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.
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.
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.
Everything I know about leadership I learned on the football field.
There are 10 other people on the field looking to you for guidance and reassurance, making sure they are in the right place, making sure they know what they need to do. And then making sure you are calling the plays when you need to, to make sure that you win.
For me, those skills translate well to leading the firm’s defense, intelligence and international businesses. They also served me well in my previous life as an entrepreneur— I started my first company fresh out of college and sold it a decade later.
Executive Vice President Joseph Logue leads the firm's Defense business. He's also a member of the firm’s leadership team and has previously helmed the firm’s U.S. Navy and Marine Corps work and all aspects of its strategic development, execution, and day-to-day operations.
Joe also directed the firm’s global IT business, defense systems unit, and Army IT business, as well as two major campaigns in outsourcing advisory services (government and commercial) and systems-driven transformation (commercial).
He has broad experience in global process optimization, enterprise resource planning implementation, special access program configurations, governance, change management, and organization rationalization. He is also well-versed in system design, development, and implementation for major capital and operational expenditure programs.
Before joining the firm in 1997, Joe owned a systems integration firm focused on design, development, and implementation of systems technology. He also served as an adjunct professor at Johns Hopkins University and the University of Maryland, where he taught technology management and strategic business management.
He earned a B.S. in electrical engineering from Catholic University and an M.S. in technology management from the University of Maryland.
How would you characterize Booz Allen’s entrepreneuriual spirit? We have a conservative entrepreneurial spirit that we need to continue to foster to become that much more audacious. We’ve made tremendous progress but we still have a ways to go.
What do you do to foster that sense of audaciousness? Try to make sure people know that I believe if you don’t ever fail you aren’t being aggressive enough. I accept failure. I encourage it.
How did you come to have that philosophy? My background and experience. You have to be confident to know you can succeed. And if it doesn’t work, you are confident enough in your abilities to go do something else.
What are your tips for managing people and keeping them motivated? Management and inspiration is personal. You need to make sure that people continue to recognize that looking someone in the eyes and being in constant communication is what creates trust, loyalty, and helps to create opportunity for people around them.
What advice would you give to yourself as a young professional? Same advice I give my 19-year-old son: When you look back on a decision you made, if you can look yourself in the mirror and know that you did everything you could to make the best decision you could, the outcome doesn’t matter. Second, while people may question who you are and what you do, the only confidence that matters is the confidence you have in yourself. Third, at the root of it, people mostly are good at heart; believe in them. If you give them what they need to succeed and the room to do it, they will.
What do you do outside of work? I coach. Basketball, some football teams, because I played both. I played football in college, tight end and strong safety. I spend a lot of time with my family. We are active people. We ski in the spring, go to the beach in the summer.
What was a formative experience you had growing up? When I was a junior in high school, I was asked to convert a two-story American Legion home in Fayetteville, Pennsylvania, into two separate apartments—and I had no idea what to do. My brother-in-law gave me some guidance, gave me the tools. I learned how to build kitchens and bathrooms, do plumbing, create windows, create doorways, put in floors, over a summer. Every day there was failure, every day there was success. Every day you looked at a room that didn’t even exist yet and used your mind to try to create what the future was going to look like, and then you’d build it. That’s pretty much how I’ve lived.
How does that relate to what you do today? You can’t be an entrepreneur, you can’t be a leader, unless you can walk into an empty room and imagine what can be, and then fill it.