TCG Newsletter Summer 2006.pdf - The Columbia Group

Dedicated to
Customer Satisfaction
S UMMER 2006 ISSUE 05
INSIDE THIS ISSUE:
EMPLOYEE OF
THE MONTH
LETTER FROM
OUR PRESIDENT
WELCOME
ABOARD
PMS377 -
AMPHIBIOUS
WARFARE
PROGRAMS
THE EAGLE
AWARDS: LET
THE TRADITION
PURSUE ITS
COURSE
1
2
2
3
TCG TECH TIPS 5
OPINION
COLUMN:
MENTORING
COMMUNITY
INVOLVEMENT
SO WHO ARE
WE? WHAT DO
WE CALL
OURSELVES?
NOTE
4-5
6
7
8
EMPLOYEE OF THE MONTH
BERHANE KASSA
Berhane Kassa has been a
consistently strong performer
for TCG in a variety of roles
during her tenure. She started
out in 1997 supporting the
WAMO application doing
programming in oracle forms
and revamping our documentation.
She moved on to assist
with our COBRA application
where she spent several
years honing her programming
and web design skills. She
developed training materials
for COBRA and became one of
the lead trainer for COBRA.
More recently, she accepted
the challenge of working on
site supporting SEA 10 where
she has become an expert in
Civilian Manpower Budgeting.
Berhane adds value to any
project by providing insightful
analysis and always looking
for ways to improve processes
to make them more efficient.
BRENDA KASSIRIS
Brenda Kassiris supports the
NAVSEA comptroller onsite at
the Washington Navy Yard.
She is a valuable member to
the Problem Disbursement
Branch.
Their mission is to investigate
and clear problem disbursement
issues involving NAVSEA
PEO's directorate field activities,
DFAS an other commands.
Brenda has received a
personal commendations
from the Branch Head and the
Director. She is constantly
searching for areas to assist
the NAVSEA comptroller with
accomplishing their goals and
their mission while maintaining
current efforts. Brenda
represents TCG in a professional
and dedicated manner
while ensuring that NAVSEA is
utilizing their funding in an
efficient and effective manner
to build and support the Navy
fleet of ships.
SHARON SMITH
Sharon Smith started with
TCG in October 2005 as a fulltime
receptionist.
What makes Sharon an employee
of the month winner is
her dedication for her work.
She goes above and beyond
the call of duty by accepting
other responsibilities such as
assisting with travel arrangements.
Her dependability, reliability,
punctuality and her
willingness to help makes her
true asset to the company.
Customers, visitors and business
partners remember her
for her wonderful smile and
warm greetings. She is the
face of the company and we
would not have it any other
way!
The next quarterly
newsletter will be
released on December 1,
2006.
If you want to contribute
to the next newsletter,
please contact Anne
Hagen at ahagen @
columbiaresearch.com
APRIL Employee of the Month
MAY Employee of the Month
JUNE Employee of the Month

THE COLUMBIA GROUP
Page 2
LETTER FROM OUR PRESIDENT
We are nearing the end of our client’s fiscal year and the end of our fiscal year at The Columbia
Group. This is a time to measure how we have performed. This is also a time to begin planning for
our next fiscal year. As most of you know, our primary measurements for performance are customer
satisfaction and employee satisfaction. Our customer satisfaction metrics are currently strong and,
thanks to all of you, have shown improvement throughout the year. Customer satisfaction is
currently measured with a combination of quality assurance tools and customer feedback. The use
of quality assurance tools will be expanded at our larger contracts in the coming year so our measurements
will be more reliable. Employee satisfaction is also pretty good, but not good enough. As
communicated in our Thursday Notes, our quarterly office visits are not always overwhelming
endorsements of employee satisfaction. Many of the areas identified for improvement have already
been addressed, several others are in process. But, we still have multiple areas for improvement in
the coming months. In the coming year, we are looking to adopt a periodic employee satisfaction
survey that is anonymous and web-based. This will enable us to more reliably assess how we are
doing. Thanks to Tim out of the Alexandria office for suggesting a survey process.
Rod Buck, TCG President
Financial performance is also important. I am very pleased to report that we are on track to meet our financial goals for the
year. Our annual revenue should slightly exceed our plan of $23.8M. Our current revenue rate is approximate $28M a year. We
are on track to achieve our goal of modest operating profitability of approximately 8% for the year which is consistent with industry
averages for technical support services companies. While revenue and profitability have met or exceeded goals, our
billing and collections need improvement. Our management and accounting support personnel need to remain focused on
improving billing timeliness and accuracy. We then need to stay focused on collecting amounts billed.
As reported in our last newsletter, our primary quarterly focus has been on improving our infrastructure to better support our
recent and planned growth. Infrastructure includes accounting, human resources, electronic infrastructure, and management
depth. I am pleased to report much progress so far. Some of our more visible improvements have been in electronic infrastructure,
management depth, electronic timesheets, accounting responsiveness and recruiting. Many other less visible improvements
have also been achieved. Over the next sixty days, more improvements will be made and we will be more prepared for
future growth.
In closing, I want to say thanks to all of you for your hard work and commitment to TCG. You should be proud of your achievements
and the company you are building. Enjoy this newsletter. I think you will find it informative, interesting and fun.
WELCOME ABOARD!
S UMMARY
M AY
J UNE
July
A UGUST
Washington, DC
+ 10 empl.
Arlington—NAVY
ANEX
+ 4 empl.
Crystal City
+ 1 empl.
Quantico
+ 5 empl.
Panama City
+ 10 empl.
Woodbridge
+ 3 empl.
Arlington—NAVY ANEX
• Frederick Anderson
Panama City
• Douglas Guardino
• Karl Lindman
• Devin Paul
• Stephen Smith
Quantico
• Thomas Anable
• Patrick Hall
Washington, DC
• Tracy Glenn
• Anne Hagen
• Larry Jones
• Paul Komla
• William Mohney
• Courtney Roberts
• Jody Siscoe
Arlington—NAVY ANEX
• Philip Kim
• Raul Ludert
Panama City
• Philip Bouxsein
• Joseph Colamaria
• Harry Kimbler
• Michael Wilsdorf
Washington, DC
• Christine Hoover
• Damien Parker
Panama City
• Vandon Henry
• Patrick Tancredi
Woodbridge
• Charles Cole
• Nakisha Moore
Washington, DC
• John Boyce
Arlington—NAVY ANEX
• Edelina Villavicencio
Crystal City
• Marck Parcells
Quantico
• Paul Brygider
Woodbridge
• La Tosha Kendrick
Total
+ 33 empl.
Quantico
• Allen Boothby
• Michael Danhires
W ELCOME ABOARD!

ISSUE 05
Page 3
PMS377 - AMPHIBIOUS WARFARE PROGRAMS
By Larry Jones
Photo Left to Right:
TEAM PROFILE
Robert Farrell — LCAC Lifecycle Support/Design Manager Support
& 377 Team Leader; Joe Faltisco - LCAC SLEP Contract Coordination;
Jessica Burdine - LHA-6 Program Support; Lafon King - LHA-6
Logistics Support; Michelle Guy - Deputy Program Manager
PMS377B, Administrative Support; Dawin Wright - LCAC Craft Alteration
Coordination; Derrick Wagner - LHA-6 Logistics Support;
and Larry Jones - VP Ship Programs
Not in the photo:
Collin McMillan, LCAC Logistics Support
Seabasing is a key tenet of the Chief of Naval Operations’
Seapower 21 Strategy. PMS 377, the Amphibious Warfare
Program, plays a key role in the successful execution of
that strategic arm by its oversight of such programs as the
building of MAKIN ISLAND (LHD-8); just recently christened
in Pascagoula, the development of a new class of
amphibious assault ships: the LHA (R) class and the Landing
Craft Air Cushion (LCAC) program.
The Columbia Group, as a subcontractor to CSC, provides
direct support to the Program Manager, Amphibious Warfare
Program PMS377. Our personnel are involved in a
number of aspects of the program’s operations. As Bob
Farrell, our 377 Team Leader states “Getting Marines
safely and quickly to any hot spot, and being able to keep
them there is what our efforts are all about.” Members of
our team provide administrative support directly to the
Deputy Program Manager as well as Programmatic, Engineering
and Logistics support to the following platforms:
LHA(R), LHD, and LCAC. In addition to providing acquisition
related services for the platforms, TCG also supports
the Life Cycle management of the LCAC. A key focus for
our support has been to the PMS377 Logistics Manager
for all facets of logistics for the Life Cycle and Acquisition
Management Programs.
The LCAC has been a vital part of the Navy’s ability to rapidly
transport Marines and equipment from the large deck
amphibious platforms at sea to a beachhead and farther
inland if necessary. TCG participates in a variety of ways,
principally in Life Cycle Management, administration of
the LCAC alteration development program, and key support
in the area of the LCAC Service Life Extension Program
(SLEP). At times, there have been as many as 25
alterations moving through the review process, which requires
significant interaction with various stakeholders to
keep these needed alterations flowing.
Our team also provides integrated logistic as well as programmatic
support for the LHA (R) program. These areas
such as Contract Deliverable Requirements Lists (CDRLs),
Technical writing and preparation and editing of a variety
of correspondence, to name but a few, require patience
and significant attention to details.
The program itself continues to be fast paced. With MAKIN
ISLAND now christened and proceeding towards commissioning,
LHA(R), now designated LHA 6, moving towards
production and the LCACs being counted on for long and
productive service, Bob and his team will continue to be on
the cutting edge of support for PMS 377.
Being able to rapidly deliver air and land forces safely and
in an effective manner is a key element of the Navy Marine
Corps team being ready to answer the call, anywhere
around the world. Our TCG team is helping to ensure just
that, and all are marked by and appreciated for their positive
attitude and willingness to do whatever it takes for the
success of the team and program.
Tyrone Davis
1964 — 2006
On July 21st, The Columbia Group and the PMS 377
Support Team lost a dear friend and colleague with the
sudden and unexpected passing of Tyrone Davis. Ty, or
T-Bone as he was affectionately known, was a stalwart
and valued member of our team for the past several
years and was a vital cog in the integrated logistics support
for the MAKIN ISLAND (LHD-8). A Navy veteran and
submarine sailor, Ty continued to serve our nation as a
logistics specialist and private contractor in the Washington
area subsequent to his separation from the service
in 1988. Ty was also an avid sports enthusiast and
spent a large portion of his time giving back to the community
such as in coaching T-ball. He was devoted to his
family and touched the lives of everyone that he met.
The TCG family will deeply miss Tyrone and extend our
condolences to his family.

THE COLUMBIA GROUP
Page 4
THE EAGLE AWARDS: LET THE TRADITION PURSUE ITS COURSE
1979
1981 1982 1983 1987 1988
1990 1991 1995 1996
2005
2006
Mike Deleo
Frank
Hamilton
Paul Mulherin
Chris Young
Jane Wallace
Processing Ctr
Pat Coleman
Herb Dagen
Kevin Logie
Jerry Mcguire*
Accounting
Department
John
Phillips
Ross Lindman
Greg MacGill
Dr. Norman
Witbeck
Jim
Miltenburger
Tom Copsey
Lorrena Hess *
Dr. Ed
Thompson *
Pat Coleman
Tom Copsey
Jerry Mcguire
Tony
Cheesebrew
Ken Fleming
Chris Young
Tom Copsey
Jerry Mcguire
Tony Sutphin
Ralph Marston
Adam Jones
* May not be the accurate year winners received the award
The Eagle Award was founded in 1979 by Dr. Norman
Witbeck, founder of Columbia Research Corporation
and Senior Advisor of The Columbia Group, and since its
inception, thirty awards were presented. Dr. Witbeck
realized early on that anyone in the company dedicating
their maximum effort ought to receive something as an
acknowledgement and recognition to their exemplary
professionalism and success in their business development
efforts. During a lunch staff meeting, Dr. Witbeck
communicated his vision to his senior staff and various
ideas were discussed. The one that retained everyone’s
attention was the ‘Eagle Award,’ an idea suggested by
Patty Parker, Former Vice-President of Columbia Research
Corporation. So, in 1979, Jim Miltenburger received
the first award for the proposal he wrote for the
surface ship sonar logistics effort and this was the starting
point of an everlasting tradition defined by excellence
and commitment.
“The Eagle Award is presented to any employee
who played a major role in a proposal that
resulted in a contract award of $1 million or
more.”
In the history of the Eagle Award, only two people won
three awards and Thomas Copsey was one of them.
Tom, who has been with the company for over 25 years,
won his last award in 1990 and in Dr. Witbeck’s mind
“while every single award given was well-deserved, this
one was the most unusual, the most deserving, and the
most notable because of the challenge it represented.”
This contract was for Surface Ship Electronic Warfare
ILS support which eventually became part of the Surface
Ship Self Defense System (SSDS). What made this
award unusual was that it was an unrestricted competition
where the company took it from two incumbent big
Tom Copsey & His $10,000
Reward (1990)
businesses. Tom still laughs
about the way he was given his
$10,000 prize. “Instead of giving
me a check, they had stacked a
table with a pile of 10,000 $1
dollar bills. My trip to the bank
was… memorable!”
In some cases, the true winner
was not an individual but a group
that would be recognized as
such. In 1991, the entire accounting
department was recognized
for its efforts and before
PCs were common in the workplace,
back when there were
processing centers, the company’s
processing center was
awarded one as well (1982).
Traditionally, Dr. Witbeck who was involved in every business
proposal would decide and discuss his decision over with his
senior staff. Since the merger, it was decided that this CRC
tradition will become a TCG tradition as well and its mission
will be followed.
What Does a Winner Receive?
• 1st Time Winner: Eagle Award Statue
• 2nd Time Winner: $1,000 Check
• 3rd Time Winner: $10,000 Check
Even though it is customary that corporate officers cannot
win this award, Dr. Witbeck was surprised to receive one: “I
was happy to receive an award but it was really a group
award!” Jerry Mcguire, who was the second person to win
three awards, fell victim to that rule as at the time he re-

ISSUE 05
Page 5
THE EAGLE AWARDS: LET THE TRADITION PURSUE ITS COURSE (CONT.)
ceived his third award, he was a vice president, thus making him ineligible to receive the
$10,000 prize.
What makes this award so valuable is that it is not given automatically every year and the
number of recipients greatly differs each time. The longest gap is as long as nine years
with Adam Jones to break the curse in 2005. In 2006, the newly merged company has
known a tremendous growth, which triggered management to recognize participants to
this growth by presenting three of these coveted Eagle Awards:
• Dr. Norman Witbeck for his work in winning the Swimmer Delivery Vehicle contract;
• Greg MacGill for his work in winning the USMC Logistics Modernization contract;
• Ross Lindman for his work in winning the Remote Minehunting System DDG Installation
Support contract.
Thank you to Dr. Witbeck, Mary
Anne Matsko, Craig Peery, and
Tom Copsey for contributing
information to make this
article happen!
Ross Lindman, Award Winner Dr. Norman Witbeck, Award Winner Greg Macgill, Award Winner
TCG TECH TIPS
Q1
Baby Genius, how do I reset my password when I use TCG's Outlook Web
Access?
Ah, my little zicklein, this is something new for you to enjoy! Simply log in, then click the
"Options" button in the bottom left-hand corner. At the bottom of the next screen, there's a
"Change Password" button. Einfach!
Q2
Baby Genius, is it OK to listen to streaming radio or watch movies on the
internet?
Achtung! Absolutely not! We have customers that use our websites, we have coworkers that
have tools they must access on the web, and we have our own email traffic to protect. So, no
streaming video, mein freund!
From the Baby Genius
If you have any other questions
you want answered,
write Baby Genius at:
Q3
Baby Genius, when will we all be on the same email system?
Bgenius
@columbiaresearch.com
Good question! Panama City has been connected to our system in August. Over the rest of
the quarter, we will be linking up Crystal City and Alexandria. We will also be picking a new
domain name for the new shared email! Sehr aufregend!
The answers will be posted
each quarter in the
newsletter.

THE COLUMBIA GROUP
Page 6
OPINION COLUMN: MENTORING – A PIECE OF THE GROWTH
MANAGEMENT PUZZLE
By Alan Arehart
aarehart@computerproductsinc.com
Task Leader- NAVSEA Reconciliation
The Columbia Group is aggressively
seeking new business. As
the company grows, new openings
will be presented to the
organization’s employees, and
the roles of team members may
change. Mentoring provides one
strategy for adapting to our dynamic
environment.
Do not just train your team
members. Mentor them! In my
opinion, mentoring is not just
the official training that is done,
so that deliverables are completed.
It is showing less experienced
employees little tips and
tricks picked up over the course
of a career.
For example, junior team members
need to e-mail customers a
legitimate question concerning a
document produced by said client.
As a mentor, you might let
the team member know that
they will probably get a quicker
response, provided it is not classified
material, if a copy of the
document is attached to the e-
mail. By attaching the file, clients
do not have to spend extra
time hunting down a copy. This
little trick also works for more
than just clients.
Another example of mentoring
would be having a junior person
attend occasional client meetings.
Junior person beware! A
good client will ask you a question
to test your knowledge, and
if you are thrown for a loop, a
good mentor will intervene, answer
the question for you, and
redirect to you a question that is
more in line with your knowledge
level.
Everyone I know goes away in
the end. As I see it, mentoring is
gradually showing a junior team
member how to replace you in
your current position under a
controlled situation, rather than
a fire fight. Mentoring provides
a win-win-win-win situation.
“Mentoring provides a winwin-win-win
situation.”
WHO WINS?
First, junior team members win
as a result of growth. Additionally,
they become members of
the client / contractor team
and not just employees of the
company.
Second, The Columbia Group
wins because junior team
members are less likely to
leave, if they feel a promotion
is probable. Billable hours are
not lost due to turnover. Additionally,
when a position does
open due to expansion, the
company can more likely promote
from within for the senior
position, and recruit from outside
for the junior position
which usually provides a
greater applicant pool. Also, if
it is necessary for the customer
to reduce funding, and the
choice is between two contractors,
the fact that the client
would have to cut the “people”
they have worked with at The
Columbia Group, rather than
the “billable hours” they received
from Company XYZ may
become a factor.
Third, senior team members
win. Because they have been
mentoring a replacement, they
do not have to do as much
“checking up,” during their time
out of the office. Not everything
can be dealt with by the
junior person, but they will help
put a big dent in the pile.
Fourth, customers win. If the
senior Columbia Group contractor
is promoted away onto another
engagement, and the
junior person is promoted in
his/her place, customers do
not need to build a working
relationship from scratch with a
completely new individual.
They get to deal with a known
commodity that already has a
track record of helping them to
complete their tasks and
achieve their goals.
So with just a small investment
of time and effort, mentoring
can provide four wins and no
losses, a perfect record for a
winning team! Managers think
about it, junior team members
ask about it.
If you would like to be like Alan
Arehart and submit an opinion
articles on any TCG related
topic, please email your idea to
Anne Hagen at
Ahagen
@
columbiaresearch.com
The suggested length is 360
words, but submissions of any
length will be considered.

THE COLUMBIA GROUP
Page 7
COMMUNITY INVOLVEMENT: BAND OF BROTHERS
By Mickey S. Sullivant
M ISSION STATEMENT
“The Band of Brothers USMC Motorcycle Riding Club is an
organization dedicated to supporting veterans, Marine Corps
related functions, charitable organizations and to keeping POW/
MIA awareness alive. The purpose of the club is to foster a
brotherhood dedicated to veterans and the sport of motorcycle
riding. We are a family oriented club. Our members act in good
faith with other members, and they uphold the traditions of the
United States Marine Corps. Within the Band of Brothers there is
no distinction of military rank.”
The Band of Brothers USMC Motorcycle
Riding Club was established
on the Marine Corps Birthday
(10 Nov) 2002 at the Iwo
Jima Memorial Wreath Laying
Ceremony. The Club is made up
of retired, former and active duty
Marines and Corpsmen with a
common love for the Marine
Corps and Motorcycle riding.
The Band of Brothers are just
what their name says, “A Band of
Brothers”. Throughout the Marine
Corps you will always hear that
Marines take care of their own.
Recently and on more than one
occasion, the “Brothers” truly
lived up to that simple saying.
During the month of June, the
club lost one of their members
and a subcontractor working on
our Quantico IWS-ONS contract
to a motorcycle accident. Immediately,
the “extended family” went
to work providing support to the
family. Food, drinks, and water
was brought in by club members
and the Quantico Marine Corps
League by the bag full. Assistance
was provided through all
aspects of the planning and execution
of the final arrangements.
On July 16th, the old saying was
put to the test again when the
Club President and a subcontractor
working with us at Quantico
was involved in a motorcycle accident.
He was flown to Fairfax
INOVA hospital where a 24 hour
watch was set up to have Club
presence and family support at
all times. Funds were raised by
club members to provide a hotel
room and food for the immediate
family just a few blocks from the
hospital. Family members could
then leave the hospital to get
some rest while feeling reassured
that there would always be an
“extended family member” there.
The watch was set up in four hour
increments and was manned 24
hours a day until the 10th of August
at which time he was moved
from the hospital to a rehabilitation
unit in Mount Vernon.
The Band of Brothers also participates
in annual events such as,
Toys for Tots, H&S Battalion Family
Day/Bike Show aboard Quantico,
Rolling Thunder, Purple
Heart Ride to Bethesda to visit
wounded troops. The club has
also sent countless care packages
to our troops deployed in
Iraq and Afghanistan.
For more information about the
Band of Brothers Motorcycle
Riding Club, please visit:
www.bandofbrothersusmc.org or
contact Mikey Sullivant at msullivant
@ columbiaresearch.com.
Mickey Sullivant is a Founding
Member of the club and have sat
on the Executive Board. He has
been with TCG since January 06
as a New Equipment Trainer/
Fielder.
COMMUNITY INVOLVEMENT: LIGHT THE
NIGHT
Light The Night is the Leukemia and Lymphoma Society’s annual evening
fundraising walking campaign to celebrate and commemorate lives
touched by cancer: Each fall, teams of friends, families and co-workers
gather in cities and towns across America. They walk in twilight, holding
illuminated balloons-white for survivors and red for supporters. More
than a walk, the evening includes music, food and activities for the entire
family!
Register at www.lightthenight.org or at 877.LTN.WALK (877-586-9255)
The following Light The Night
events are local:
9/30/06—Prince William County,
VA, 5PM
10/07/06—Reston, VA, 5 PM
10/14/06—Loudon County, VA,
5PM
10/14/06—Washington, DC, 5PM
10/21/06—Montgomery County,
MD, 5PM

Maritime Plaza Office
1201 M. St. SE,
Suite 010
Washington, DC 20003
Phone: 202-546-1435
Fax: 202-546-0865
www.columbiaresearch.com
SO WHO ARE WE? WHAT DO WE CALL OURSELVES?
By Rod Buck
Corporate Branding! It reminds
me of the old western movies or
a more recent movie “City Slickers”.
Branding Cattle with the
ranch logo or listening to the old
crusty cowboy “Curly” talk about
knowing “Your One Thing”. So
what is a brand? One definition is
“A unique and identifiable symbol,
association, name or trademark
which serves to differentiate
competing products or services.
Serves as a physical and
emotional trigger to create a relationship
between consumers and
a product or service.”
We may not be branding experts,
but all of us can relate to strong
brands we see in the marketplace.
What do you think of when
General Dynamics, the United
States Marine Corps, or the former
Anteon are mentioned in a
conversation? How about Geico,
CNN or The Naval Academy? Perhaps
more importantly, what do
you want our customers, partners
or prospective employees to think
of when they hear or see our
trade name “The Columbia
Group”? You probably want these
constituents to think of our:
Key Attributes: Competent in their
performance, supportive, good
team players, responsive, customer
care, trustworthy, intelligent,
friendly, communicative,
etc…
You probably also want these
constituents to think of:
Our Vision: To be a leading full
service provider to technical services
support programs of the
United States Military.
Our Mission: Growth built on outstanding
customer service and a
highly desirable environment for
our employees.
So how are we going to brand
ourselves as The Columbia
Group? What will be our branding
process? Our branding process
has three aspects:
(1) Our corporate branding program:
Anne Hagen, our Director
of Corporate Communications
has developed The Columbia
Group corporate branding program
and will be sharing this with
all of us in the coming weeks.
The Columbia Group branding
program walks us through customer
communications, answering
the phone, voicemails and
email signatures, and the fun
stuff like coffee mugs, shirts and
lanyards.
(2) Second is consistent use of
The Columbia Group as our trade
name by all of us at all times. I
know this will take some getting
used to, but you will find it easier
than you think. All of us will need
to proactively speak of our brand,
and we will have to occasionally
correct customers and partners
as to what our trade name is …
“We are now known as The Columbia
Group”. Our internal pride
in the traditions of CPI and CRC
will need to translate into pride in
the traditions of The Columbia
Group. Our occasional internal
competition as to who was better:
CPI or CRC can now be laid to
rest as we are now one … The
Columbia Group.
(3) Most importantly is what really
drives our brand in the market
place. We have to continue exhibiting
our Key Attributes as support
contractors to our country’s
military. This is the easiest of the
three aspects of our branding
program. We already strive to do
this. We are already well known
for our Key Attributes and we
keep getting better every day. It
could be argued that this is the
only necessary part of our branding
program. The rest is just nomenclature
and may or may not
make a difference. Not entirely
true… Our customers and constituents
do need to recognize us
by a single name. What else will
they be able to relate our Key
Attributes to? How else will they
be able to communicate our key
attributes to their constituents?
In the coming months, we will
finally become The Columbia
Group. It will be official. Anne will
lead our branding program. The
rest of us will do three things:
follow Anne’s directions, always
refer to us as The Columbia
Group, and continue providing
the best support possible to our
military customers.
The Columbia Group!
Panama City Office
12310 Panama
City Beach Parkway
Panama City
Beach, FL 32407
850-234-8817
Alexandria Office
205 S. Whiting St.
Suite 406
Alexandria, VA
22304
703-212-8741
Crystal City Office
2011 Crystal Drive
Suite 708
Arlington, VA
22202
703-553-8904
Quantico Office
416 River Road
Quantico, VA
22134
703-640-1010
Fairfax Office
(Administration)
11211 Waples Mill
Road, Suite 310
Fairfax, VA 22030
ABOUT THE COLUMBIA GROUP
The Columbia Group was formed in 2005 with the business combination of CPI and Columbia Research Corporation (CRC).
Both CPI and CRC have successful histories of providing the Department of Defense and other government agencies with logistics
and acquisition management, engineering, financial management, information technology and program management
services. Their combination as The Columbia Group creates a broader, stronger, more competitive and more strategic professional
services firm serving the defense community as a small business.