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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 a Navy veteran and self-proclaimed Booz Allen lifer. As a leader in the firm’s Navy and Marine Corps (NMC) business, I direct and oversee the delivery of strategic technology, cyber, and analytics solutions across the Navy’s Headquarters and Fleet organizations, and the Marine Corps.
I’ve driven my own career in part by embracing Booz Allen’s entrepreneurial spirit. You have to look for opportunities to take on new challenges, stretch yourself, put yourself in a position to fail or succeed. I strive to help my team do the same by being an accessible, approachable, and transparent leader: It’s all about building a high-performing team.
Tim is a leader in the firm’s NMC business. Prior to his current role, Tim spent nearly 4 years in an executive rotational role, leading Booz Allen’s Corporate Finance team, including pricing, financial operations, and financial planning and analysis. In this role, he provided key advice to the CEO, CFO, and leadership team on business insights and operational analytics. His original charge in finance was to enhance Booz Allen’s business metrics and analytics capabilities, with a focus on improving the firm’s corporate planning, forecasting, and reporting capabilities.
More recently, Tim collaborated closely with finance and business leaders to develop and execute a transformative financial strategy aimed at optimally balancing near-term financial performance, long-term value creation, and the firm’s purpose-driven culture and resulting employee value proposition. This work is all underpinned by expanded data analytics and improved technology.
Tim transitioned into Corporate Finance after leading NMC’s East Coast Acquisition and Logistics business. In his time at Booz Allen, he has primarily served in analytics-focused, client-service roles supporting a wide spectrum of federal and commercial clients.
Tim joined Booz Allen in 1999 after serving in the U.S. Navy as a surface warfare officer. He is a member of the Institute for Operations Research and Management Science and the Navy League.
He has an M.B.A. in finance and an M.S. in management and operations research from the University of Maryland, College Park; and a B.A. in industrial and organizational psychology from North Carolina State University.
When you say you are a Booz Allen lifer, how long have you been with the firm? I’ve been with Booz Allen for more than 20 years. Prior to that, I was in the Navy, then went to business school for finance, as well as graduate school for essentially applied statistics. I had been in client-facing roles with Booz Allen focused on analytics for several years, then was asked by the leadership team to take on a senior rotational role in finance for the last 48 months. Because of my analytics background, they asked me to focus on enhancing the financial analytics, metrics, reporting, forecasting, and working on some of the strategic initiatives we’re trying to accomplish.
What do you see as an untapped opportunity in your space? Better use of data. Part of our challenge is, we can come up with the most sophisticated algorithms in the world, but I think the systems that we currently have and the way the data is housed in many cases makes it extremely difficult for us to harness the full power of the data we have. This is an area where I recently worked on a long-term strategy with our Finance leadership to address.
What is the best business advice you have ever received? Be yourself, really understand what your strengths are, and try to maximize your performance—your broad performance, whether it’s functional delivery, client engagement, or staff management and career development—use your strengths to be able to maximize against each of those. Similarly, learn how to recognize, mitigate, and ultimately, improve upon your weaknesses.
Another one, and at Booz Allen it’s particularly important, take control of your own career. The way you succeed here is to be willing to take on those stretch opportunities, take on challenges that move you out of your comfort zone and be willing to sacrifice in the short term to ultimately succeed in the long term.
What did you want to be when you grew up? A truck driver. I wanted to drive big rigs. I grew up in a very rural area. No one in my family or extended family had ever been to college, a very blue-collar upbringing. We had family friends who were truck drivers; I knew them, and they were cool. Being a boy and driving a big rig seemed like a pretty awesome job.
Where do you see Booz Allen Hamilton in 100 years? I believe that service to the Federal Government will still be a cornerstone of what we do, though we may be much more diversified beyond government services. We’ll have a very healthy portfolio within North American and International commercial markets. I think we’re positioned to do that. It’ll be interesting to see the maturation of some of the initiatives around products and other solutions that we’ve been focusing on over the last few years.
What drives you, what makes you passionate about your work at Booz Allen? Being able to do really interesting work—work that’s important to our clients’ missions—that drives me. I enjoy digging into the numbers and talking strategy, and I really enjoy bringing the two together to advance our clients’ priorities in ways that even they aren’t aware are possible. I’ve learned so much in my most recent corporate role. I want to take that knowledge and apply it for the benefit of our clients.