Principled Leadership.
Proven Results.

A major federal law enforcement agency was on the verge of issuing a formal letter of concern against a $200M+ cybersecurity program. Performance had deteriorated significantly, client trust had eroded, and the contract — and the relationship — were at serious risk. Jeff was brought in to stabilize and reshape the engagement.

Jeff conducted a rapid diagnostic of delivery failures and organizational gaps, then restructured the team and reset client expectations with a transparent recovery plan. He introduced AI-powered solutions and automation to replace manual, error-prone processes — shifting the program from a reactive service model to a proactive, outcomes-driven delivery approach. He simultaneously rebuilt internal team culture, establishing clear performance accountability and elevating morale in a high-pressure environment.

The letter of concern was avoided. Program performance improved 10x. Client perception shifted from adversarial to collaborative, resulting in contract extension and scope growth. The engagement became a reference case for how AI-augmented delivery and cultural reset can rescue a troubled federal program.

With a mandate to grow Booz Allen's federal civilian footprint, Jeff was tasked with building a practice essentially from scratch across the Department of Justice, State Department, and USAID. These were complex, mission-driven clients with distinct cultures, procurement requirements, and performance expectations — and no existing template for success.

Jeff identified unmet mission needs across each agency and built tailored capability offerings around them — including an Intelligence Analysis practice at DOJ, a Training & Technical Assistance practice that grew 10x in three years, and a Financial Management Modernization offering that introduced automated analytical tools into legacy-bound processes. He recruited and structured a team of 170 specialists, built a portfolio of 40+ contracts, and established the partnerships, capture processes, and delivery governance needed to sustain growth at scale. He also pioneered innovative engagement models — including a Silicon Valley Hackathon with the State Department and a TEDx Salon on the Digital Citizen — that elevated Booz Allen's profile as a mission-aligned innovation partner.

The practice grew to $40M+ annually with 16–18% profit margins, 40+ active contracts, and a multi-billion-dollar pipeline. The DOJ Training & Technical Assistance line alone grew from $2M to $20M in three years. The practice became a model for how consultative, mission-first account leadership creates compounding federal growth.

Jeff inherited a $170M federal civilian division at ManTech that was heavily dependent on staff augmentation — the lowest-margin, most commoditized form of IT services, where value is measured in bodies rather than outcomes. With solution-based work representing only ~10% of revenue, the business was vulnerable to commoditization and lacked a compelling differentiated story for clients or the market. The pipeline stood at $50M — insufficient to sustain growth.

Jeff led a full strategic repositioning of the division — rebranding its identity, rebuilding its team around emerging technology expertise, and developing a new go-to-market strategy centered on AI, data analytics, cybersecurity, and digital transformation. He cultivated strategic partnerships with AWS, Azure, Google, and leading system integrators to deliver integrated, outcome-based solutions rather than discrete staffing. He championed responsible AI principles across every business opportunity — embedding explainability, bias mitigation, and human-in-the-loop practices into proposals and delivery models. Simultaneously, he rebuilt the sales pipeline from the ground up, targeting mission-critical modernization opportunities across cabinet-level agencies and winning positions on 8+ multi-award IDIQ vehicles valued at billions of dollars.

Jeff transformed the solutions sales pipeline from ~10% to 80% of revenue — a fundamental shift in business model and market positioning. The Division pipeline grew from $50M to over $1B. The division stabilized return on sales and profit targets, and was repositioned as a credible AI and digital transformation partner to federal civilian agencies — not merely a staffing vendor.