Paul Edwards
Chief Financial Officer

Paul brings 25 years of government contracting knowledge and over 10 years of senior management team experience to Ripple Effect.  He has worked in a variety of industries including IT services, secure networks, engineering, and shipbuilding.  Businesses he has worked with have ranged in size from $20M to $1B in annual revenue.

Most recently, Paul was CFO of Converged Security Services, a private equity backed business that was built through the acquisition of two government contractors specializing in IT services and security & access control. As the CFO, Paul was part of the team that grew the business by 40% over a two-year period.  He led the business in all aspects of finance, accounting, treasury, reporting and audit, as well as several company initiatives post-acquisition to streamline and improve business processes and compliance.

Prior to that, Paul worked as CFO for a small Rockville-based defense contractor called Ultra Electronics 3eTI, a subsidiary of a UK-based publicly traded company.  During his tenure there, Paul was responsible for all finance, HR, and IT functions.

Paul spent 19 years with General Dynamics in a variety of positions including CFO of their UK subsidiary, as well as Director of FP&A at GD’s Corporate Headquarters.  He started his finance career with 14 years at GD’s shipyard in Bath, Maine.

Paul graduated from Clarkson University with a Bachelor of Science in Engineering & Management.  He also has an MBA with honors from Clarkson University. He lives in Broadlands, VA with his wife, Kim.  He has three daughters in college at VCU, JMU and South Carolina.

Amy Hein
Vice President, Strategic Staffing and DoD Accounts

What does it mean to be the Director of Scientific Workforce?  

A lot of the work we do at Ripple Effect isn’t done at Headquarters; many contracts involve placing our people directly at client sites. So, I’m responsible for developing best practices for hiring and managing our employees at those client sites, like NIH and Fort Detrick. I also build close relationships with our clients and employees to ensure we find support that fits an agency’s culture and mission needs.  

What’s the biggest challenge you face in your role? 

Having limited face-to-face communication with the people I manage and support is a huge challenge. I can’t pretend to know what it’s like to be in their shoes every day. So, I listen. I understand their needs, empathize, and help problem-solve. There may be a physical divide between me and client sites, but I want my Scientific Workforce and clients to know I’m always there for them. 

What are some of your hobbies? 

I love to do anything active—I’m a runner and I coach my son’s sports teams. On the other hand, I love naps. On the weekend, you can find me taking a catnap to recharge for the next week. 

Fun fact about you? 

I was in ROTC! As a part of my program, I flew glider planes. Scary, but a big confidence booster.   

Advice to young professionals?

Do some soul-searching about what’s most important to you in your career—is it the work? The people? A company mission and culture? Then, find opportunities that move you down that path. If something is truly important to you, don’t take no for an answer.

Tierra Terrell-Johnson
Senior Human Resources Manager

Tell us about your career path. How did you get here?

I studied at the University of Wisconsin-Madison (Go Badgers!) and got my MBA from Concordia University. I concentrated on Human Resource Management because I wanted to prove that HR professionals can be analytical, strategic, and have a seat at the business table.

What motivates you?

I’ve made it my mission to ensure that when you come to work at Ripple Effect, you bring your whole self and feel comfortable doing so. We’re all equal here, and I will always fight for that.

What are some of your hobbies?

I love to organize (and color-coordinate!) I’d be a professional organizer if I could. My favorite store is Staples—I could spend a whole paycheck there.

Advice for future professionals entering your field?

Develop your people’s leadership skills, especially junior employees. Train them and involve them. As companies grow, they need succession plans—and if you invest in your people, they will invest in the company in return.