Jeff Haberman didn’t set out to build a career in growth. He came up through technology — deep in systems, upgrades and the sometimes-messy realities of implementation. But over time, that grounding in how things actually work became the defining strength of his leadership style.
Today, as vice president of growth at Integrated Data Services, Haberman sits at the intersection of technology, finance and mission execution, helping federal customers move faster while staying accountable to the taxpayer.
His professional story begins on the commercial side of the house, working on Oracle Applications R12 ERP upgrades for global organizations like DHL Supply Chain. The Oracle upgrades involved integrating business processes like financials, supply chain, human resources and procurement. And those early years immersed him in financial management systems and budgeting, giving him a firsthand view of how enterprise-level decisions ripple through operations.
Mentors played a key role during this period, opening his eyes to the broader consulting world and the “implementation rinse-and-repeat cycles” that shape large organizations. That path eventually brought him to the Washington, D.C., area and into federal work he initially thought would be temporary.
“I figured I’d be here for two years,” said Haberman, a native of Canton, Ohio. “I expected to return to Columbus. Instead, two years became more than a decade.”
Understanding growth from the ground up
He dove headfirst into federal financial management and the world of planning, programming, budgeting and execution. There, he gained experience during a pivotal moment: the rollout of the Affordable Care Act at the Department of Health and Human Services. He also helped implement and upgrade an Oracle system across both analytics and ERP, building expertise that would carry across agencies.
At the time, Haberman was with Deloitte, where his work spanned HHS, Department of Homeland Security, the Air Force, the Food and Drug Administration, and the U.S. Patent and Trademark Office.
After years inside large, global firms, Haberman wanted to understand growth from the ground up. That led him into the small-business GovCon world, where delivery and growth were no longer separate lanes.
“You’re working proposals, delivering capability, and trying to grow the ecosystem all at the same time,” he said.
He joined a roughly 30-person company supporting the Defense Advanced Research Projects Agency. He was employee No. 30.
Still focused on the PPBE space, Haberman helped grow capabilities later acquired by cBEYONData, marking the moment he turned in his badge and moved fully into business development. cBEYONData was eventually acquired by SMX; from there, Haberman found his way to IDS at a pivotal time in its evolution.
IDS had long been a steady, organically growing small business, with a 28-year track record supporting the Air Force, Space Force and Army. With an investment from Arlington Capital Partners, the mandate shifted toward hyper-growth.
“It was a natural transition,” Haberman said. “I’m still focused on requirements, financial management and acquisition — but now full-time growth.”
At the center of that strategy is IDS’ flagship acquisition platform, CCaR, the Comprehensive Cost and Requirement system. Haberman says it delivers speed, accountability and policy alignment. As executive orders, defense authorizations and Pentagon directives push faster acquisition, CCaR helps program offices meet those demands without losing control of cost, schedule or scope.
Looking ahead
Haberman sees major opportunities — especially in the Navy and across the combatant commands — to replicate IDS’ success elsewhere in the Defense Department.
“We want to take what we’ve learned at the Air Force, Space Force and Army, and share those lessons,” he said, “so contracts get awarded on time, on budget and on schedule.”
Customer pain points are clear. Acquisition reform has introduced new processes and terminology — moving from confusion around legacy frameworks to newer constructs. The challenge is translating requirements into executable contracts while tracking progress end-to-end. For shipbuilding, in particular, Haberman sees CCaR as a way to ensure transparency: knowing where inventory gaps exist, where capacity is strained and how program executive offices can pull the right levers before problems become delays.
Underlying Haberman’s professional drive is a deeply personal sense of mission. Both of his grandparents served in the Air Force, and many friends support defense agencies today.
“I never served,” he said, “so this is a way to be involved in the mission — helping the warfighter get capabilities faster, on time and on budget.”
His mother’s career as an accountant adds another layer, reinforcing his appreciation for how financial discipline underpins mission success. That blend of technical fluency, financial rigor and relational trust also shapes how Haberman approaches GovCon.
“It’s a small world,” he said. “You want to work with good people. You want to know who fills which gaps — and be honest about where you don’t.”
Mentorship has been central to his own journey, with senior colleagues advocating for him and opening doors. Now, he views that same mentorship and network-building as essential for sustaining the industry through shifting policies and administrations.
Outside of work, Haberman has a constant that predates every job title: hockey. He has played since second grade and still hits the ice every Thursday at 11 p.m., skating with the same group he’s known for two decades — often where the Washington Capitals practice.
“Best workout of the week,” he said. “And the best way to spend time with people from all walks of life.”