy, senior vice president of finance and chief financial officer for the company’s U.S.-based operating groups, for much of that growth. “Bob’s contribution as a CFO and sector president has been a significant factor in BAE Systems’ growth,” says Walter Havenstein, president and CEO of BAE. An active participant in all merger and acquisitions at the company, Murphy led the acquisition of the former Armor Holdings last year — at more than $4 billion, it became the largest acquisition by BAE Systems to date. Murphy first came to BAE in 1999 as vice president of finance and chief financial officer. Prior to his current position, Murphy served as president of BAE Systems Technology Solutions Sector, a provider of technical and professional services solutions for the U.S. Department of Defense, federal civilian government, and Homeland Security sectors.
Marilyn Crouther has come a long way since her days as an accountant for an oil and gas company in Houston. In 1989, she began working for EDS, a global business and technology services company, in Plano, Texas. The rest, as they say, is history. Beginning as an analyst with the Corporate Shared Financial Services group, she spent the next eight years in various EDS industries, in positions such as financial analyst and manager. In 1997, she rose to the level of strategic business unit controller for the EDS Health Care Industry organization, then moved to the Government Group in Herndon as industry controller for Medical Information Solutions. Then, in 1999, she became CFO for EDS’ U.S. government business. “Marilyn plays a critical role in my organization,” says Dennis Stolkey, vice president and general manager, EDS U.S. Government and Public Sector. “She is an outstanding person, a trusted advisor and a highly valued business partner who contributes significantly to the strategic direction, growth and success of our U.S. Government organization.” Somehow Crouther also finds time to volunteer for worthy causes, such as the Hoop Dreams Scholarship Fund.

“Marilyn is a fantastic example of a business community leader dedicating her time in such a heartfelt way,” says Susie Kay, founder and president of HDSF. “Marilyn recently shared her story of life perseverance and dedication as a featured speaker in our monthly mentoring session … from her days as a student at Mississippi State University through her climb up the EDS corporate ladder, it was indeed such an honor to have Marilyn again giving up her time to speak to our future Washington, D.C., leaders and community members — showing our students that their hard work and perseverance will impact their lives and successes in the future.”

From strategy to service, dedication to varied experience, every one of these executives exemplifies the strengths needed to keep the area’s businesses strong. ExecutiveBiz salutes their hard work, and is proud to have them on a list of top government contracting finance professionals in the D.C. area.

With one year under his belt as CEO of CACI, Paul Cofoni already has a lot to show for it: CACI has added $400 million of business in the last year, about half of through acquisitions, the other half through organic growth. “This is a company that has grown so fast, from being a $400 million company at the turn of the century, to being a $2.4 billion company eight years later — that’s a sixfold increase in size,” says Cofoni. In an exclusive talk with ExecutiveBiz, Cofoni talks about this remarkable growth, and his personal passion for bridging intelligence and security services in the continued war on terrorism.

ExecutiveBiz: Let’s talk about your first year of being a CEO of CACI. What were your biggest accomplishment and challenges, and how did you overcome any challenges that you face?

Paul Cofoni: Jack and I had been working and planning together for two years prior to this transition, so when it actually occurred, it was not a big deal because we had been gradually shifting over different responsibilities from him to me. So the first year really feels like the third year for me because since I’ve been here, Jack and I have had a great partnership in terms of leadership and the transition of leadership.

In terms of our accomplishments, we’re finishing up a really good year. We had a couple of tough years before that, so we have just turned the corner and are starting now to show good growth and profitability. We’re feeling really good about that. The business is growing nicely. We’ve added $400M of business to the company in the last year, about half of which has come through acquisitions and half of which has come through organic growth. I feel very proud of the fact that we’ve been able to grow at $400 million, which is the size of a lot of companies — in fact, bigger than a lot of mid-sized companies — and next year we have to do it again. Every year now we have to grow at $400-$500 million, add $400-$500 million to the business.

I am proud of the team that we’ve got. We have a nice combination of legacy personnel at CACI, such as Jody Brown, Bill Fairl, and other excellent people, and we’ve complemented them with others who have some experience working at large-scale Tier 1 contracting organizations, and who are able to help us do things a little differently as we grow into the Tier 1 role. We’ve worked very hard on organizing ourselves to focus on our very best and most distinctive solutions, or our functional core competencies, that we want to leverage those across all our clients. We’ve organized our solutions in a way so that they are more accessible to all of the company and all of our clients, and that is very important going forward.

Secondly, we’ve organized ourselves in a way to be account-focused, or client-focused. We have plans for each of our clients, whether they are at the level of the Army Materiel Command or NAVSEA, or SPAWAR, and we have developed plans that are focused on long-terms needs of those customers. We call this account planning, and it’s a brand new thing here. We’re teaching our team how to do it, and they’re doing very well. This gives us a long-term view of the client, where they’re going, and what they’re issues and problems will be. And it helps us figure out where we can place ourselves in the solution of these problems, how we can help the client vision-forward, to solve their problems going forward. It also gives the client a single way to view us as a company, and it aligns our resources to that client so that anybody that is participating with that client is aware of what our plan is for that client.

These are pretty dramatic changes. This is a company that has grown so fast, from being a $400 million company at the turn of the century, to being a $2.4 billion company eight years later. When you think about it, that’s a sixfold increase in size. In that period we’ve gone through a transformation, assimilating people from other companies, but also going through a transformation from small company to a large company. And there are things that large companies do a little differently than small companies and those are the things we’ve been focusing on.

I was fortunate that we’ve had just a great year this year, but the work that we’ve been doing in the last three years is what really set up the good year we’re having now. And we think next year can be equally good.

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