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Deborah Fox was named corporate vice president and general counsel of Apogen Technologies, headquartered in McLean, Va., in March 2004. Can you tell me a little bit about the history of Apogen � where it was started and what the company does? Apogen Technologies provides technology solutions to the federal government. The name of the company was formed from a combination of the words “apogee,” the highest point of an orbit, and “genesis,” the height of creation. Apogen does business in two major business sectors � national security and federal technology � with a supporting technology research and development group. The national security sector includes defense systems and homeland security. The federal technology sector is split into four business units: federal civilian, energy and technology services, U.S. census programs, and information technology outsourcing. Apogen, as of Sept. 9, became a wholly owned subsidiary of QinetiQ North America, the subsidiary of a British firm that had been owned largely by the Department of Defense in England and has since been privatized. It has as one of its investors the Carlyle Group. We provide information technology services primarily for the federal government and largely for the Department of Homeland Security and the Navy. We have approximately 900 employees and revenues of about $250 million. It’s intense, it’s growing fast, and we’re doing great work for clients. As they � the clients � are growing, we’re growing. One thing that happened recently is that we have a large complement of employees in New Orleans � we have 172 in the Gulf area � so we spent a lot of time dealing with their issues. We found all 172 of them after Hurricane Katrina, and they’re all OK. The majority of our Gulf Coast employees work at the Navy facility in New Orleans, co-located with our office on the campus of the University of New Orleans. At least for the foreseeable future, those spaces are uninhabitable. The buildings did not flood, but there is water damage from damage to the roof. We are committed to sticking with our customers, sticking to the area, and trying to be flexible and mobile. Since we’re committed to the area, on a more mundane note, we looked at a large number of short-term leases for office space so that we could continue to run the business. This time we were working with small entrepreneurs who have some space to lease or a small building. We usually negotiate large long-term leases with some corporate entity, but with these leases you negotiate directly with an individual owner from a small town. It’s a sad situation, but it’s been fun being a hands-on practitioner. A majority of employees are now back at work, and the number changes all the time. Some work from home, some are working in Baton Rouge in rented space, and some are in other areas outside New Orleans, including some who are now in Northern Virginia. That’s the wonderful thing about technology � you can move the server somewhere and go back to work. What’s the size of your legal department, and what kinds of issues do you handle? I’m the only person in the legal department, and I’ve been here for about a year and a half. We do handle a wide range of legal issues. The most significant issue recently has been the sale to QinetiQ. Also, as a company, we’re always looking for good acquisition candidates, so I’m often looking at merger and acquisition issues. I also spend a good amount of time on human resources issues. We have a good HR department, but HR issues do arise with individuals. And we also have a separate government contracts department, and I do assist in matters there. What outside firms do you use? We most recently used Covington and Burling for government contracts, and in the past we’ve used Venable. Our situation was that we had our outside investors involved in choosing outside counsel. For example, I didn’t have a say in choosing counsel for the sale to QinetiQ. That was interesting. It was a first for me. What’s your background? I did my undergraduate work at Bryn Mawr and got my law degree at Columbia and a master of laws in taxation from Georgetown University Law Center. I clerked for an administrative law judge, Ernest Barnes for the Federal Trade Commission, and then I went to Ballard Spahr Andrews & Ingersoll, and then to Dunnells, Duvall, Bennett & Porter. Both of them are in D.C. Ballard Spahr was the D.C. office of a Philadelphia firm. Then, after Dunnells, I was general counsel at BTG Inc., a federal information technology services company based in Northern Virginia. I was there for 13 years. I was responsible for the legal actions of the company, including providing legal guidance to officers, directors, and employees on corporate, labor, tax, and securities matters. I also managed all corporate litigation and supervised the development of corporate policies. And I was the chief ethics officer. I developed a corporate ethics program that trained more than 1,700 employees. I was also responsible for BTG’s acquisitions, investments, and divestitures, and I directed BTG’s successful IPO in 1994 as well as a successful follow-on offering a year later. I also oversaw the sale of BTG to Titan Corporation. I left BTG after its sale to Titan. My transition from law school to work, as an administrative clerk, was a nice transition. In fact, it doesn’t really count as a real work environment � it was more intellectual. Then I was at law firms, but it’s been 15 or 16 years since I’ve been there. It was somewhat dreary being a young associate in a law firm. But I lucked out that I was at a firm that had just a few corporate clients that were not in the mainstream of what the firm did, so I had a nice amount of contact with the clients. I really enjoyed working with them. What’s the chain of command? I work with the most spectacular management team, and I report to CEO Todd Stottlemeyer. I find that the group that I work with is very ethical, very open to receiving advice, and very amenable to relying on that advice. For me, it’s not so much what I do as who I work with; it’s rewarding. Where might we find you outside of the office? I have three sons. The oldest is in college, the youngest a freshman in high school, and the middle a junior. This year I’m going to spend a lot of time looking at colleges. I also tutor students for their bar mitzvah. I only tutor one or two kids at a time, so it’s only about an hour a week. I gained my knowledge of Hebrew over a long period. After BTG, I spent two years as a consultant and started being much more involved in religious life, and that’s when I got involved. I was raised very traditionally, so I wasn’t bat-mitzvahed, but I have the background. I do the tutoring at my synagogue, B’nai Tzedek, in Potomac, Maryland. What have you been reading? The last book I read was Nicholas Nickleby. I like Dickens, and so every so often I read one. I always feel guilty about it, though, because it takes a long time to read one. This was one I’d never read before. In school, my middle son had to read Great Expectations. He loves a good story, although he was never much of a reader. But then he got caught up in the story and came running downstairs and said to me, “You’re not going to believe what happened!”

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