Our strategy and technology consultants have empowered our international clients with the knowledge and experience they need to build their own local resources and capabilities.
In facing challenges of modernization, our Middle East and North Africa clients have complex requirements that benefit from our proven experience in guiding major programs and projects for governments and private-sector organizations. The services we offer in UAE, Qatar, Saudi Arabia, Egypt, Turkey, Kuwait, Morocco, Jordan, and other regional countries build on our consulting legacy.
Our clients call upon us to work on their hardest problems—delivering effective health care, protecting warfighters and their families, keeping our national infrastructure secure, bringing into focus the traditional boundaries between consumer products and manufacturing as those boundaries blur.
Booz Allen was founded on the notion that we could help companies succeed by bringing them expert, candid advice and an outside perspective on their business. The analysis and perspective generated by that talent can be found in the case studies and thought leadership produced by our people.
Learn more about Booz Allen's diverse culture and environment of inclusion that fosters respect and opportunity for all employees.
We've come a long way delivering innovative solutions. But our next chapter is still being written.
Our 22,600 engineers, scientists, software developers, technologists, and consultants live to solve problems that matter. We’re proud of the diversity throughout our organization, from our most junior ranks to our board of directors and leadership team.
Booz Allen takes pride in a culture that encourages and rewards the many dimensions of leadership—innovative thinking, active collaboration, and personal service. We’re particularly proud of the diversity of our Leadership Team and Board of Directors, among the most diverse in corporate America today.
I’m all about people, whether I’m overseeing health accounts or integrating a new acquisition into the Booz Allen family. No matter which hat I’m wearing, I’m focused on motivating teams, retaining talented workers during transitions, and helping employees find their way.
People are our assets, so you have to be responsive to their needs. I don’t know if it’s a little bit of motherhood and apple pie—I am an Italian mom, so we very much take care of our family. I take care of my people.
Vice President Giovanna Patterson leads the firm’s health business at the National Institutes of Health. Her expertise includes health information technology, federal government contracting, and business development and capture.
Gio is also helping lead the analytics growth platform within the firm’s health business and supporting the integration of the recently acquired digital services company Aquilent into the firm.
Prior to joining Booz Allen, Gio was IBM’s vice president for federal healthcare. She oversaw growth and profit-and-loss management for all of IBM’s U.S. Department of Health and Human Services, the Social Security Administration, Department of Veterans Affairs, and military health accounts. Her teams developed and delivered innovative integrated solutions and large enterprise-wide deployments.
Gio is a member of the George Washington University National Advisory Council for the School of Engineering. She holds a B.S. in computer science from Virginia Tech and an M.S. in computer science from the George Washington University.
What is your favorite thing to work on? Business development. I love capturing new opportunities for the firm.
How did you end up at Booz Allen? I recently came from IBM, where I was the leader of their federal healthcare business. I needed a change and liked Booz Allen for the culture and solid reputation.
Why would you say that Booz Allen is an ideal firm for someone with your background? It’s a 100-year-old company that is trying to innovate and become this larger system integrator brand.
What’s the best business advice you’ve received? We’re in a professional services organization, so our inventory goes home every night. The big deal is making them want to come back the next day.
What mentorship advice would you give to someone taking on a new leadership role? Don’t let the title or role go to your head. You want to earn the respect and not dictate it. Your actions need to match your words, and you get the best out of people when you’re direct, compassionate, and hold them accountable.
Is there any advice that you would give to women in particular? It’s still an age where you have to at times—not all the time—make sure your voice is heard. That might be combative, it might be awkward, but you owe it to yourself.
When you were young, what did you want to be when you grew up? A teacher. I would rally the kids in my neighborhood, and we’d have little sessions—I’d assign homework and grade their reports. I loved it. I had a little blackboard that I’d pull out in the backyard, and that was my classroom.
If you could give the just-starting-out Gio Patterson one piece of advice, what would it be? Maintain balance. I’ve learned this as I got older: What’s really important? Sometimes I look at something and think, is that worth the fight? Let that one go. The other thing is, how do you want to be remembered? What’s your legacy? I’ve always thought that the job will come and go, the projects will come and go, the wins and losses, but the people will always be around.
What do you do like to do outside the office? Traveling. It doesn’t have to be exotic, around-the-world kind of traveling. That’s not me. I’d be happy just traveling to a beach and chilling. Getting away, taking a break, time with family. I love shopping, too, and going to different venues for performing arts.
Do you have a favorite play or musical? I do. It’s something we saw on my honeymoon: Shakespeare’s “The Taming of the Shrew.”
What’s your strongest character trait? I’m determined.