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Posts Tagged ‘small business’

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.

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.

GTSC Capacity Building: The Key to Technical Solution Architecture

As a capture or proposal manager for a government contract, eventually someone will call for a technical “solution architecture.” Unfortunately, most do not know what one is, what it looks like, or the difference between a good one and a bad one. There is no commonly accepted definition or measure of merit for what constitutes a technical solution. Moreover, even experienced writers fail to realize that, for most proposals, there is usually not a (single) solution architecture, but many.

What is a technical solution? Simply stated: it is your answer to one or more of your customer’s pressing needs or significant challenges. There are many ways to approach your solution. Here is one proven to work.

Describe the Technical Challenge(s). What is the problem in need of a solution? How do we demonstrate that we “get it”? What are the risks? What are the consequences of failure to fix the problem? Demonstrate we understand the scope and complexity of the problem. Describe the “as-is” state, and why it is not optimal or could be improved.

List Your Assumptions. What, if any, prudent, reasonable, necessary or desirable assumptions must be made to bound or support our plan below?

Describe Your Plan or Solution. How do we solve the technical challenge(s)? Provide the a) who (organization or key personnel, responsibilities and authorities, labor categories and skill mix); b) what (system, technology, process, procedure, policy, steps, activities); c) when (timeframe, schedule, milestones, dates or phases); d) where (location(s) where the work will be performed); e) why (rationale for why our solution will work; and f) how (methods to measure our solution’s effectiveness—metrics, performance measures, success criteria, and relevant benchmarks).Identify potential risks of our plan…and eliminate or mitigate them.

Provide Your Experience. What is our relevant experience and past performance that demonstrates the credibility and effectiveness of our approach? Where has our solution, (or something closely akin to it) , been successful before?

Customer Benefits. How will our customer benefit from our understanding, plan, and relevant experience? Be specific. Think improved safety, enhanced quality, improved performance, reduced costs, accelerated schedule, fewer risks, and increased customer or stakeholder satisfaction.

Vision for the End State. Assume our solution was successfully implemented. What is the end state (or “to be” state)? What would it look like? Describe how activities would be carried out safer, better, faster, and cheaper.

Graphics. Include supporting graphics such as: process flows, charts, milestone schedules, matrices, risk registers, schematics, pictures, customer testimonials, snapshots of awards or commendations, feature/benefit charts, organizational charts, or related visuals.

Demystify the technical solution. Divide it into manageable parts. Always remember that the technical solution must solve a real problem (or don’t bother). Your customer will respect you for it.

By Contributing Author: Jim McCarthy

Jim McCarthy’s career spans 30 years of marketing strategy creation, proposal development, and oral presentation coaching to contractors seeking to expand their market shares or to enter the government contracts market sector. As President and co-founder of American Operations Corporation (AOC), and Principal Owner and Technical Director of AOC Key Solutions Inc. (KSI), he has built an organization that supports an average of $3.4 billion per year in client wins.

Happy Days Are Here Again, For a Few

The year 2013 presented its share of challenges to the federal government, IT federal contracting community as well as, Congress and its budget process. Going into 2014 the sequestration as we have come to know it has taken a back seat to more forward thinking leadership from our political leaders.

Even though the sequestration didn’t last for a long time, it lasted long enough to cause crippling damage to both small and large business alike. The New Year has arrived and with it comes an end to the Continuing Resolution (CR) and a new approved two year congressional budget has been passed. The New Year also brings with it a couple of pieces of new legislation that are designed to make the government more efficient in its ability to do IT acquisitions….. The legislation purposes to provide a single point of responsibility and maybe… budget authority at the CIO level of each agency with the possibilities of establishing an Acquisition Center of Excellence to assist agencies with complex acquisitions and keep them apprised of lessons learned in acquiring technology. There is also consideration being given to establishing a Federal Infrastructure and Common Application Collaboration Center. Both could have significant impact on the contracting community and the way they pursue business opportunities.

Pending Legislation:

The House Oversight and Government Reform committee: “The Federal Information Technology Acquisition Reform Act” which they tried to pass through the National Defense Authorization Act via an amendment but did not sneak through.

The Senate Appropriations Committee/Bipartisan Budget Act of 2013…”The Federal Information Technology Savings, Accountability, and Transparency Act” which is still pending

Boy, isn’t this music to the ear? Does this bring about a sigh of relief to the IT contracting community? Are happy days really here again? Well, as the title of this article says “but only for a few” and here is why.

The budget struggle that the federal government faces is not going to go away anytime soon. Consolidation of resources, technology and staff will continue to be its focus for years to come. The vendor community must recognize this and adjust accordingly. Shrinking budgets means project consolidations, contract consolidation, staff reduction and yes, long-term vendor collaboration.

The vendor community must become more serious and aggressive in its abilities to form long-term strategic alliances. Many are still operating in the “old school” mode of simple teaming arrangements for subcontracting opportunities. I refer to this as the “meal or deal of the day” model. The landscape has changed in two very dynamic ways. 1.) Budgets require users to do more with less and 2.) The idea of optimal efficiencies is at the top of the organizational pyramid due to budget cuts.

From a vendor perspective responding to these dynamics can only be realized through forming long-term strategic alliances. The traditional teaming/subbing does not fulfill long- term growth, especially if your team isn’t winning. And, if it is winning, your success is only good for a couple of years.

Collaborating with the competition and sometimes with your customer can position you to capitalize on steady long-term growth in the marketplace. In order to do this you we recommend that you;

Change your focus from the short-term teaming/sub-contracting arrangements to mid-range and long-term opportunities. (30%, 25% 45%).
Identify potential partners that you can grow together with for a minimum of 5-7 years of growth and market positioning.
Make sure you perform comprehensive internal and external assessments on all potential partners and integrate as much as possible)
Find and align yourself with 3 long-term strategic partners that match your growth strategy.
Co-market, co-brand your business development and capture plan activities. When feasible you can co-develop technical solutions with your partners to pursue opportunities a minimum of 3 years out.

Doing these five things will definitely help you prepare and position your company for future trends in this changing landscape. You just might find yourself in the (few) category and end up having a prosperous New Year!

Contributing Author: Earl S. Holland, III

Earl is President /CEO of Growth Strategy Consultants, LLC and a Strategic Advisor to the Government Technology & Services Coalision (GTSC). Earl specializes in strategic alliance development and training, business development and capture planning and has worked for large and small companies in government contracting for over 20 years. Learn more about him here.

GTSC & Government Contracting Weekly Launch “The Mentors”

Washington, D.C. – December 4, 2013 – Government Contracting Weekly, the only television program devoted to winning government contracts, and the Government Technology & Services Coalition (GTSC) today launched, “The Mentors,” a Special Award Program and Strategic Partnership to recognize companies that mentor and contribute to the success of small businesses.

“Since our inception, the members of GTSC have wanted to recognize and encourage those who are improving the environment, expertise and effectiveness of the private and public sectors to assure that collectively we achieve our mission of protecting the nation,” said Kristina Tanasichuk, CEO and founder of GTSC, “we believe that this award program is long-overdue and highlights that there are many tremendous people and companies working in partnership to provide the latest innovation, professionalism and expertise to our Federal partners.”

The awards program will recognize and salute government contractors for their leadership and concrete actions in assisting small government contracting firms through mentoring, training, inspiration, teaming and cooperation. “We believe that mentoring is critical to the contracting community. Large firms that mentor small companies play a critical role in saving their Federal clients money and time, commit to putting action behind the mantra of bringing “innovation and creativity” to the Federal mission and bring a higher level of professionalism to the contracting community. We are proud to recognize their contributions,” said Richard Nathan, CEO, AOC Key Solutions, owner of the Government Contracting Weekly television program.

Government Contracting Weekly premiered in September, 2013, and has received widespread critical acclaim from the government contracting community. Over 125 senior executives from government and industry have made appearances to provide unique domain knowledge and expertise regarding the keys to winning government contracts. “The alliance between GTSC and Government Contracting Weekly will provided heightened visibility to all of the support provided by large businesses to their small business counterparts,” said Jim McCarthy, owner and technical director of AOC Key Solutions and host/moderator of the program.

The award nominations process will open December 5^th and accept nominations from both GTSC members and the broader small business contracting community. Awardees will be announced weekly starting in early 2014 and recognized at a special awards celebration in the spring. For more information on the awards, visit: www.GTSCoalition.com/mentorawards

The Chertoff Group, Dickstein Shapiro, GSIS 360 and the International Association for Contract and Commercial Management (IACCM), Linden Resources and the Security Industry Association are GTSC’s other strategic partners. More information on each is available at www.GTSCoalition.com.

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The Government Technology & Services Coalition (GTSC) is a nonprofit, non-partisan 501(c)(6) association of companies that create, develop and implement solutions for the federal homeland and national security sector. Our mission is two-fold: first, to provide exceptional advocacy, capacity building, partnership opportunities and marketing in the Federal security space for small and mid-sized companies. Second, to support and assist our government partners achieve their critical missions with the highest integrity; best and most innovative technologies; and results-based, quality products and services to prevent, protect against, mitigate, respond to and recover from any terrorist attack or natural disaster. For more information on these mentors and the Government Technology & Services Coalition, please visit www.GTSCoalition.com.

Government Contracting Weekly is a TV show devoted to winning government contracts, produced and brought to you by AOC Key Solutions, Inc.. The show airs every Sunday at 7am on the DC Metro CBS affiliate WUSA9. Learn more about GCW atwww.governmentcontractingweekly.com. AOC Key Solutions, Inc. (KSI) KSI provides proposal and business development consulting services to federal contractors. Since 1983, KSI has helped its clients win or retain over $122 billion in Government contracts by providing the Key to Winning. KSI employs in-house consulting professionals supplemented by more than 275 associates and subject matter experts. KSI consulting services include marketing assessment, strategic advisory, third party performance assessments, proposal development and technical writing services. Learn more about their services atwww.aockeysolutions.com.

Strategic Sourcing Initiatives at DHS

Jose Arrietta, Procurement Ombudsman at DHS discussed the agency’s procurement strategy and the agencies prioritization of Strategic Sourcing at the Department at GTSC’s recent annual meeting.

As a follow-up, Mr. Arrietta provided the following exceptions to Strategic Sourcing:

a. Emergency operations – Specify the emergency operation, including the name, date, location, and description. Document how using a strategic sourcing contract vehicle would negatively impact the mission.
b. National security – Include a written description of how using a strategic sourcing contract vehicle compromises national security.
c. Remote locations – Specify the remote delivery location and include written analysis that quantifies the higher cost or delay that would result from using a strategic sourcing vendor.
d. Greater savings – Purchases where the savings from using a non-strategic sourcing vehicle exceeds the savings from the strategic sourcing vehicle – Include a written analysis that shows the savings comparison. Documentation shall be signed by the official approving the exception (include name and title of official).
e. Required by statute – Specify the statute that requires the use of a non-strategic sourcing vehicle.
f. Priorities for Use of Government Supply Sources – Specify the supply source indicated as a higher priority in FAR Part 8.002 and the contract vehicle to be used. These sources may include Committee for Purchase from People Who Are Blind or Severely Disabled and mandatory Federal Supply Schedules. These sources may not include optional use Federal Supply Schedules because strategic sourcing contract vehicles have higher priority than optional use Federal Supply Schedules.

Strategic Sourcing Initiatives at DHS

GTSC & IACCM Launch Strategic Partnership

Washington, D.C. – November 12, 2013 – The Government Technology & Services Coalition (GTSC) and the International Association for Contract & Commercial Management (IACCM) today launched a strategic partnership designed to increase cross collaboration and the exchange of best practices in government procurement related to the homeland and national security marketplace.

“We are very excited to partner with IACCM to expand our understanding of best practices to improve the efficiency, speed and success of government procurement,” said Kristina Tanasichuk, CEO of GTSC. “An excellent procurement and acquisition process is particularly critical for homeland and national security.”

IACCM is a non-profit organization that promotes the international standards and best practices for defining and managing trading relationships while encouraging innovation and collaboration to support economic growth and organizational success by ensuring commitments are ethical, achievable and sustainable. IACCM provides executives and practitioners with advisory, research and benchmarking services, and worldwide training for contracts, commercial and relationship management professionals.

“IACCM is looking forward to providing GTSC members with insight to commercial and contracting best practice and to working together with GTSC leadership on tackling the continued challenge of SDBs and mid-size enterprises in winning sustainable business in the Government sector,” said Tim Cummins, President and CEO of IACCM.

The partnership will focus on organization to organization support and information exchange to improve practices for fair, efficient procurement and contracting activities that meet the increasing demand for transparency and speed while achieving positive outcomes. In the spirit of cooperation, discounts to conferences and events will be offered to respective members.

The Chertoff Group, Dickstein Shapiro, Linden Resources and the Security Industry Association are GTSC’s other strategic partners. More information on each is available at www.GTSCoalition.com.

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The International Association for Contract & Commercial Management (IACCM) enables both public and private sector organizations and professionals to achieve world-class standards in their contracting and relationship management process and skills. It provides executives and practitioners with advisory, research and benchmarking services, and worldwide training and certification for contracts, commercial and relationship management professionals. IACCM is a non-profit membership organization that supports innovation and collaboration in meeting the demands of today’s global trading relationships and practices. Through its worldwide presence and networked technology, IACCM members gain access to the thought leadership and practical tools that are essential for competitiveness in today’s fiercely contested global markets. For more information, please visit www.IACCM.com.

>>Read the full press release here.

Dec. 12: The National Security Supply Chain: Reducing the Vulnerabilities

Join the Government Technology & Services Coalition (GTSC) for a program featuring an overview of acquisition, technology and innovation in the intelligence community to both assure we have the most advanced protections in place to mitigate our vulnerabilities, and the most recent tools and information on how to protect intellectual property, prevent insider threats and understand supply chain considerations in the government contracting environment. Keynote Frank Montoya, Jr., National Counterintelligence Executive, Office of the Director of National Intelligence will keynote with a preview of the 2013 Economic Espionage Report (EER).

AGENDA AT A GLANCE

12:00 PM Welcome & Introductions

Kristina Tanasichuk, CEO, GTSC
Elena Kim-Mitchell, Director, Private Sector Outreach, ODNI

12:10 PM ODNI Movie

12:30 PM – 1:30 PMKeynote Luncheon:Preview of the 2013 Economic Espionage Report
Frank Montoya, Jr., Counterintelligence Executive, ONCIX

1:30 PM – 2:00 PM CERT & Insider Threat

Randy Trzeciak Senior Member of the Technical Staff, Software Engineering Institute’s (SEI), CERT Program, Carnegie Mellon University

2:00 PM – 3:00 PM Best Practices on Insider Threats & Supply Chain Security

Joan McCarroll, Director, Systems Engineering and Integration (SE&I) Center of Excellence
Kathy Mills, Corporate Security Officer/Security Director, CENTRA Technology, Inc.

3:00PM – 3:30PM Cyber Threats & Vulnerabilities to Small & Mid-Sized Companies

3:30 PM – 4:15 PM Acquisition, Technology & Innovation
Dr. David A. Honey, Ph.D., Director for Science & Technology, Assistant Deputy Director of National Intelligence for Science & Technology, ODNI

4:15PM – 5:00 PM What Can Business Do?

DHS Business Continuity tool
FBI Resources

Keynote: Dr. David A. Honey, Director for Science & Technology, Assistant Deputy Director of National Intelligence for Science & Technology, ODNI

Dr. David Honey serves as the Director for Science & Technology and Assistant Deputy Director for National Intelligence for Science & Technology for the Office of the Director of National Intelligence. Dr. David A. Honey joined the DoD’s Office of the Director, Defense Research and Engineering as the Director for Research on 31 August 2009. Dr. Honey was responsible for policy and oversight of DoD Science and Technology programs from Basic Research through Advanced Technology Development. He was also responsible for oversight of DoD laboratories, ensuring the long-term strategic direction of the Department’s S&T programs, and for developing those technologies needed for continued technological superiority of US forces. Before assuming this position Dr. Honey was the General Manager and Senior Vice President of the Defense Sector for Information Systems Laboratories (ISL), a small business pursuing science and engineering innovations in the fields of advanced sensors, communications, UAVs, adaptive signal processing, and undersea warfare technology. Dr. Honey also served on the Air Force Scientific Advisory Board. Dr. Honey was the Director of the Defense Advance Research Projects Agency (DARPA) Strategic Technology Office (STO), Director of the Advanced Technology Office (ATO), and Deputy Director and Program Manager of the Microsystems Technology Office (MTO). While at DARPA he led efforts in optoelectronics, networks, communications, information assurance, network-centric-warfare applications, information assurance, sensor systems, space and near-space sensors and structures, maritime technology, underground facility detection and characterization, alternative energy, and chemical-biological defense.

Keynote: Frank Montoya, Jr., Counterintelligence Executive, Office of the National Counterintelligence Executive (ONCIX)

Frank Montoya, Jr. began his career as an FBI special agent in May 1991 and reported to the San Antonio Field Office, where he worked violent crime and fugitive investigations. He established and led activities of the division’s fugitive task force. Montoya also worked temporarily in the Oklahoma City Field Office to assist in the Alfred P. Murrah Federal Building bombing investigation. In April 2000, Montoya was promoted and worked at FBI Headquarters. He oversaw national security investigations and operations. During this time, he assisted in the Robert Hanssen investigation. Montoya transferred to the Milwaukee Field Office in November 2002. He served as supervisor and oversaw the counterintelligence squad and several national security investigations. Montoya returned to FBI Headquarters in December 2005, was promoted to unit chief in the Counterintelligence Division, and participated in the establishment of the National Cyber Investigations Joint Task Force. He moved to the West Coast in July 2007 and worked in the San Francisco Field Office as assistant special agent in charge in the counterintelligence branch.

Joan McCarroll, Director, Systems Engineering and Integration (SE&I) Center of Excellence

In her role as SE&I COE Director, Joan is responsible for establishing and promoting TASC’s best practices and processes in SE&I, program protection and cybersecurity including insider threat analysis. In her current role, Joan identifies Leading Practices in SE and deploys them across the company resulting in innovative solutions for our customers. In the area of program protection, Joan has expertise in both external and internal threat assessment and protection. Since joining TASC in 1990, Joan has performed and led end-to-end technical efforts in support of operationally deployed systems, systems under development, and future system architecture studies. She has held senior program management positions supporting the intelligence community in secure communications and SIGINT. Joan received her BSEE from Drexel University and her MS in Systems Analysis and Management from George Washington University. She has also attended Executive education courses at Darden and Strategic Marketing at the University of Chicago.

Kathy Mills, Corporate Security Officer/Security Director, CENTRA Technology, Inc.

Kathy joined CENTRA Technology, in November 2008 as the Corporate Security Officer/Security Director. She is responsible for all aspects of CENTRA’s Security operations, including personnel security, program security, physical security, and Information security, at both CENTRA’s Arlington and Burlington locations. Kathy has over twenty years experience in security including management of day-to-day operational security, personnel management, administration, and maintaining all aspects of a security program under the National Industrial Security Program.

Randy Trzeciak Senior Member of the Technical Staff, Software Engineering Institute’s (SEI), CERT, Carnegie Mellon University

Randy Trzeciak is currently a Senior Member of the technical staff for the Software Engineering Institute’s (SEI) CERT Program. Mr. Trzeciak is a member of a team in CERT focusing on insider threat research. The studies analyze the physical and online behavior of malicious insiders prior to and during network compromises. Other insider threat research uses system dynamics modeling for risk analysis of the impacts of policy decisions, technical security measures, psychological issues, and organizational culture on insider threat. Mr. Trzeciak also is an adjunct professor in Carnegie Mellon’s H. John Heinz School of Public Policy and Management. Prior to his current role in the CERT Program, Mr. Trzeciak managed the Management Information Systems (MIS) team in the Information Technology Department at the SEI. Under his direction, the MIS team developed and supported numerous mission-critical, large-scale, relational database management systems.

Dec. 16: Business Development for Emerging Small Companies

Join the Government Technology & Services Coalition (GTSC) and the Emerging Small Business Group on December 16 to learn about best practices for business development for emerging small companies. Our presenter is Tony Sacco who is the former Vice President of SAIC. He over 40 years of experience in business development, IT systems development, integration and operations. Topics will include:

Introduction to the BD lifecycle from a small business perspective
Challenges and opportunities in each phase
Strategies and techniques to be successful at BD

About Mr. Sacco

Mr. Sacco has over 40 years professional and management experience in the fields of Business Development, IT Systems development, integration and operations. A majority of his experience was and is involved in the management of significant, fixed price, software intensive, development, systems integration and O&M programs for the federal government. His last responsibility, before retiring, was the SAIC program manager for the Department of Homeland Security (DHS) EAGLE $1.25B IDIQ program which included winning and executing over 40 competitive Task Orders. His previous assignment includes more than 7 years of IT program management on DHS and predecessor agency contracts, leading a $400 million IT engineering services program. Mr. Sacco is a PMI-certified PMP and an experienced earned value methodology (EVM) instructor with real-world ability in implementing solu¬tions for large federal programs. As program manager on a major IT services contract, Mr. Sacco oversaw critical projects for DHS, including the design and build of the DHS network backbone for OneNetwork, design and imple¬mentation of the Public Key Infrastructure (PKI) facility, and design and implementation of the DHS enterprise architecture (EA). In part, the work that Mr. Sacco led for SAIC re-sulted in SAIC’s selection by Frost and Sulli¬van as the 2005 Homeland Security Company of the Year. He also was the program manager for the development and worldwide deployment of the Navy War Gaming System (NWGS). He holds a BSEE from Polytechnic Inst of NY; a MSOR from New York University and a MBA from Rider University. He is a member of the Program Management Institute (PMP) and a IEEE Life Member He is certified to teach EVM and courses in Business Development, PM and Quality Management.

elaine kap

About the Emerging Small Business Group

The Emerging Small Business Group is open to GTSC members with revenue <$2.5 million. It will focus on understanding the numerous challenges of starting/growing a small business in the Federal space and marshaling GTSC’s vast resources of peers, owners, mentors, subject matter experts and online virtual tools to provide our emerging small business members the knowledge and techniques they need to meet the challenges of growing a business.

Emerging Small Businss Group Chair: Elaine Kapetanakis

Nov. 12: Will you Enter the Lion’s Den?

Calling All IEEE CEO’s…Are you ready to enter the Lion’s Den? IEEE and the Government Technology & Services Coalition invite you to enter the Lion’s Den at a newly designed plenary session at the IEEE Homeland Security Conference this year! Come before the “Lion’s” — to learn how prepared you are to succeed in today’s competitive market. Modeled after the popular television program, “Shark Tank,” the Lion’s Den invites CEOs of small businesses in front of several investors. Those investors will then ask pointed questions about the money making side of the business and uncover whether that company is really prepared, business savvy and ready to take their company to the next level.