Cover Story Inside Cover Story Inside - Lockheed Martin

Second Quarter 2010 

Volume 4, Number 2 

https://isgs.external.lmco.com/secure/connect 

Cover Story 

Delivering a New 

Portrait of America, 4 

Inside 

Supporting K-12 

Pipeline Development, 11 

There When it Matters 

the Most, 13 

Empowerment through 

Entrepreneurship, 18

Inside 

Second Quarter 

Volume 4, Number 2 

Executive Message 

Transparency 2 

Culture 

Listening to Our Employees 3 


Delivering a New Portrait of America 4 

Human Resources 

A New Direction 6 

Finance and Business Operations 

Celebrating Planet Earth 7 

IS&GS-Civil 

Data Sharing for Citizen Safety 8 

Saving Time and Money 9 

IS&GS-Global 

Leading International 

Business Development 12 

There When it 

Matters the Most 13 

IS&GS-Security 

A New Face 14 

Giving Back 15 

Enterprise Integration Group 

Imagery Analysis Center Accredited 16 

Developing Emerging Talent 17 

Readiness & Stability Operations 

Empowerment 

through Entrepreneurship 18 

Risk and Reward 19 

Produced quarterly 

and published under 

the direction of Judy 

Gan, Vice President of 

Communications, at 

700 North Frederick Ave., 

Gaithersburg, Md. 20879 

Kelly Buckingham, 

Sr. Manager, Employee 

Communications 

Stephanie Epstein, 

Editor-in-Chief 

Diane Johnson, 

Designer 

John Sechrist, 

Web Designer 

Contributors: 

Marcie Beach, 

Sheila Collins, 

Michael Friedman, 

Jan Gottfredsen, 

Leslie Holoweiko, 

Kimberly Jaindl, 

Dorothy Lorence, 

Meg Manthey, Sue 

Martin, Liz Morse, 

Mark Nelson, John 

O’Sullivan, Mary 

Phillips, Selena 

Robinson, Barbara 

Smith and Brad Wolf 

IS&GS-Defense 


Contract Option Exercised 10 


Newsmakers 

Outreach 

20 

22 

Pipeline Development 11 Ethics 

Modeling Personal Excellence 24 

A Closer Look 

Connect is a publication highlighting IS&GS business and employee contributions. Readers are 

invited to share news events with their local Communications contact, including volunteer activities, 

individual achievements and program accomplishments. Not sure who to contact Please send your 

ideas, suggestions and specific news items to the Connect editor-in-chief listed above on this page. 

For more articles, visit Connect online at https://isgs.external.lmco.com/secure/connect. 

Photography: 

Kerry Gilbert, Steve 

Griffin, Fernando 

Hernandez, Art 

Hochberg and 

Justin Letendre 

Extra copies may 

be obtained from 

Jennifer Adamson, 

jennifer.adamson 

@lmco.com or 

301-240-5440. 

Cover Photo: 

Judy Lettes, a member 

of the IS&GS-Civil 

Census Practice team, 

helps the U.S. capture a 

new portrait of America.


E x e c u t i v e M e s s a g e 

Transparency 

2 Connect 

“A democracy requires accountability, and 

accountability requires transparency,” said 

U.S. President Barack Obama in his Freedom 

of Information Act Memorandum on 

January 21, 2009. 

The president’s administration has emphasized 

transparency in all aspects of government 

operations. As a result, it has quickly become 

part of our customers’ missions as evidenced in 

the Department of Defense Open Government 

Plan, which outlines the department’s efforts to 

make operations and data more transparent and 

expand opportunities for citizen participation, 

collaboration and oversight. 

Transparency is similarly important for us 

and is a key tenant of our Culture of Excellence. 

We define transparency as openness, communication 

and accountability woven into our day-to-day 

business operations, including our customer 

relationships, our quest for flawless performance 

and our collaborative working environment. 

We must first ensure we are in lock-step 

with our customers, actively listening to them and 

anticipating their needs. We must also be flexible 

and adaptable to the changes they are facing by 

responding with innovative and affordable solutions, 

and by openly addressing issues with them 

as they arise. 

Next, performance is key, as increased 

transparency and oversight on our customers 

translates into increased oversight on us in support 

of their missions. All of us are accountable for 

ensuring that our programs are running smoothly 

each and every day, and that we are meeting cost 

and schedule commitments. If a program risk 

does arise, we should identify and resolve it in 

a timely manner. 

Lastly, ethics, integrity and inclusion should 

remain at the forefront of everything we do. As 

Linda Gooden, 

Executive Vice President, 

Information Systems & Global Services 

we tackle tough problems, we must be honest and 

upfront with one another and with our customers. 

We must share information promptly and increase 

interaction and dialogue across our teams. In 

addition, we must sustain an environment of trust 

that encourages ideas, seeks feedback and enables 

employees to comfortably raise issues or concerns. 

We live in a world of constant change where 

there is lower tolerance for risk and a greater 

need for collaboration. Through transparency 

and teamwork, we can meet our objectives and 

enable our customers’ success. 

Thank you for your continued efforts in 

building A Culture of Excellence.★

Culture 


Listening to Our Employees 

Employee Perspectives Survey 

Provides Valuable Feedback 

Last fall, Lockheed Martin asked questions and 

you provided your candid feedback, which will 

help drive the Culture of Excellence at IS&GS. 

For the first time, employees were invited to 

participate in a combined eLife, Diversity and 

Ethics survey about the climate and culture within 

the organization. 

All IS&GS employees were invited to 

participate, with the exception of IS&GS casual 

employees and international employees who were 

not on LMPeople. The survey was accessible via 

the Internet and yielded a 50 percent response rate. 

In addition to combining all three surveys, the 

new format gave any leader who had at least five 

employees respond to the survey the opportunity 

to access a summarized report of their employees’ 

data. “This level of granularity is crucial in helping 

to shape our culture since leaders will be able 

to isolate their own strengths and development 

needs and be able to customize their approach to 

development,” said IS&GS Diversity and Inclusion 

Director Marina Williams. 

The Employee Perspective Survey revealed 

IS&GS strengths, as well as opportunities for 

improvement. It reported that employees are 

engaged, enthusiastic, energized and proud to 

work for the company. In addition, employees 

felt that their leaders model personal excellence, 

integrity and accountability, and that they respect 

employee opinions and ideas for improvement. 

The data demonstrated that there is also a greater 

appreciation for the Total Value of a Career at 

Lockheed Martin, including interesting work 

assignments and experiences. 

“From an Ethics perspective, employees said 

that they understand the expectation of an ethical 

work environment and are prepared to handle 

situations that could result in ethical violations,” 

said Readiness & Stability Operations Ethics 

Officer Ellen Daly. 

Learning what IS&GS does well is helpful, 

but the most beneficial part of the survey is 

learning how the Business Area can do better. 

Employee feedback has helped identify these 

areas in which IS&GS could improve. According 

to the results, more emphasis should be placed 

on recognizing and rewarding employee efforts. 

Employee feedback also demonstrated that there 

is a need for more information about career 

advancement opportunities. 

“Other opportunities for improvement 

included lack of trust in both company and 

senior leaders to meet their commitments. 

Building trust in leadership is key, and we’ll 

continue to work that element through our Full 

Spectrum Leadership activities and our Culture 

of Excellence initiative,” added Daly. 

So what does this feedback mean for 

employees “The leadership team is actively 

engaged in using the survey feedback in the 

decision making process, as well as in prioritizing 

Business Area initiatives,” said Human Resources 

Director Karen Haresign. “Employees should 

know that the time they invested in completing 

the survey was time well-spent, and will be used 

to improve their experience at IS&GS.” 

Look for more information on the survey 

results in the coming months.★ 

For more information, contact Stephanie Epstein 

at 301-240-5631, stephanie.epstein@lmco.com. 

Connect 3



Census Program Team 

Helps Capture U.S. Data 

Smile America! Every 10 years, the Census Bureau 

and a team of more than 1.4 million people nationwide 

work together to develop a new snapshot of 

America. An accurate portrait determines how 

more than $400 billion dollars in federal funding 

will be spent each year on everything 

from hospitals and schools to bridges 

and emergency services. The data also 

determines congressional representation, 

district lines and much more. 

Counting the entire population 

is no small task. Did you know in 

1790 — the year of the first census — the 

entire U.S. population could fit within 

Los Angeles’ city limits Now, 220 

years and 22 censuses later, our portrait 

looks tremendously different. As 

our country has grown, so has the need 

to more accurately count our people. 

Enter IS&GS-Civil’s Enterprise IT 

& Data Solutions line of business — a major 

player in the 2010 Census. Our Decennial 

Response Integration System (DRIS) team, led 

by Program Director Julie Dunlap, will process 

every census form received to deliver the 

most accurate, sophisticated 

and secure count ever. 

The Lockheed Martin 

DRIS team, under contract 

by the U.S. Census Bureau, 

is responsible for the people, 

process, technology and 

infrastructure needed to 

receive, capture and standardize 

data from more than 

300 million U.S. residents. 

“We are building a system, hiring the people, 

renting the buildings and managing the operation to 

ultimately deliver all of the data accurately and on 

time,” said DRIS Systems Architect Fred Highland. 

An International Provider 

of Census Metrics 

The Lockheed Martin Census Business 

Practice is the premier international provider 

of integrated census data collection, processing 

and analysis solutions. With more than 

10 years of experience, Lockheed Martin 

makes census execution more automated, 

flexible, secure and cost effective. 

In the U.S., IS&GS supported the Census 

2000 with the data capture system that 

processed 120 million forms with 99 percent 

accuracy. The effort represented the first census 

to use scanned, optical character recognition 

technology to process handwritten forms. 

For the 2001 UK Census, Lockheed 

Martin’s team provided dress rehearsal, data 

capture and coding services, including form 

printing for nearly 30 million forms with 

more than 99 percent accuracy. 

Lockheed Martin also provided hardware 

and software integration services for 

Statistics Canada’s Census test and full 2006 

Census, which included the first successful 

large-scale use of a secure Internet channel. 

Building on its portfolio, IS&GS is wrapping 

up the historic U.S. Census 2010 and is 

gearing up to support the 2011 Census for 

the UK and Canada. With unmatched experience, 

resources and technology expertise, 

IS&GS is helping to deliver highly accurate 

country portraits around the globe.



The U.S. Constitution mandates that the census 

results be on the president’s desk in December. 

The size of the challenge, the short period of 

execution, and the rigid imperative of the mission 

make the U.S. Census tremendously challenging. 

“We have to do it, we have to do it right, and 

we have to do it on time,” said Dunlap. “The foundation 

of how our government operates is all based 

on the data we collect from the census.” 

Embracing information technology and automation, 

the DRIS solution includes three massive 

data capture centers that receive and process paper 

forms, as well as 11 call centers across the country 

to answer respondents’ questions and follow up on 

unclear responses. 

At the peak, the data capture centers received 

up to 12 million forms a day and processed as 

many as 2.5 million forms every 24 hours. When 

it is all said and done, the call centers expect to 

have received around six million incoming calls, 

and have made nearly eight million follow-up 

outbound calls. The call centers provide service in 

seven time zones and in six languages. 

The 2010 Census operation has required hiring 

and training more than 15,000 people to staff the 

centers, designing the sophisticated system architecture, 

and securing all of the hardware, software 

and facilities to complete the mission on schedule, 

on budget and with more than 99 percent accuracy. 

“I’ve found that many contractors underestimate 

the difficulty of the census,” said Census 

Bureau’s DRIS Program Manager Tracy Wessler. 

“From day one you have to be just about perfect. 

From the very beginning, the team recognized that 

they didn’t understand everything and that there 

needed to be a close partnership with the Census 

Bureau every step of the way. Some contractors 

resist that level of customer involvement, but 

Lockheed Martin embraced it.” 

While many aspects of the census 

process are remarkable, one of 

the most extraordinary is that even 

as the program is in full swing, 

program leaders are planning to 

dismantle the operation it spent 

five years perfecting. 

As processing winds down this 

summer, the number of employees will begin 

to dwindle. Lockheed Martin’s partners will host 

reverse job fairs and provide training in job-seeking 

skills for temporary employees. By November, 

little or no physical evidence will remain of the 

complex process that delivered a new portrait of 

America. But Lockheed Martin’s census work will 

be far from over. Next up are the 2011 UK and 

Canada Censuses. 

“There’s nothing else quite like it,” said 

Dunlap. “That’s why Lockheed Martin formed 

a census practice to ensure that we maintain and 

expand this unique set of capabilities for our 

customers in the U.S., Canada and the UK.”★ 

For more information, 

contact Emily Simone 

at 301-519-5442, 

emily.simone@lmco.com. 

At peak production, the 

DRIS team will color 

scan nearly 220,000 

census forms each hour. 

Below, the DRIS leaders 

gather at a scanner. 

Counterclockwise from 

left: Tim Withum, Judy 

Lettes, Rick Ruiz, Julie 

Dunlap, Fred Highland 

and Cy Ardoin. 

▲


Human Resources 

A New Direction 

6 Connect 

Human Resources Team 

Sets Course for 

High Impact Results 

A sailor often sets a course and then adjusts it 

based on obstacles that lay ahead. Often it is a 

simple compass that is referenced to ensure that he 

or she “stays the course.” Similarly, the Lockheed 

Martin Human Resources (HR) team is changing 

direction to better meet business needs. This new 

organizing framework for the HR organization, 

called the “People Agenda,” is framed by key 

Lockheed Martin business and HR imperatives. 

This “compass” was derived after many meetings 

with senior executives across the corporation, 

as well as conversations with employees in every 

Business Area. 

“We took a strategic pause to closely examine 

what the HR organization was doing and look at 

its alignment to business strategy,” explained 

IS&GS HR Vice President Shan Cooper. “Everything 

that we do will align to this framework and 

the IS&GS business objectives. It’s about focus, 

simplicity and impact.” 

The “People Agenda” is defined by four 

key HR strategy platforms: Talent Planning 

and Acquisition, Talent Management, Talent 

Development, and Culture, Climate and Change. 

Each platform is broken down into high impact 

HR commitments. The plan has a phased implementation 

that will go through 2012. It also has 

success measures and deliverables assigned to each 

HR commitment. One of the primary objectives is 

to establish a rhythm of business for the HR organization 

and to improve operational excellence. 

The IS&GS HR team is aligning to the 

“People Agenda” model established by Senior 

Human Resources Vice President John Lucas. 

This new structure will help the team be more agile 

and adaptive to changing business needs. Specific 

areas of focus for the team include: 

•• 

Workforce of the Future — Aligning the 

IS&GS workforce capabilities to IS&GS 

business objectives, including talent deployment 

and re-deployment, as well as ensuring 

that the pipelines for critical skills and white 

space skills (cyber security, energy and 

health care) are developed. 

•• 

Organizational Capability — Developing 

superior leaders and the next phase of Full 

Spectrum Leadership implementation, as 

well as increasing focus on mid-level, firstlevel 

and team leads. 

•• 

Talent Acquisition/HR Operational 

Excellence — Developing a strategy and 

resources for international staffing initiatives 

and enhancing the operational capability 

and execution of Lockheed Martin’s HR 

efforts and programs internationally. 

•• 

Employee Engagement — Achieving positive 

employee relations, as well as continuing to 

develop collaborative working relationships. 

The IS&GS HR team is poised and positioned 

to navigate the waters ahead. “The ‘People 

Agenda’ aligns with the focus on talent, leadership 

and culture that IS&GS already had in place,” 

said Cooper. “This new framework reinforces 

and strengthens the work that we had begun. I 

am excited about the new direction HR is taking 

at Lockheed Martin and am here to help and 

support the IS&GS HR team.”★ 

For more information, contact Stephanie Epstein 

at 301-240-5631, stephanie.epstein@lmco.com.

Finance and Business Operations 


Celebrating Planet Earth 

Inspiring Awareness, 

Appreciation and Protection 

of the Environment 

IS&GS employees celebrated the 40th anniversary 

of Earth Day on April 22. Whether it was 

by planting trees, pledging to take action or 

listening to a speaker, they set out to make a 

positive impact on the environment. 

“As part of our Culture of Excellence, we 

set high standards for performance in every 

aspect of our business, including energy, environment, 

safety and health,” said Mike Gabaly, 

IS&GS Director of the Asset Management 

Group. “Going green strengthens our business, 

improves our performance, supports customer 

objectives, inspires our employees and unites our 

communities. Most importantly, going green is 

the right thing to do.” 

“As part of our Culture of 

Excellence, we set high standards 

for performance in every aspect 

of our business, including energy, 

environment, safety and health.” 

Mike Gabaly 

From 2007 to 2012, Lockheed Martin has 

committed to reducing its carbon impact, waste 

to landfill and water usage by 25 percent. IS&GS 

plays a major role in this goal. As a Business 

Area, IS&GS has reduced its overall energy 

usage by building and operating greener, more 

efficient buildings, embarking on Green IT 

activities, constructing on-site renewable energy 

projects, purchasing renewable energy credits, 

and most importantly, focusing on individual 

employee behaviors. 

“IS&GS prides itself on being able to 

solve some of the world’s most complex 

challenges, and I’m confident we can 

apply the same passion to this endeavor,” 

said Marty Stanislav, vice president of 

Finance and Business Operations. “Our 

organization remains committed to implementing 

and pursuing projects that protect 

our world’s natural resources, conserve 

energy and reduce emissions. Not only is 

being environmentally conscious the right 

thing to do, but also it is good business and 

supports our customers’ objectives.” 

Earth Day activities 

reminded employees of ways 

that they could go green at 

work. “We can all take small 

steps individually, to make 

a big difference together,” 

said Gabaly. Corporate 

Energy Environment Safety 

and Health organized four 

corporate-wide activities 

for employees to participate 

in, including taking an EnergyStar pledge and 

establishing a workplace green zone. 

In addition to reducing our own environmental 

impact, Lockheed Martin is also working 

with its customers in the areas of energy efficiency, 

management, next-generation alternative 

energy generation, and climate monitoring.★ 

For more information, contact Marcia Beach 

at 610-354-5315, marcia.a.beach@lmco.com. 

▲ 

Earth Day events ranged 

from employees making 

“green” commitments 

(top) to IT apprentices 

participating in a tree 

planting project (middle) 

to a book signing and 

presentation by Big 

Green Purse: Use Your 

Spending Power to Create 

a Cleaner, Greener 

World author Diane 

MacEachern (bottom 

photo, second from left).


IS&GS-Civil 

Data Sharing for Citizen Safety 

Team Supports Expansion 

of FBI Communications Portal 

▲ The LEO team front row from left: Eric Maynard, 

Mark Cooper, Mark Wilson, Antone Rich, Russell 

Turner and Rick Santee. Second row: Rosiland Weed, 

Tim Lambert, Lucas Shock, Patrick Meighen and 

Joe Kinney. Back row: Gary Manes, Jon Miller, 

Bob Hoult and Curtis Harris. Not pictured: Brian 

Cronin, Dave Brown and Richard Toothman. 

Law enforcement, criminal justice and public safety 

agencies around the world just welcomed Chile to 

the FBI’s Law Enforcement Online (LEO) community, 

thanks in part to the Clarksburg, W.Va.-based 

IS&GS-Civil Justice Programs team. 

LEO is a secure, Internet-based communications 

portal that enables collaboration and 

information-sharing by providing access to sensitive, 

but unclassified, information and state-of-the-art 

communications services and tools. It is available 

to vetted users anywhere in the world around the 

clock and is offered free of charge to members. 

“We’re proud to see the LEO community 

grow, because we know what a difference it makes 

to have faster, better access to information,” said 

Rick Wolfe, IS&GS-Civil program manager. “It 

was especially rewarding to see the news featured in 

the Chilean national newspaper, even if some of us 

needed a translator to understand it!”★ 

New GSA FAME Office Opens 

▲ 

March 9 was a blue ribbon day for the U.S. General 

Services Administration’s Federal Acquisition Service 

Applications, Maintenance and Enhancements (GSA 

FAME) program. The 5-year, $400 million program, 

managed by IS&GS-Civil’s Financial Solutions and Human 

Capital (FSHC) line of business, celebrated their new space. 

FSHC Vice President Sonya V. Stewart thanked the team 

“for staying focused on our customer and contract needs” 

and for the team’s “outstanding performance” during startup. 

From left: Howard Heller, Sonya Stewart and Lee Hein 

join Tom Brady (GSA), who is cutting the ribbon, and Kim 

Tubbs, Ranjit Varma and Dereik Crosby in the dedication. 

8 Connect

IS&GS-Civil 


Saving Time and Money 

Team Helps FAA Streamline 

Program Management 

Recently an IS&GS-Civil Exploration and Science 

project team reached a major milestone when 160 

task orders associated with a contract extension 

for the National Airspace System Implementation 

Support Contract (NISC) were processed and 

digitally signed using a performance-based productivity 

tool Lockheed Martin helped the Federal 

Aviation Administration (FAA) develop. 

NISC task orders are workforce multipliers, 

providing quick access to an array of experts with 

high-level technical, engineering and information 

technology capabilities where you need to implement 

or integrate equipment, components or 

related capital projects. 

Known as the Contract Information Tracking 

Tool — or KITT — the application involves a 

documentation process that enables legally binding 

digital signatures. “This empowerment saves 

time and money, and it is an important part of 

FAA Program Manager Preston Hertzler’s newly 

enhanced performance-based services tool box,” 

said Russ Zub, Lockheed Martin’s NISC program 

director. 

“Using KITT to complete our contract extension 

work was a great way for Preston’s staff to 

demonstrate how easy it is to use the tool,” said 

Zub. “Costs associated with documenting task 

orders were significantly streamlined because of 

KITT.” For example, in order for task order revisions 

to be activated, a FAA contracting officer 

(CO) must sign each order. During the last three 

days of the deadline period, the CO used KITT to 

sign 79 of the 160 task orders, which was instrumental 

in meeting the requirements deadline. 

As a direct result of 

the KITT team’s success, 

our customer has been 

marketing the KITT 

application aggressively as 

a program management 

tool to be used throughout 

the FAA, Zub noted. 

“Much of this was 

new to both the FAA and 

contractor users, and easy adoption was important 

to keeping on schedule during the revision cycle 

because the task orders had to be successfully processed 

and digitally signed in KITT by Feb. 28, or 

NISC work would stop,” continued Zub. 

The digital signature step involves using a 

special FAA-issued ID card to authorize the transaction 

process, which was a first-time experience 

for virtually all of the users. Learning how to use 

new software and hardware also was required. 

The KITT team developed and delivered the 

KITT software to enable digital signatures, proactively 

planned and implemented extensive training, 

and provided superb customer support. The result 

was the successful completion of the task order 

revisions by the required date. This in turn, generated 

a high level of customer satisfaction and significant 

momentum going into the current Award 

Fee Assessment period. 

Lockheed Martin KITT team members 

include Robert Dean, Tawfiq Diab, Malintha 

Kahavidana, Greg Mangiapane, Paul Nguyen, 

Chao Yu, Richard Yu, Sajith Kumar, David 

Dixon-Peugh and Task Order Manager Geoff 

Frink. Subcontractor team members included Ray 

Diveley from ICF International and Cliff Baumen 

and Anthony Larkin from TASC Inc.★ 

▲ 

The KITT application 

enables legally binding 

signatures that save 

customers time and money. 


contact Emily Simone 

at 301-519-5442, 

emily.simone@lmco.com. 

Connect 9


IS&GS-Defense 


Contract Option Exercised 

▲ 

Members of the AMF 

JTRS team from left: 

Captain Jeff Dunlap, 

deputy program manager 

AMF JTRS; Colonel 

Ray Jones, program 

manager, AMF JTRS; 

and David Weber 

and Sterling Large, 

Lockheed Martin 

Business Development. 

Award from Joint Services 

Demonstrates Confidence 

in Team 

Lockheed Martin is developing additional equipment 

to support early integration and testing 

of a revolutionary tactical network that will 

provide warfighters in the air, on land and at sea 

with secure, interoperable communications. The 

IS&GS-Defense team developing the Airborne, 

Maritime/Fixed Station Joint Tactical Radio 

System (AMF JTRS) has received a contract 

option to increase the number of engineering 

development models (EDM) by 60 percent after 

successfully completing Critical Design Review 

testing. The Lockheed Martin team, including 

subcontractors BAE Systems, General Dynamics, 

Northrop Grumman and Raytheon, will recognize 

a contract option valued at $17.7 million. 

“Exercising this option means that Small 

Airborne EDMs can be delivered concurrently to 

the U.S. Army, U.S. Air Force and AMF JTRS 

System Integration Labs,” said IS&GS-Defense 

Vice President Jim Quinn. “This will enable early 

assessment of network capability, which will help 

reduce risk for ground and flight testing.” 

AMF JTRS, an encrypted IP-enabled 

network, will provide joint forces with real-time, 

non-line-of-sight tactical voice, video and data 

communications. The network will be developed 

in two form factors, or radio types: AMF-Small 

Airborne and AMF-Maritime/Fixed Station. 

Under this contract option, the team will provide 

additional EDMs of the AMF-Small Airborne 

form factor (to include radios and ancillaries), 

which will be used to test the AMF capability 

for platform specific missions. 

Airborne platforms slated for early integration 

include Army AH-64D Apache, CH-47F Chinook, 

and UH-60M Blackhawk helicopters, as well as 

Air Force C-130 AMP and AC-130U fixed 

wing aircraft. 

Once completely fielded, AMF JTRS will link 

more than 100 U.S. Navy, Army and Air Force 

platforms to provide a level of interoperability 

never before attained. With its open architecture 

of software defined radio waveform technology, 

the AMF JTRS network will allow multiple 

radio types (e.g., handheld, aircraft, maritime) 

to communicate through a family of interoperable, 

modular software-defined radios. Over the 

program’s lifetime, the plan is to incorporate a 

minimum of 28 waveforms into AMF JTRS.★ 

10 Connect

IS&GS-Defense 



Pipeline Development 

Engineers Participate in 

SPIRIT Robotics Showcase 

Lockheed Martin employees in Omaha, Neb., 

supported the second annual SPIRIT — Silicon 

Prairie Initiative on Robotics in IT — showcase. 

The SPIRIT program is a collaboration 

between the University of Nebraska, Omaha 

public schools and industry leaders. It is a threeyear 

comprehensive National Science Foundation 

Innovative Technology Experience for Students 

and Teachers (ITEST) project that combines science, 

technology, engineering and mathematics 

(STEM) curriculum with mentorship and science 

competition opportunities. 

The robotics showcase is designed to excite 

and involve K-12 students in engineering by infusing 

robotics and electronics kits, as well as other 

STEM learning materials into the classroom. 

“I am proud to be able to encourage 

the next generation of engineers.” 

Greg Rothman 

IS&GS-Defense is an annual sponsor of 

SPIRIT and its programs. At the showcase, 

engineers Greg Rothman and Vince Cappellano 

conducted a presentation on aeronautics and 

robotics, discussing STEM careers with students, 

parents and teachers. Rothman and Cappellano 

also served as robotics competition judges. 

“The SPIRIT robotics showcase presents 

students with the opportunity to learn from 

experienced professionals and present technology 

projects at a series of competitive events. I am 

proud to be able to encourage the next generation 

of engineers,” said Rothman. 

“Our presentation sparked some impressive 

questions and hopefully planted an interest in 

science and engineering in the students,” added 

Cappellano. “The students at the showcase and the 

participants in the SPIRIT program are getting a 

jump start on developing the skills necessary for 

disciplined engineering, and it was rewarding to 

assist this process by judging.”★ 

▲ 

Vince Cappellano and 

Greg Rothman, with 

Nebraska Governor 

Greg Heineman, 

(center) at the SPIRIT 

Robotics Showcase. 


contact John O’Sullivan 

at 301-623-4497, 

john.r.o’sullivan@lmco.com. 

Connect 11


IS&GS-Global 

Leading International 

Business Development 

12 Connect 

▲ 

Jay Dragone 

IS&GS-Global’s Strategy 

for Growth 

Jay Dragone, IS&GS-Global’s vice president 

of Business Development, recently 

shared with Connect the Product Line’s 

international business development efforts. 

Q: What’s IS&GS-Global’s Business 

Development strategy 

Dragone: We’re looking for opportunities 

overseas where we can leverage our 

expertise, presence and talented people. 

Our goal is to identify, capture and grow 

profitable long-term business. 

Q: How does the 2010 Strategic Plan impact our 

growth globally 

Dragone: IS&GS-Global is taking the exportable 

parts of our individual Product Lines internationally. 

Our Chairman and CEO Bob Stevens asked 

that the corporation increase international business 

to 20 percent of sales annually. We can do 

that by leveraging our products, capabilities and 

programs that have great past performance and 

bring them into the international marketplace. 

Q: Who is in IS&GS-Global’s portfolio 

Dragone: IS&GS-Global is an interesting 

Product Line. We have our own set of responsibilities 

through five lines of business: Unified 

Logistics — primarily works for the Defense 

Logistics Agency and USTRANSCOM providing 

systems integration and enhanced visibility 

of military equipment through the supply chain; 

Savi Networks — a 50-50 joint effort with Savi and 

Hutchinson Port Holdings — provides container 

tracking; Savi Technology — provides intransit 

visibility capability for the Department of Defense 

and NATO using Radio Frequency Identification 

tracking technology; IS&GS-Australia — works 

to grow our military and civil customer base; and 

IS&GS-UK — builds solutions around systems 

integration and interoperability expertise. In addition, 

IS&GS-Global identifies and qualifies opportunities 

around the world bringing the expertise 

from the other five Product Lines to help capture 

new business. 

Q: Are we seen as an American company doing 

business overseas 

Dragone: Yes, we are. And, this puts us in a 

position of strength. Our customers like doing 

business with us because of our solid reputation 

and sound performance. Many customers like our 

ability to reach-back to the U.S. and bring subject 

matter experts who have experience on large complex 

programs to address challenges. We are also 

realistic about who we are and what we need to do 

to capture strategic new business overseas. 

Q: Where are we focusing our global efforts 

Dragone: Asia-Pacific, Middle East and the 

UK/Europe are the primary regions. We’re also 

looking to build our business with Canada. When 

we consider an area that we want to grow our 

business we look at opportunities in defense and 

civil government — how we can enhance their IT 

systems. We also look at a country’s security market 

— physical and critical infrastructure, border 

security or whether they may need biometrics. 

Q: What’s challenging 

Dragone: Getting started. Identifying and capturing 

some large game-changing opportunities 

overseas takes longer and costs more money. Just 

the ability to have the staying power to see these 

opportunities through is a really big challenge.★

IS&GS-Global 


There When it 

Matters the Most 

Tracking Supplies into Haiti 

Radio Frequency Identification (RFID) tags and 

readers made by IS&GS-Global’s Savi have played 

a significant role in tracking military supplies sent 

to Haiti for relief efforts since the devastating 

earthquake in Port-au-Prince on Jan. 12. 

Tagging shipments and using fixed and mobile 

readers, such as Portable Deployment Kits, have 

helped to provide better visibility of supplies as 

they leave the U.S., and also while staged for 

distribution within Haiti itself. 

More than 1,200 tagged shipments have been 

tracked through the Department of Defense’s 

RF-ITV system as they moved through the distribution 

pipeline. The RF-ITV tracking tool reports 

that as of Feb. 10, U.S. military forces, working 

under the U.S. Southern Command’s Joint Task 

Force-Haiti, had delivered more than 2.4 million 

bottles of water, 2.2 million food rations, 9.9 million 

pounds of bulk food and 120,730 pounds of 

medical supplies into Haiti. 

“The important thing for us to realize is that 

Savi’s tags and technology have become a way of 

doing business to track assets, whether it’s a war, 

national emergency or humanitarian effort,” said 

Savi Senior Account Executive James “Sluggo” 

Ebertowski. 

“The system has grown, become more robust 

and matured from being able to track an item 

when it went from one point and arrived at 

another. Now if you’re looking for something, 

you can find it — whether it’s moving on a pallet, 

in a container, on a vehicle or stored in a yard,” 

added Ebertowski. “We have Movement Tracking 

System capabilities where you can know where 

your stuff is while it’s on the move. This is totally 

new to the system, and it’s a capability that’s been 

needed for a long time.” 

U.S. Navy 

This new and more flexible capacity to track 

supplies “on the move” has been made possible by 

such Savi innovations as the Portable Deployment 

Kit and the Early Entry Deployment Support 

Kits, which can track materials in remote locations 

where there is no fixed infrastructure. 

This is not the first time Savi’s technology has 

been used in a disaster in Haiti. During Operation 

Restore Democracy in 1994-95, the RF-ITV 

network also was utilized to track shipments to 

Haiti. In addition, the equipment had been used 

in previous peacekeeping efforts in Somalia and 

Macedonia, using the ST-410 tag. 

“It will probably be years before you get fixed 

RFID infrastructure in places like Haiti, but it can 

all be set up now quickly wherever you are. We’ve 

come a long way,” said Ebertowski.★ 

▲ 

U.S. Army soldiers help 

the crew of a U.S. Navy 

MH-53E Sea Dragon 

helicopter from the 

aircraft carrier USS Carl 

Vinson unload food and 

supplies at the airport in 

Port-au-Prince, Haiti. 


contact Mark Nelson 

at 650-316-4872, 

mark.x.nelson@lmco.com. 

Connect 13



A New Face 

▲ 

Tom Gordon 

Team Welcomes New Vice 

President to Organization 

Tom Gordon, vice president, IS&GS- 

Security Advanced Programs, joined 

the team in February 2010 to take the 

reins of the growth and innovation 

engine for the Product Line. Connect 

talks with him as he adjusts to life at 

IS&GS-Security. 

Q: What is it about the Advanced 

Program role that attracted you 

Gordon: It brought me back to 

the IT-side of Lockheed Martin 

and involved new and innovative 

product development. The role also 

provided for a horizontal view across 

IS&GS-Security and combines opportunities for 

development, technical innovation and program 

management. I’m looking forward to applying 

IS&GS-Security’s vision for growth and adjacency 

to new customers, and having an opportunity to 

apply my varied background in different customer 

and technology domains. 

Q: What are your first impressions 

Gordon: Very positive so far. The thing that has 

stood out to me the most is the people. I really 

respect the leadership team, and I have been struck 

by the deep belief in achieving our customer’s mission. 

We are developing solutions that are rooted 

in a commitment to delivering what the customer 

needs and protecting the interests of the nation. 

Q: What is Advanced Program’s role in 


Gordon: Our role is to fuel growth through innovation. 

Advanced Programs works in partnership 

with the Chief Technology Office and Business 

Development to identify what our customer’s 

values are and what technologies can meet their 

unsolved problems. 

Q: IS&GS-Security is facing some challenges in 

2010. What will Advanced Programs be doing 

to take on these challenges 

Gordon: It’s critical that we look across our 

entire business for opportunities. IS&GS-Security’s 

lines of business and the Business Development 

team are working daily with current and prospective 

customers. No one understands their needs 

more closely. We are listening and focusing on 

these needs and then finding innovative solutions 

to meet them. 

Q: What’s on the horizon for the Advanced 

Programs team 

Gordon: In this market it’s important to keep 

looking forward. I think we will see continued 

growth with Intelligence on Demand and 

IronClad TM . Additionally, we have several 

technologies that are still maturing like cloud 

computing and Voxel Geospatial Information 

System, a groundbreaking visualization tool that 

helps customers create an immersive, 3-D common 

operating picture in crisis situations. There 

also is opportunity for growth within some of our 

campaign new business pursuits such as National 

Maritime Intelligence. We are exploring additional 

technologies and business partnerships to continue 

to create opportunities for IS&GS-Security.★ 

14 Connect



Giving Back 

Community Involvement 

Supports Customers’ Missions 

Customer intimacy goes beyond the work day for 

Deon Viergutz, director, IS&GS-Security Analytics 

and Data Acquisition. Viergutz is the Lockheed 

Martin representative for the Fort Meade Alliance 

(FMA), a community organization created to support 

Fort Meade, home to all five military services 

and the National Security Agency. 

“When I took over as director of our Hanover 

business in 2009, I wanted to get involved in the 

community, especially around the Fort Meade 

area where our customers and employees are 

located,” said Viergutz. “It’s important because it 

brings together businesses and schools, as well as 

our customers, state and local government agencies, 

to focus on the growing, changing needs of 

the community within the Fort Meade region.” 

One initiative the FMA team is taking on this 

year will be a partnership with the USO to support 

the Warrior Transition Unit at the Kimbrough 

Ambulatory Care Center. 

“The FMA formed the Wounded Warriors 

Initiative committee to support the Soldier and 

Family Assistance Center (SFAC),” said Viergutz. 

“It’s important because it brings 

together businesses and schools, as 

well as our customers, state and local 

government agencies, to focus on 

the growing, changing needs of the 

community within the Fort Meade 

region.” 

“The mission of the SFAC is to provide primary 

care and case management to establish conditions 

for healing and to promote a timely return to the 

force or transition to civilian life.” 

The SFAC is currently supporting 200 

wounded soldiers, but that could grow to 300, 

according to Viergutz, who also 

represents Lockheed Martin on the 

Armed Forces Communications and 

Electronics Association (AFCEA). 

Additionally, Viergutz 

supports the National Security 

Scholars Program (NSSP), a 

scholarship program that partners 

with Maryland-area colleges and 

companies from the global security 

industry to give students hands-on 

experience, a scholarship and a Top 

Secret clearance from the National 

Security Agency. Last year, two 

interns joined Viergutz’s team, and 

Lockheed Martin was recognized 

with the Independent College Fund 

Impact Award in October 2009. 

“Lockheed Martin’s involvement in the 

Fort Meade community has always been a core 

characteristic of the organization and culture,” 

said Viergutz who has been a part of Lockheed 

Martin since 1992. “AFCEA-Maryland, NSSP 

and the Fort Meade Alliance are all terrific organizations 

that further bring together Lockheed 

Martin, its employees and families, our customers 

and the community.”★ 

▲ 

Deon Viergutz 


contact Matt Kramer 

at 703-466-2794, 

matthew.s.kramer@lmco.com. 

Deon Viergutz 

Connect 15



Imagery Analysis 

Center Accredited 

▲ 

The SIIC provides 

an agile environment 

to support program, 

customer and partner 

collaboration. 

16 Connect 

New Systems Integration (SI) 

Facility Supports 

Business Efforts 

Enterprise Integration Group’s (EIG) SI 

Integration Center (SIIC), located in Chantilly, 

Va., recently received accreditation from the customer. 

The 3,000-square-foot facility will support 

new business initiatives and demonstrations of 

next-generation applications. 

“The SIIC is a core component in our strategy 

for improved delivery of capabilities to our 

customers,” said Kent Matlick, vice president for 

EIG’s Systems Integration Solutions division. “It 

enhances horizontal integration across multiple 

missions and allows us to leverage our systems 

integration backplane.” 

The heart of the center is an imagery analysis 

lab, where analysts can access a wide range of 

intelligence sources to perform a variety of missions. 

It features state-of-the-art visualization 

capabilities in a multi-purpose conference room 

where customers can observe testing environments 

around the country. The facility provides an agile, 

dynamic environment where programs, customers 

and mission partners may develop and visualize 

new solutions to challenging problems. 

The SIIC is furnished with the IT infrastructure 

necessary for developing engineering tools, algorithms, 

models and simulations, and it accommodates 

the storage and transfer of data and applications. 

It is designed to have direct network interfaces 

with other Lockheed Martin facilities and handle 

information at multiple levels of classification. 

The main conference room, which can hold up 

to 30 people, features three 65-inch displays and 

four overhead projectors on one classification 

level, as well as two 42-inch displays on another 

classification level. This configuration enables simultaneous 

classified and unclassified presentations. 

The center also has the ability to deploy 

IRADs for on-site development or marketing and 

demonstration purposes. 

“The SIIC is a core component in 

our strategy for improved delivery 

of capabilities to our customers. 

It enhances horizontal integration 

across multiple missions and 

allows us to leverage our systems 

integration backplane.” 

Kent Matlick 

For more information about the SIIC, contact 

John Ho at (703) 460-3994.★



Developing Emerging Talent 

▲ 

The first PMDP class got 

underway with a series 

of executive briefings, 

including one from EIG 

President Tim Reardon. 

Product Line Kicks Off 

First PMDP Class 

Ten up-and-coming program managers will get 

a unique career development opportunity, thanks 

to EIG’s new Program Management Development 

Program (PMDP). The first PMDP class kicked 

off its 18-month training program March 23 in 

a meeting with EIG President Tim Reardon and 

his staff. 

Congratulations to the first EIG PMDP 

class — Sam Burton, Zalenda Cyrille, Patrick 

Fry, Marc Hoffman, Lisa Matlick, Mike Matthews, 

Jon McArthur, Brian Oshop, MaryBeth Saunders 

and Craig Thoden. Larry Cecchini, program 

manager for P635, is leading the first PMDP 

class for EIG. 

PMDP is one way the corporation helps 

develop future world-class program managers. 

The program accelerates the professional and 

leadership development of selected individuals 

in the program management profession through 

training, stretch assignments, projects, mentoring 

and networking. 

During the kick-off event, the participants 

received briefings from executives on leadership 

and program manager expectations, achieving 

perfect program performance, impacting 

shareholder value and the company’s future 

growth opportunities.★ 


contact Brad Wolf 

at 610-354-4064, 

bradley.l.wolf@lmco.com. 

Connect 17



Empowerment 

through Entrepreneurship 

▲ 

Syracuse University 

senior Kelly Fisher 

and PAE employee 

Abderrahman (Abdou) 

Ouassis suggest new 

marketing techniques 

to the owner of an 

artisan boutique store 

in downtown Djibouti. 

18 Connect 

Employees Participate 

in Entrepreneurial Boot Camp 

While visiting Camp Lemonnier in Djibouti, 

Readiness & Stability Operations employee Judy 

Fisher noticed a bulletin board that advertised 

college classes available on base. Fisher, who 

works as the PAE controller, recalled a course 

at Syracuse University’s Whitman School of 

Management, and put together an action plan for 

bringing this “boot camp” class series to Djibouti. 

“An entrepreneurial boot camp seemed like a logical 

fit for this site,” said Fisher. “I could see that 

the application of entrepreneurial concepts could 

make a significant impact in Djibouti.” 

With support from PAE and Syracuse 

University leadership, the Empowerment through 

Entrepreneurship (E2) training program began in 

February with a virtual classroom program that 

enabled two professors and five students from 

Syracuse University to introduce basic entrepreneurial 

concepts to a class of U.S. military members 

and PAE employees at Camp Lemonnier. 

The second phase of the program took place 

in Djibouti, where teachers and students came 

together to discuss the concepts taught through 

the classes and to partner with entrepreneurs in the 

community to help them develop their businesses. 

As a representative of the Civil Affairs team on 

base, Major Reginald Kornegay shared with the 

class invaluable background on the Djiboutian 

culture that would help the teams succeed in building 

relationships with their assigned business. 

During their week together, the class participants 

were divided into three groups and visited 

their assigned business to gain an understanding 

of their unique challenges and provide them with 

tools and ideas to achieve their goals. Between 

visits, the groups brainstormed strategies to apply 

entrepreneurial concepts to the businesses, and by 

the end of the week, each group had specific goals 

for their business and had mapped action plans for 

the next four weeks. 

Bill Callahan, program manager for PAE’s 

Djibouti Base Operation Services, supported the 

E2 concept. “You have a nation here that wants 

to develop and just needs the tools,” he said. 

“This program provides those tools and will help 

businesses develop to the point where they are 

not only competitive in Djibouti, but also in the 

international market.” 

To recognize the class participants at the end 

of the week, PAE hosted a ceremony that was well 

attended by community and military leaders. 

After their week together, the class participants 

will remain in contact with the businesses 

via PAE employees and military members 

stationed in Djibouti to ensure that the businesses 

have the full support of the team as they continue 

to implement concepts of entrepreneurship.★



Risk and Reward 

Performance Excellence 

on the Front Lines 

Most of us intuitively understand the concept 

of risk versus reward. We make these analyses 

all of the time in our personal lives — whether it 

is considering where to buy a house (small house, 

but great school district) or what career move to 

make next (great step up, but need to relocate 

my family). 

The concept of risk and reward is the cornerstone 

of the job though for Readiness & Stability 

Operations’ (RSO) Performance Excellence 

Manager Maggie Bosak. 

“My goal for Performance 

Excellence is to become a center 

of excellence for all.” 

Maggie Bosak 

“I spend about 60 percent of my time chairing 

independent proposal and program reviews across 

RSO,” said Bosak. Her job entails bringing in a 

group of subject matter experts to help determine 

the risks inherent in each proposal or program and 

if viable mitigation strategies exist. 

“For proposals, this process really helps 

RSO’s management make informed decisions 

about the business we’re pursuing,” said Bosak. 

“With programs, we really pinpoint the risks that 

could impact our successful execution. We also 

recommend ways to reduce that risk.” 

At RSO, Performance Excellence is a new 

function, recently introduced to the larger organization. 

Bosak knows it is key for the Product 

Line’s ability to thrive. 

“My goal for Performance Excellence is 

to become a center of excellence for all of our 

program managers,” she commented. “Program 

management is hands-down one of the hardest 

jobs across the corporation. My job is to support 

the program managers and give them a resource 

center that can help them meet customers’ needs 

efficiently and effectively.” 

Though Bosak is excited by 

Performance Excellence, she also is 

well aware of the challenges. “Like 

most functions across RSO, we are 

constrained by time and resources,” 

she noted. “But we try to use them 

in the most beneficial way possible 

for RSO’s programs and program 

management teams.” 

In addition to leading proposal 

and program reviews, Bosak’s 

duties on this front include facilitating 

program manager assessments 

across the organization, implementing 

the Foresight Enterprise 

Dashboard, and chairing the RSO 

Program Management Council. 

“This is exciting work because 

just about every day something new is going on,” 

she enthused. “We constantly see new proposals 

— each with more interesting work, people 

and places.” 

A Rowan University graduate who earned 

her Master’s of Science degree in Electrical and 

Computer Engineering from Georgia Tech, Bosak’s 

career with Lockheed Martin began with internships 

at Maritime Systems and Sensors in 

Moorestown, N.J. and at the Advanced 

Technology Labs in Cherry Hill, N.J.★ 

▲ 

Maggie Bosak 


contact Leslie Holoweiko 

at 301-543-5550, 

leslie.holoweiko@lmco.com. 

Connect 19


Newsmakers 

IS&GS-Defense Senior Communications Design Engineer Mckinley 

Stacker received a certificate of appreciation from the White House 

Communications Agency (WHCA) for his assistance with Vice 

President Joe Biden’s visit to the Homestead Air Reserve Base in 

Florida which has played a role in the Haitian disaster relief effort. 

WHCA provides telecommunications and related support to the 

president, vice president, Executive Office of the President senior staff, 

National Security Council, Secret Service and others as directed by 

the White House Military Office. 

UK Minister for Science and Innovation Lord 

Drayson, recently presented Lockheed Martin UK 

IS&GS-Civil with a formal certification for successfully 

achieving PAS 11000 accreditation. Overseen 

by the British Standards Institute (BSI), PAS 11000 

is the world’s first standard for collaborative business 

relationship management. As part of the pilot 

group for this accreditation, Lockheed Martin was 

one of only five companies to be certified. Pictured 

from left: Michael Budden, UK Quality Assurance 

manager, Lockheed Martin UK, IS&GS-Civil; 

Martin Rolfe, managing director, Lockheed Martin 

UK, IS&GS-Civil; Lord Drayson, Minister for Science and Innovation; and Glynn Turner, Lockheed 

Martin UK, IS&GS-Civil. 

20 Connect 

Manuel (Manny) Baez recently served in a 

critical role for the United States Southern 

Command (USSOUTHCOM), during its 

international disaster relief mission in Haiti. 

As the Information Operations/Strategic 

Communication Liaison Officer and the 

Special Assistant to the Commander of 

U.S. Forces, Lieutenant General Keen, 

Baez worked with the Military Liaison 

Office and Embassy of Public Affairs 

during the information synchronization 

process and is part of the Information 

Operations program at USSOUTHCOM, 

part of IS&GS-Defense. USSOUTHCOM is 

responsible for all U.S. military activities in South 

America and Central America. 

Charles Croom, 

vice president of 

Cyber Security 

Solutions, recently 

was named 

to the Board of 

Directors for the 

National Cyber 

Security Alliance 

(NCSA). NCSA 

is a non-profit 

organization dedicated 

to cyber 

security awareness and public education. It brings 

together government, corporate, non-profit and 

academic organizations to work toward empowering 

Internet users to stay safe and secure online.

Newsmakers 


Lockheed Martin Security Operations and the Defense 

Security Service (DSS), within the Department of 

Defense, have established the Partnership with 

Industry Exchange Program. DSS representative 

Susan Fawzy (standing, left) shadowed members 

of the IS&GS team in Valley Forge, Pa., in March. 

During that same week, IS&GS’ Stephanie Norton 

(not pictured) of Littleton, Colo., spent a week at 

the DSS field office in Andover, Mass. Each took 

their experiences and insights back to their respective 

organizations, fostering a stronger partnership 

between the two organizations. Also pictured are, 

seated from left, Jennifer Keim and Angela Geisler, 

and standing from left, Bob McCants, Frank Quarto, 

IS&GS; and Bob Trono, Lockheed Martin vice 

president and chief security officer. 

IS&GS-Security’s Becky Shields (pictured) and 

Roxanne Lafferty, from IS&GS-Defense, were 

recently presented with the Corporate Configuration 

and Data Management (C&DM) Award. The award 

recognizes significant contributions to Lockheed 

Martin’s C&DM activities. 

The Readiness & Stability Operations Mid-Atlantic 

Depot program was recently recognized for Silver 

Level Safety performance, one of the highest 

honors that can be achieved across the enterprise. 

The team has more than one million hours without 

injury. This award comes just five years after the 

team was presented the Target Zero Star in 2005. 

The Overhills interactive 

museum CD, created 

by IS&GS’ Creative & 

Strategic Services team 

was recognized for 

excellence in creativity 

and communications. 

Produced by the team 

for the U.S. Army 

Corps of Engineers- 

Engineer Research & 

Development Center, 

this multimedia CD 

provides viewers with a ‘tour’ of the Overhills 

property, capturing the life and times of the 

people of Overhills. The project was honored 

with a platinum Hermes Creative Award in the 

CD-based Multimedia Category by the Association 

of Marketing and Communication Professionals. 

It was also recognized with an APEX (Awards 

for Publication Excellence) Award in the 

One-of-a-Kind Government Publications category. 

Connect 21


Outreach 

▲ Lockheed Martin recently received the Corporate 

Excellence Award from the Boys and Girls Clubs of 

Greater Washington Maryland Region at the Ribbon 

Cutting Ceremony of the Germantown, Md., branch’s 

new gymnasium. The new facility will serve more than 

200 children, and Lockheed Martin is the lead corporate 

supporter for the project. IS&GS Communications Vice 

President Judy Gan (left) accepted the award on behalf 

of the corporation. 

▲ Seventy students participated in the fifth annual 

Department of Energy Maryland Regional Middle School 

Science Bowl. They competed in a fast-paced academic 

tournament that included science and math questions, and 

a solar car race. The Patriots Technology Training Center 

coordinated the event, and nine Lockheed Martin volunteers, 

helped to ensure it ran smoothly. Rick Williams, IS&GS- 

Security (pictured left with the winners), served as the 

keynote speaker for the event. Other IS&GS volunteers 

included Raul Estrada and John Dixon, IS&GS-Security; 

Tonesha Russell, Heath McLaughlin and Thomas Gay, 

IS&GS-Defense; and Tolani Onigbanjo, Shelton Liddell 

and Eileen Mowle, IS&GS-Civil. 

22 Connect 

▲ Employees in Valley Forge, Pa., partnered with high schools throughout the Delaware Valley region to teach students 

the importance of workforce readiness, entrepreneurship and financial literacy. Members of the Finance Leadership 

Development Program helped students form Prestige, a Junior Achievement company selling drawstring bags. Prestige, 

led by company president and Phoenixville Area High School Junior Dan Hammaker, sold more than 300 bags and earned 

more than $1,000 in profit. The team chose to donate part of its profits to the United Service Organization (USO), 

a nonprofit, charitable corporation that provides morale, welfare and recreation-type services to uniformed military 

personnel and their families. Prestige will compete later in the year with teams in their region in the Junior Achievement 

Company Competition.

Outreach 


During National Engineers Week, IS&GS- 

Civil Exploration and Science employees in 

Houston visited 12 schools in the Pasadena, 

Texas, Independent School District. During 

the week, more than 1,000 students listened to 

presentations by engineers on the importance 

of studying math and science and the role that 

engineering has in our everyday lives. Brian 

Duffy (pictured) made the final presentation 

on Friday to 6, 7 and 8 grade students at 

the after school program at Park View 

Intermediate where the students wrote essays 

about his presentation. Many engineers gave their time to speak with students, including Eric Perry, Juan Hernandez, 

Robert McMahon, Jacqueline Acuna, David Adlam, Munir Kundawalah, Brian Duffy, Wes Tarkington and Katy Spicer. 

Twenty-four students from 

the Denbigh High School 

Aviation Academy in Virginia, 

a Newport News Public Schools 

magnet program, visited the 

Lockheed Martin Center for 

Innovation in Suffolk, Va., 

on March 19 to learn about 

aviation-related career opportunities 

during a Career Day 

program. The event was 

sponsored by Dan Courain, 

Lockheed Martin’s vice 

president of Transportation Services for IS&GS-Civil’s Exploration and Science business. Courain and Wallace Gooden, 

an electrical engineer on the National Airspace System Implementation Support Contract (NISC), addressed the students. 

The students also toured the center and had hands-on simulation sessions flying a MH-60R helicopter and a F-16 aircraft. 

▲ 

▲ 

▲ Mark Willard, an Information Security Leadership 

Development Program participant working in Gaithersburg, 

Md., spent a week in March assisting Haitian relief efforts 

with the organization Adventures in Missions. Willard is 

shown here with a Haitian child he met during the course 

of his relief work. 

▲ IS&GS’ Environmental Health and Safety Engineer 

Sarn Bien-Aime recognized the need for shoes for the 

survivors of the Haiti earthquake and rallied IS&GS 

employees to collect gently used and new shoes. Nearly 

5,000 pairs of shoes were collected during the drive. 

Connect 23


Ethics 

Modeling Personal Excellence 

Guiding our Culture 

of Integrity and Inclusion 

For well over a decade, Lockheed Martin has 

conducted annual training on ethics, diversity 

and leadership. Constantly evolving and 

improving, the annual training has 

matured from simple discussion 

topics, to a Dilbert TM board 

game and now to a series 

of interactive video scenarios. 

No matter the training module, Lockheed 

Martin has remained committed to a culture of 

integrity and inclusion. 

This year’s Awareness Training recently 

kicked off at IS&GS in May with Executive Vice 

President Linda Gooden and her direct reports. 

The training will cascade across the Business 

Area through August, led by managers facilitating 

the sessions with their direct reports. The 2010 

Awareness Training again emphasizes our values: 

do what’s right, respect others and perform with 

excellence. These values are simple, yet set the 

foundation for our success. 

“Each and every employee plays a role in 

shaping our culture,” said IS&GS Ethics Program 

Operations Director Joseph Kale. “Awareness 

Training provides an opportunity for all employees 

to actively engage in the ethics process and 

discuss issues in a non-threatening environment.” 

This year’s format, similar to the 2009 training, 

goes beyond ethics and includes two other 

important aspects of our culture: diversity and 

Full Spectrum Leadership. The training will stimulate 

thought and discussion on these key issues 

and recommit all IS&GS employees to Lockheed 

Martin’s high ethical standard. 

There are eight new video cases covering a 

wide range of topics and real-life situations based 

on actual employee experiences. The video scenarios 

are followed by questions and group discussion. 

Each case is then completed by selecting and 

viewing a video scene that resolves the scenario. 

Discussing the scenarios with co-workers will 

lead to a heightened awareness of various issues 

in the workplace and an understanding of how to 

resolve certain situations. Employees completing 

this training will receive credit for both Ethics 

Awareness Training and Diversity Dialogues. 

“I encourage all employees and leaders to 

embrace this year’s Awareness Training,” said 

Kale. “It takes our entire workforce to maintain 

a business in which our colleagues, customers and 

partners can trust.”★ 

For more information, contact Rina Santos 

at 301-240-6465, rina.santos@lmco.com.

©Copyright 2010, 

Lockheed Martin Corporation 

All rights reserved. 

This publication is printed using vegetablebased 

inks on paper certified by the Forest 

Stewardship Council (FSC), a non-profit organization 

dedicated to ensuring that the world’s 

forests are sustainably managed. 

Printed by IS&GS Media Services

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