In January of this year, Jonathon Greenert, chief of Naval Operations, spoke to executives at 2941 restaurant about his career in the Navy and the current trends of Naval procurement.

The next month, Robert J. Carey, principal deputy chief information officer for the DoD, spoke at a breakfast event about the effects of sequestration on the military and procurement trends.

In March, POC continued its series of “headline speakers on headline topics” with an event centered around Michael Krieger, Army deputy chief information officer.

After Rogers speaks next month, Assistant Secretary of Defense for Networks and Information Integration & CIO of the DoD Teri Takai will speak to an executive audience at 2941 restaurant.

Click Here, to keep up to date on upcoming POC events.

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The event was held at the Ritz Carlton in Vienna Va. and was attend by about 250 GovCon executives.

In addition to hosting the forum, Executive Mosaic posted the speaker’s presentations and a number of accompanying executive Q&A’s under its marquee media umbrella.

Click Here, to view the PowerPoint presentations of speakers Dr. Stephen Fuller, director of the George Mason University Center for Regional Analysis; Jim McAleese, founder and principal at McAleese & Associates and Pierre Chao, managing partner at Renaissance Strategic Partners on The New New Internet.

The presentations include large amounts of data is valuable to any GovCon business or executive navigating through the hardships of sequestration.

In addition to the PowerPoints, ExecutiveBiz conducted a number of interviews with the speakers to help illustrate the points they were attempting to make about this period of automatic budget cuts.

The first interview was with McAleese and was published in four separate spotlights on three of EM’s websites.

• Jim McAleese on the Details and Support for the 2014 Budget Request
• Jim McAleese: The 2013 Sequester’s Likely and Potential Impact on the Services
• Jim McAleese: The 2013 Sequester and How GovCon Firms Have Responded so Far
• Jim McAleese on What May Happen if Sequestration Extends into 2014

Two additional Q&A’s were conducted with speakers Arnold Punaro, Punaro Group CEO and Kevin Plexico, VP of information solutions at Deltek.

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He has worked with asset management organizations in both the public and private sectors, including the Departments of Defense and Transportation, General Services Administration, National Aeronautics and Space Administration and state and local transit agencies.

In addition, Silverman has actively worked base realignment and closure (BRAC) programs for the Joint Task Force National Capital Region Medical and Office of the Secretary of Defense. He has also provided economic and financial analysis support to projects for the Department of Veterans Affairs.

Prior to joining Booz Allen, he worked for a variety of organizations including the Logistics Management Institute, University of Baltimore, and KPMG Consulting.

Silverman received an M.S. degree in systems analysis for public decision making, a B.S. in mathematical sciences, and a B.A. in economics from Johns Hopkins University.

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In this role, he is responsible for supporting government customer engagement and corporate public policy development supporting the electronics and information solutions’ portfolio, focusing on cybersecurity, information assurance, networks and tactical intelligence, surveillance and reconnaissance.

Before joining Boeing, Toomer served the U.S. government in a number of roles over a span of 25 years retiring as a Colonel in the U.S. Air Force. His last position was as the Deputy Director for the Cyber and Information Operations Directorate, Headquarters United States Air Force.

Prior to this position, Toomer served as the Chief of Integration and Interoperability at the National Geospatial Intelligence Agency. In this role, John led NGA efforts to provide geospatial technology and processes to the war fighting headquarters at Joint Forces Command and U.S. Strategic Command.

Toomer previously served in various leadership positions involving military operations and overseas deployments, including Operations Iraqi Freedom and Joint Endeavor. He taught courses in air power, strategic thinking, military history and joint operations as an associate professor at the U.S. Army Command and General Staff College.

He also served as a tactical airlift instructor and evaluator navigator, flying combat and humanitarian missions around the world, including 33 combat missions in C-130 aircraft.

Toomer received his B.A. degree in Business Administration from the University of Puget Sound and earned a Master’s of Science Degree in Operations Management from the University of Arkansas. He is also a graduate of Air War College and Joint Forces Staff College.

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Salzano focuses on matters such as contract formation, post-award administration, client relationship management and dispute resolution and quality programs. In his role, he also leads all aspects of the firm’s strategic sourcing initiatives, including a large professional services subcontracting function that directly supports client delivery, all strategic pricing operations for the firm, major risk management functions including firm-wide insurance programs, export control and conflict of interest avoidance.

In addition to his other responsibilities, Salzano oversees the firm’s security operations, including information protection, clearance processing and physical protection.

He currently serves as the co-chairman for the firm’s Veteran and Wounded Warrior Committee, as an executive member of the firm’s Quality Committee and as an executive member of the firm’s Ethics and Compliance Committee.

Salzano joined the firm in 1986 following service with Bendix Aerospace, Advanced Technology and a tour of duty with the US Navy.

Salzano is currently a member of the Board of Directors to the Professional Services Council, a leading trade organization; a member of the Board of Advisors to the National Contract Management Association and a member of the Board of Directors of the Pulmonary Fibrosis Foundation.

He received a B.A. degree in economics from the University of Maryland and an M.S. degree in business with a concentration in finance from Johns Hopkins University.

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Mike Rogers

On Tuesday June 11, Congressman Mike Rogers will speak at a Potomac Officers Club breakfast to be held at the Ritz Carlton in Tysons Corner.

The event follows POC’s Post Sequestration Summit where 10 speakers from government, academia and industry presented on how GovCon executives and firms should plan for sequestration and what to expect in the coming years.

Some of the speakers at the highly attended event included Defense Comptroller Robert Hale, Defense Undersecretary Frank Kendall and Congressman Buck McKeon.

The June breakfast event featuring Congressman Rogers comes just weeks after numerous media outlets including our own ExecutiveGov published articles speculating that the current House Intelligence Committee Chairman could succeed Robert Mueller as the next head of the FBI.

Rogers was an FBI special agent before being elected to public office and his candidacy for the director position is backed by the 12,000 members of the FBI Agents Association.

“His unique and diverse experience as a veteran, FBI Agent and member of Congress will allow him to effectively lead the men and women of the Bureau as they continue their work to protect our country from criminal and terrorist threats,” said FBIAA President Konrad Motyka.

As chairman of the House Intelligence Committee, Rogers has introduced legislation on cybersecurity, is focused on the rising military threat posed by China and continues to lead the way on the budget for the Intelligence Community.

Click Here to register for the breakfast event set to run from 7:30-9 A.M.

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Since joining TASC in 1999, Wagner has supported multiple DoD and intelligence community customers. He has worked in both line and program management and served as proposal and capture manager for several opportunities.

Before joining TASC, he held program management roles at Raytheon and Lockheed Martin. At Raytheon, he managed the development of missile test equipment for the standard missile program office and supported the first test flight of the SM-2 block IIIB missile interceptor.

At Lockheed, he managed a software independent verification and validation team and was recognized by a U.S. Government customer for significant contributions during the Y2K rollover event.

Wagner began his career as a civilian employee of the Navy at the Naval Surface Warfare Center (NSWC) in Port Hueneme, Calif.

He received his master of science degree in engineering management from The George Washington University and bachelor of science degree in electrical engineering from the University of Pittsburgh.

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Appointed to this position in July 2010, Smith is responsible for identifying and qualifying new business opportunities and ensuring strategic alignment with the business portfolio and financial objectives.

She collaborates with the Exelis executive team to develop, maintain and execute strategic business plans to achieve performance and growth objectives for the business.

Smith has 30 years of experience in management, advisory and leadership positions providing support to agencies within the Defense Department.

Her focus has been on executive-level strategy, BD and technical delivery for enterprise solutions, IT strategy and policy and IT process engineering.

Prior to joining Exelis, Smith held leadership positions at Lockheed Martin, GTE and Booz Allen Hamilton. Additionally, she was the managing partner for OnPoint Consulting.

Smith received a bachelor’s degree in electrical engineering and a master’s degree in computer science from the Johns Hopkins University, and an MBA from the University of Baltimore.

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Stephan joined ID in 2002 to build a cybersecurity program and has since built ID Labs, Innovative Solutions, and ID Ventures.

Roy currently manages a cross-disciplined team of architects and engineers supporting R&D and new business creation across cyber, cloud, networking, application development and simulation and training.

Prior to joining ID, Stephan founded 3 companies and operated as the chief technology officer for 4 companies focused on building cutting edge technologies and solutions from Healthcare to PKI and cybersecurity.

Roy Stephan is a graduate of the University of Virginia School of Engineering and Applied Sciences.

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Below are his thoughts on this and related topics.

Jim McAleese: Most Contractors did not formally plan for Sequester in their 2013 Guidance to Wall Street. Everybody was holding their breath when we went through 1^st Quarter Earnings over the past two weeks. There was a real fear that Contractors universally would begin to suffer from deteriorating Revenue; in other words, they would have so few orders coming in that they’d be consuming their Funded Backlog faster than they could replace it.

There was also genuine concern that the Contractors would suddenly restate their initial 2013 Guidance, and adjust Guidance downward-significantly, and that would create both panic, and a dramatic structural-downward valuation of the Industry. My personal impression of what we’ve seen last week, and this week in the Contractors’ Earnings results, has generally been a fairly healthy Book-to-Bill Ratio.

The severe drop off that was talked about did not occur for the majority of Contractors. There are also a number of Contractors that modestly-altered their 2013 Guidance, to show Investors what the specific “EPS” impact would be from 2013 Sequester. For example, Lockheed Martin factored in an $825 million reduction in their 2013 Sales, because of Sequester, which is a significant amount of money, but it’s only 2% of their 2013 Sales of $45 billion.

If I recall, Raytheon did the same thing. I think their 2013 Sequester Sales-reduction was approximately $400 million, which is a fairly modest number as well, about -2%, when you’re talking about $24-to-$25 billion in 2013 Sales. The good news is we’re emerging from the first quarter results with some visible impacts of Sequester, and significantly less financial damage to the Industrial Base, than the range we might have been thinking about two-to-three months ago.

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I am extremely hopeful we will have some sort of a compromise with respect to 2014 Sequester going forward, because I think the damage to the 2014-2018 Program-of-Record would otherwise be very significant. I think there’s probably enough “float” to move Resources around within the existing system to accommodate maybe six months’ worth of 2013 Sequester, if it is coupled with a strong 2014 OCO Request.

Once you formally-cascade into 2014, the problem moves from the Contractor financial issue of ‘how much are the sales?’, or ‘what is the profit?’, or ‘what are the earnings?’ The problem suddenly becomes much more fundamental; What Missions are the President and the American people going to task the Department with?  What Missions will DoD turn away in the future?

At that point in time, you’ve absorbed the excess Resourcing in the system (shifting of 2013 existing funding internally, hopefully offset by a sizeable 2014 OCO Request). Any potential “body fat” has then been absorbed, and so now, you’re really looking at the potential to have to force some Major Force Structure Decisions.

The Army is the one that’s really at the greatest risk of becoming the “hollow-force”. That’s the precedent. I think the Corps has always done an extraordinary job of generating great Marines.

The Air Force is certainly challenged, because Congress is not letting them retire aircraft that have very little combat utility. They bring very little to the fight, relative to newer multi-mission platforms.

The Navy has a situation where Sequester would have an immediate impact, and would likely force the Navy to retire large numbers of ships very aggressively in 2014 and 2015. That would have the potential of collapsing the Department’s fundamental strategy of “Rebalancing-to-the-Pacific”.

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There would be still be damage to the contractors in 2014 from Sequester, but the real damage would ultimately be to the very Combat Capabilities of the Department and the Military Services themselves.

The issue is can Congress give the Department some foreseeability for 2014? That’s number one, so that they’re not worrying about just 2014 Sequester, and wondering what’s going to happen. Number two, can you give them a reliable path-forward over a certain period of time?

Certainly people find the concept of $500 billion of Sequester cuts to be very abrupt and very difficult.  Historically, in past “Drawdowns”, they usually tend to take about eight to ten years, with a 2%-3% reduction in top-line funding per year.

As long as Congress gives the Services some stability for 2014, and give them a credible plan to get to a specific Force Structure that the Nation can afford, and still achieve the Missions that are being tasked to them; I think that’s the best path-forward.

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