Archives page

Posts Tagged ‘mentor’

The New Paradigm of the Government Market:  Plan, Prepare, Position, Partner
Read More

The New Paradigm of the Government Market:  Plan, Prepare, Position, Partner

I recently attended a small business Match Making event sponsored by the Government Technology Services Coalition for small business and prime contractors to meet, greet and exchange information on each other in hopes of identifying potential government contracting opportunities. This event showcased a three person panel of small business program office directors from the Small Disadvantage Business Offices of three different agencies.

I have attended many of these match-making sessions and recently asked the question in one of my Linkedin discussion groups: is attending these events valuable time well spent or a waste of time? I received various comments both positive and negative. However, I must say that this particular event was one of the best that I have attended and my reason is based on the content that the government panelist shared with the small businesses.

There is no question about the changing state of the government contracting market. There is definitely a new paradigm. The landscape has and is continuing to change significantly.

What does this mean for small business? Well, it means that they are being presented with opportunities greater than they have ever been presented within the history of small business contracting in the federal market.

With the implementation of the President’s Job Act coupled with new legislation and regulation that are favoring increased small business participation for contracts and better oversight on Prime/sub-contracting relationships, larger and longer multiple year contracts are being offered to small businesses. To support these initiatives Agencies are increasing their market research activity by sending out more RFI’s and Sources Sought announcements with the intent of identifying more small business  to contract with.

Agency Collaboration and the need to reduce redundancy and budget cuts are responsible for this new trend. With that said, the small business community has to change its thinking and their desire to go it alone when pursuing contracts.

The main theme presented by the government panelist was the lack of preparation by the small business community in pursuing contract opportunities. Some specifics were:

  • Presenting too many capabilities “jack of all trade” scenarios
  • Limited knowledge of agency mission
  • Inability to clearly present their core skills and solutions relevant to the agency mission
  • Not responding or poorly responding to RFI’s and Sources Sought announcements
  • Failure to present their value proposition as it relates to the agency request for support

Considering these things, the take away from this event boils down to the following:

Plan

Plan by performing an internal assessment of your company, who are you, what business are you really in, what are you best qualified to do – not what you want to do. Do your market research to establish where your skills and solutions best fit the agency problems you have targeted and refine your pitch based on your research and knowledge of the agency’s mission.

Prepare

Prepare by creating a compelling story of who you are and why your company is best suited to solve the agency problems based on your research and understanding of the agency mission. Responses to the RFI’s and Sources Sought should be focused on how your skills or solutions support the agency mission. Follow the congressional legislative and regulatory initiatives, and agency news. This information will provide you with great insight into the agency mission and the problems they are encountering in carrying out their mission

Position

Use your research to position your company. The more information you know about the legislative, regulatory initiatives and agency news, the easier it will be for you to communicate with agency program managers and department heads. The more knowledge you can share with them will provide them with a level of comfort that you have a understanding of their issues. This will be the basis of establishing a rapport which will lead to trust.

Partner

Performing a formal assessment on potential partners you have identified to team with is essential. The dynamics of the market demand that you spend ample time to do this. There are more contract opportunities that are multiple 8-10 year contracts and this requires thorough knowledge of who you will be spending that time with.

Compatibility, integrity, culture, vision, goals and trust will be the key factors for you to assess and consider in your selection. These criteria should be used regardless of whether or are considering a Prime or subcontractor relationship. Casual teaming is not the best way to go in the new market.

Contributing Author

Earl HollandEarl S. Holland III is the President and CEO, Growth Strategy Consultants, Strategic Advisor with the Government Technology Services Coalition and former Vice President of the Washington Chapter of the Association of Strategic Alliance Professionals.  You can reach him at: [email protected]www.growthstrategyconsultants.com

 

Harris IT, L3 NSS Assume Leadership of GTSC Mentor Forum
Read More

Harris IT, L3 NSS Assume Leadership of GTSC Mentor Forum

Wayne Lucernoni, President, Harris IT and Les Rose, President of L3 National Security Solutions (NSS) assumed leadership of the Government Technology & Services Coalition’s Mentor Forum — a group of large companies devoted to the homeland and national security mission.  Harris was one of the founding mentors of the Coalition, and L3 NSS is both a founding member and was awarded GTSC Mentor of the Year in 2013.

“Harris immediately saw the value and need for an organization devoted to the mission of homeland and national security. With increasing budget challenges, rapid technological change and complex procurements, we want to help our Federal partners find ways to work smarter and better and to leverage the best technologies available to do that,” said Wayne Lucernoni, President, Harris IT.

“We are proud to work so closely with colleagues across the industry to grapple with difficult challenges in national security,” said Les Rose, President of L-3 National Security Solutions. “Supporting the growth of smaller companies is an important strategic step in preserving our industrial base,” Rose added. “Small businesses fuel the U.S. economy and help to bring innovation to the federal government and public sector.”

The GTSC Mentors are companies with over a billion dollars in annual revenue that work on behalf of the Federal homeland and national security mission. In GTSC, companies in the Mentor Forum collaborate to bring the innovation, ideas and agility of small business to the experience, infrastructure and resources of large companies, in addition to sharing the best practices of the private sector with our Federal partners.

Read the press release here.

See all of GTSC’s Mentors here.

4/8 Mentor Session with BDO
Read More

4/8 Mentor Session with BDO

Public sector entities are facing challenging times. Achieving agency missions has become increasingly difficult, population dynamics and constituencies are changing dramatically, the workforce is undergoing unprecedented transition, and government leaders need to accomplish more with significantly reduced budgets. Adding to the challenge, in an environment of 24-7 media coverage, even the most difficult decisions made in good faith can be immediately broadcast to a global audience, making even the most seasoned government executives uncertain about how to successfully lead their organizations to accomplish multiple objectives.

Having led government departments and agencies, BDO’s Public Sector practice leaders understand this unique environment. They bring to bear this experience, combined with commercial best practices, to help you address a wide range of challenges. At a time when government leaders need independent, objective support, BDO stands ready with proactive guidance and perspective. We assist government leaders and program managers in navigating what can be a tumultuous landscape by developing strategies to improve program efficiency and effectiveness, identifying organizational risk, ensuring efficient use of resources, and mapping and implementing plans for linking organizational policies with program and contract requirements.

Beyond traditional audit, tax and consulting work, BDO helps our government clients with a comprehensive array of services including organizational strategies, fraud detection and prevention, program evaluation and litigation support. Wherever government entities operate, our professionals provide swift resolution of technical issues and questions through partner-led client service teams, direct access to technical leaders, and the resources of our global network in more than 100 countries.

REGISTER

About our speaker:

 Chuck Wolverton, Director, Federal Practive, BDO
A management consultant and certified Project Management Professional (PMP) with a Masters in Business Administration (MBA) and a Top Secret clearance, with broad experience in the areas of strategic planning, operations, transformation and change, communications, executive facilitation, and program management.  Mr. Wolverton will join GTSC to discuss BDO, one of the largest professional services firms in the country.  Mr. Wolverton will discuss the firm’s Federal practice, their strategy in the market, how they add value to the mission of their Federal partners and opportunities they see in the near future.  Mr. Wolverton will also discuss partnership with small business, their small business goals and what they look for in small business partners.

 

About GTSC’s Mentor Companies

The Government Technology & Services Coalition’s (GTSC) Mentor companies understand how critical a robust, successful homeland and national security market is to our nation’s security.  Together with our members, these firms are committed to bringing the innovation, ideas and agility of small business to the experience, infrastructure and resources of large companies.  GTSC mentors join us to provide advice and counsel to small and mid-sized companies, find new and innovative teaming partners, address challenges in the prime/subcontractor relationship in a neutral environment and improve mentor/protégé communication and success.  Both our large and small companies recognize that the best security for our citizens – both physically and economically — is derived from the ability of our markets to meet the challenges posed by terrorism, natural disasters, and criminal activity.

CEO Highlight: Babs Doherty, Eagle Ray, Inc.
Read More

CEO Highlight: Babs Doherty, Eagle Ray, Inc.

The Government Technology & Services Coalition talked with Babs Doherty, the CEO of GTSC company Eagle Ray, Inc., and got her advice for entering the Federal market and how to remain competitive.

GTSC: What is your first piece of advice for a company entering the Federal homeland and national security market right now? 

Babs Doherty: Prepare for a long road.  The acquisition cycle is over 2 years now due to sequestration and other budget cuts.  A small company cannot keep a bench of qualified candidates on hand for 2 years so you will need to plan ahead and keep your candidates up to date on the progress of any new business you are going after.  If you have an 8(a) status, then you may be able to move things along faster than 2 years but even those contracts are seeing delays longer than before.  So have a plan on how to grow your business over the long haul and be patient and persistent.  The work will come.   Also do not hesitate to team with solid primes.  Pay particular attention to any work share opportunities or areas that you are considered a subject matter expert to get the attention from the primes.  Most important, execute on any current work you have flawlessly.  You’ll need good, solid references to win additional work.

GTSC: What is one thing you “learned the hard way” and could help mentor another company?

Babs Doherty: When you are getting started in the business, you usually are a subcontractor before a prime.  Many times the primes provide you with “target” rates in order to be on their team.  Be careful to analyze EVERY rate carefully and do not bid on labor categories that are not your sweet spot, even though it is tempting.  Once you have provided your rates to the prime, they can, and do, bid any mix of those labor categories to win the work.  If you are not prepared to deliver a qualified person at that labor category price, you will be in trouble.  Check every labor category in a realistic way to ensure you can deliver a qualified candidate before you provide that rate to the prime.  Be prepared to negotiate but also be prepared to walk away if the prime cannot give you the rates under which you can deliver successfully

GTSC: The environment is very competitive.  How are you staying ahead of the curve/or afloat?

Babs Doherty: I am paying attention to my competition and the bidding trends.  The bidding trends are changing as the budget environment dictates tighter and tighter profit rates and escalation.  The government is desiring a true partnership from industry and wants to see that reflected in your bid (lower escalation, lower profit margins, creative bidding) to save money.  We are always looking at ways to deliver our services better than our competition and analyze other projects to see what works and what doesn’t.  We also want to show a strong bench or the ability to obtain highly qualified staff in a creative way.  Everyone says they have a data base of candidates.  It’s important to show other ways beyond a data base to maintain a qualified staff.  Lastly, be quick to respond to requests from your customers.  They will find other means to get what they want if it takes too long to get to an agreement or get the requirement fulfilled.

Babs Doherty CEO Eagle Ray, Inc.

Babs Doherty     CEO                 Eagle Ray, Inc.

EagleRay LogoEagle Ray, Inc. is a Lion’s Den member of the Government Technology & Services Coalition. Eagle Ray, Inc. takes a pragmatic, common-sense approach to organizational transformation, tailoring our  proven, systematized processes to meet your unique requirements. Our transformational approach is based first and foremost on common sense. Learn more about Eagle Ray, Inc. here. 

So You Want to be a Protege Company? Top 4 Things to Know
Read More

So You Want to be a Protege Company? Top 4 Things to Know

Peggy Butler Mason

Peggy Butler-Mason
Subcontracting and Mentor-Protégé Program Manager, Army Office of Small Business Programs, U.S. Department of Defense

As the subcontracting and mentor-protégé program manager for the Army Office of Small Business Programs, I participate on the Army’s Services Strategy Panel (ASSP) and Strategic Sourcing Panel to facilitate more small business opportunities. I’ve been working with small businesses for over 15 years and manage 15 active mentor-protégé relationships valued at over $11 million.
At the recent GTSC mentor-protégé session, I was asked what qualities define a successful protégé firm. After some thought, it really boils down to the following:
1. The protégé (and the mentor for that matter) must be truly committed to the program. Protégé companies must be willing to invest time, people and resources to make a relationship successful. There are no guarantees of revenue or success.
2. The protégé and their employees must have a vision for success. A company’s culture is very important to its success – when working with a mentor, all of the employees in the protégé firm need to understand clearly the goals, the benefit of the relationship, roles and responsibilities and a clear definition of “success.”
3. Communication. Nearly everyone I speak to touts the importance of communication for the success of a mentor protégé relationship. This goes many ways: mentor to protégé, protégé to mentor, mentor/protégé to client, protégé company to employees. Where there is no communication or explanation there is room for misunderstanding and even mischief. Communicate early, often and constantly.
4. Grow a thick skin. Part of the reason for the mentor-protégé relationship is for the protégé to learn. No company can do that if they are unwilling to accept criticism, reassess their own performance and learn new lessons. Sometimes these lessons come easily, often times they do not. Accepting criticism is a critical part of not only being a successful protégé but more importantly getting the most out of the program.