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 work onsite with my team to provide data-driven solutions for our clients. I’m proud of the data science and analytics innovations we’re bringing to the table.
I appreciate the culture of collaboration at Booz Allen. In fact, I thrive on it. Collaboration is a core value in all parts of my life—at work and at home. I ask myself, am I contributing? What can I do to help my clients and others? That’s my focus.
As a leader in Booz Allen’s U.S. Government Classified and National Geospatial-Intelligence Agency businesses, Kim Lynch provides clients with expertise in intelligence analysis, all-source research and analysis, information security, data analytics, strategic planning, innovation support, and harnessing data for the enablement of operational missions. She has 20 years of experience in matters of domestic and international security.
Previously, as a leader of the firm’s Department of Homeland Security (DHS) business, Kim guided clients within such agencies as the Office of Intelligence and Analysis, the National Protection and Programs Directorate, the Federal Emergency Management Agency, the Domestic Nuclear Detection Office, and the Office of Health Affairs. During the creation of DHS, her work was critical to the standup of the agency’s intelligence and infrastructure cybersecurity functions.
Kim has focused primarily on the intelligence community, law enforcement, and national security clients since she joined the firm in 1999, and began managing projects in 2003.
Kim co-leads Booz Allen’s Women’s Forum and leads the firm’s partnership with the Girl Scout Council of the Nation's Capital. She also teaches a class in alternative analysis as an adjunct professor at The George Washington University (GW).
She has a B.A. in political science from Johns Hopkins University and a master’s in international affairs from GW.
How have you grown your career? I started in the Department of Defense technology functional area. Then I helped stand up the Department of Homeland Security. It was exciting. It was a very challenging time because they were creating a whole new department. Now I’m able to take the skills I learned and lead our classified intelligence businesses.
How important is attracting talent into your growing field? We’re looking for people who understand client missions and have differentiated skills around data science or technology. We look at quality and skills in the workforce, not just more people.
Why did you choose Booz Allen? I love the ability to have different jobs within the organization. I’ve had a new position every 2 or 3 years. I don’t have to relearn the entire process like a new job, but I have new challenges and fresh perspectives each time.
Why do you like the culture here? It’s collaborative. We don’t compete against our colleagues. I get the best of both worlds, really. I get to build my network, and keep learning.
What are the biggest challenges your clients are grappling with? Right now, our clients are migrating to the classified cloud and learning how to manage and integrate this into their businesses. In addition to the technology, this is where we can really support them with policy and user adoption challenges. We help them migrate and understand the impact of that.
How do you keep your team motivated? By communicating the vision of where we’re heading. I want them to know that the impact we have today really matters. It’s about the national security of our country.
What’s good business advice you’ve received? Always be open to opportunities. It might not be what you expect or where you pictured yourself, but new challenges will benefit you. Every opportunity is a new skill set or understanding of a client’s needs.
What was your first job? When I was 14, I worked at a bathing suit store at the beach in the summer. It was Long Island Beach, New Jersey. I got a special work permit to work that young. My job was to pick up the changing rooms and hang up all the suits.
What did you learn from that job? I kept everything organized. I learned about customer service, and my organization skills really improved.
What advice would you give to yourself as a young professional? Work on your network earlier. Make connections with people who can help you understand the industry.
What can we do to be happier? Optimism is critical. I try to always look for the silver lining and not dwell on the negative.
Is optimism part of your leadership style? Pessimism is a luxury that a leader can’t afford. I need to put forth a vision and create excitement about what’s coming next.