BLACK ENGINEER OF THE YEAR AWARD WINNERS go Colors:
ated: 382 -100-0
In his developing, multidimensional business career, he also plays an active civic role. He led a pro bono engagement to provide consulting to the Washington D.C.-based Children’s National Medical Center in a drive to expand access to health- care for all children. His team developed an innovative plan to promote telemedicine, which helped patients access physi- cians wherever they were. In support of Lincoln University, just outside Philadelphia, he served on a Booz Allen team that developed an IT strategy to wire its campus and dorms, enabling the nation’s oldest historically black university to foster greater communication in the college environment and with the larger online community. John Thomas, a former COO at the Children’s Hospital Foundation, recalls that “Unlike so many who jump immedi- ately from the assignment to creating solutions, [Lloyd Howell] learned as much as he could about the problem before we began to contrive a solution,” he said. “Together with Quincy [Jones, an inspiration for the project] Lloyd used his prodigious team management skills to work with all of us... he raised our game to the highest level.”
An important part of
Mr. Howell’s life is his role as assistant basketball coach to young men from Wash- ington D.C. and Maryland. The coach of the D.C. Heat youth basketball team, Abe Ball, and his wife, Marshelle, note that what makes Mr. Howell unique is that “he is always there.” They both
“Unlike so many who jump im- mediately from the assignment to creating solutions, [Lloyd Howell] learned as much as he could about the problem before we began to con- trive a solution...he raised our game
to the highest level.” — John Thomas, former COO, Children’s Hospital Foundation.
light up when they recall how the boys react when Mr. Howell is away for one or more practices. “The boys ask, ‘where’s Mr. Howell?’” Abe and Marshelle note with pride how he teaches the boys the importance of planning, teamwork, and execution and celebrates their individual and collective value—whether they win or lose.
Step Up to New Challenges Everyone who advances to, and through, Booz Allen partner ranks needs to be an expert. Someone who knows how to bring difference-making advice. Lloyd Howell has done this. Over the span of 10 years, he has advanced from his tenure as a principal through the three levels of partnership in Booz Allen: entry, lead and senior.
“Since Lloyd returned to the firm,” says Booz Allen Chair- man and CEO Dr. Shrader, “I have watched his growth and served as a mentor as he moved up the leadership ranks at our firm.” On rejoining the firm in 1995 “Lloyd led the growth of our consulting services to the Marine Corps, growing it from al- most nothing to a $50 million business area.” Several years ago, he recalls, “I asked Lloyd to take on the hardest leadership job at
18 USBE&IT I WINTER 2011 USBE&IT I WINTER 2011 18
Booz Allen. It involved running our large Organization & Strat- egy group, which served commercial and government clients and had strong-willed partners more senior to Lloyd in years and level. He excelled in this role, quickly gaining an understanding of the partners’ and staff members’ strengths and weaknesses and leading the group in a very fair and effective manner...Lloyd has always distinguished himself in his willingness to step up to new challenges and in the way he has excelled in these challeng- ing new roles.” Mr. Howell has a gift for finding solutions and drawing in- sights and ideas to challenges, whether they are serving soldiers injured in combat, modernizing the Internal Revenue Service, re- engineering the Marine Corps’ recruiting processes, developing a plan to promote telemedicine to serve the primary health care needs of children, or rethinking the vision and mission of the United Negro College Fund, with its 39 member schools, 60,000 students, 200 employees, and 130,000 individual, corporate and foundation donors. Mr. Howell is devoted to developing next genera- tion leaders. In 2008, he identified the Management Leadership for Tomor- row (MLT) as a potential partner. MLT is a career development institute that equips high potential Afri- can Americans, Hispanics and Native Americans with skills, coaching and door- opening relationships. He engaged his senior leadership network within
Booz Allen to obtain firm-wide commitment to the MLT-Booz Allen relationship. Through seminars, workshops, networking events and mentoring, these efforts led to the hiring of 32 future leaders into Booz Allen, representing one of the highest number of hires within the first years by any MLT partner. MLT partici- pants comment on how motivated they are to succeed by seeing a leader who has made such significant achievements as an engineer in the consulting industry. As leader of Booz Allen’s financial services business, which delivers technology, strategy/organization, operations and ana- lytic services across a number of financial government agencies, Mr. Howell heads a team of more than 180 consultants, includ- ing a senior management team of eight senior officers, two vice presidents, six executive advisors, 21 principals and 59 senior associates. A 2001 BusinessWeek “Follow the Leader” article noted that most Fridays, Lloyd Howell heads out of the office to meet his wife for their weekly date. It’s no big thing, the writer noted, except that Howell made sure that people in his office know about the weekly ritual. “It sends a signal: ‘Hey, I’ve got a life outside this place,’” he said.
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