Matt Calderone leads a portfolio of strategic projects, including the firm’s Vision 2020 corporate growth strategy.

Prior to his current role, Matt led the firm’s strategy and organization work in the Security market. He supported the intelligence community with expertise in mission strategy, organizational design, operational efficiency, human capital, strategic communications, and change management.

Matt spent most of his career partnering with senior executives in all sectors to address their most pressing business challenges. He led dozens of strategy and transformation efforts—from designing and standing up a major center in the intelligence community to helping a Fortune 100 retailer realize over $150 million in efficiency improvements. Through these experiences, he gained an appreciation for when and how to apply corporate best practices to the business of government (and vice versa) and how to work with clients to drive lasting change.

Matt also published several articles on organization topics, including change management, organization design, decision rights, and best practice transfer.

Previously, Matt worked for our Commercial business, where he focused on large-scale transformation, and for the Boston Consulting Group.

He holds a B.A. in economics from the University of Maryland and an M.B.A. from the Yale School of Management.

How do you help your clients prepare for the future? On the corporate development side, we help the firm acquire capabilities and assets to advance our clients’ missions. On the financial side, we’re working hard to create financial strategies to harness the power of the firm, both creating value and meeting our strategic objectives. And those objectives don’t stop at growth—it’s also about creating opportunities for our people.

What excites you about working in corporate development? The ability to use our balance sheet to advance the firm’s strategy and financial objectives is fun. Working in mergers and acquisitions or creating financial strategies to meet the objectives of our shareholders, leaders, and people is rewarding.

Why do you have the career you have? I’ve always followed the next-hardest problem and done good work.

What makes you excited to come to work in the morning? I never know what each day is going to bring: What new challenge, hard problem, or interesting discussion may occur. It’s both daunting and exhilarating. It’s that moment when I get a call from an investment bank saying, “This company is up for sale—what do you think?”

What are your tips for managing and motivating your people? Be open and honest, understand what your employees want, and what motivates them. You have to create enough trust to have a conversation about whether they’re getting what they need, and you’re getting what you need. Second, you get more out of people if you give them a little more rope, a little room to be independent.

What’s the best business advice you’ve gotten in your career? Do the right thing and be honest to yourself and the people around you. You may take a hit in the short run, but in the long run, it’s worth it.

What mentorship advice would you give someone who took on a new leadership role? Bring your people with you. And remember, “What got you here won’t get you there.”

What advice would you give yourself as a young professional? Try to modulate the highs and lows. Passion can be a great strength or great weakness.

What are you nostalgic for? Time to read.

What’s the most influential book you’ve read? The Grapes of Wrath. That book really stuck with me.

Who fascinates you? James Fallows. He’s a journalist who writes for The Atlantic. He’s a modern-day version of Charles Kuralt. People with real talent fascinate me.

What can we do to be happier? Become more connected physically in the presence of other people. Community is happiness.

Why is Booz Allen an ideal firm for someone with expertise and skills in your line of work? We’re never satisfied and are constantly looking for new ways to do things better. We approach corporate development with same level of intensity as we do our client work.

Where do you see Booz Allen in the next 100 years? We’ll continue to be the most innovative service provider to the Federal Government, but increasingly we’re going to be able to use that position to create broader societal change and impact.