How to Win a Government Proposal Before the RFP Even Drops
Let’s rip the Band-Aid off: if your first sight of (some!) government opportunities are when the final solicitations hits SAM.gov, your chances of winning are about as good as getting a coffee at Starbucks without someone spelling your name wrong.
Marketing for Government Contractors: How It Differs from B2B/B2C
If you’re thinking about marketing in government contracting like it’s a regular ol’ B2B or B2C gig, you’re going to have a bad time. Uncle Sam doesn’t care about your TikTok strategy, and procurement officers aren’t browsing Instagram for the next hot IT services firm. This market has its own rules, rhythms, and red tape.
What is Capture Management in Government Contracting—and Why It Matters
Let’s be real: if you’re just waiting for that shiny, huge, $100M RFP to drop before you start thinking about how to win a government contract, you’re already behind. Way behind. Capture management is the art—and hustle—of getting ahead of the competition before the government even knows it’s releasing a big solicitation.
GovCon in the Metaverse? Exploring the (Potentially Absurd) Future of Government Interaction
Okay, deep breaths, everyone. We’ve collectively survived Zoom fatigue, embraced hybrid work, and learned to love (or at least tolerate) Teams meetings. Just when you thought you had a handle on digital collaboration in government contracting, along comes the “Metaverse.”
The Debrief Debacle: How to Actually Get Useful Feedback (and Not Just Polite Platitudes)
The Debrief Debacle: How to Actually Get Useful Feedback (and Not Just Polite Platitudes) You’ve just received the dreaded email: “Notification of Unsuccessful Offeror.” Your heart sinks. Weeks (or months) of blood, sweat, and caffeine-fueled effort, all for naught. But then, a glimmer of hope: “You may request a debriefing.” Ah, the debrief. The promised land of constructive feedback, where you’ll finally understand why you didn’t win. Except, sometimes, it feels less like a productive learning session and more like a polite exchange of niceties designed to avoid a protest, leaving you with more questions than answers. You get the “your proposal was strong, but the winner’s was stronger” line, and you’re left nodding, smiling, and screaming internally. It’s time to turn the debrief debacle into a debriefing advantage. This isn’t about arguing the decision (that’s for the lawyers and protests, if warranted). This is about extracting actionable intelligence that genuinely helps you improve your next bid. Why Most Debriefs Feel Like a Wash (and How to Change It) Government agencies have limitations on what they can disclose (FAR 15.506 is your friend here). They also have a lot on their plate, and sometimes, a debrief is just another item on a long to-do list. The result? Generalities. To get more than platitudes, you need a strategy. Your Actionable Debriefing Playbook: Request It Immediately (Like, Yesterday): The clock starts ticking as soon as you receive the award notification. Submit your written request for a post-award debriefing within three (3) days. Don’t delay. If you miss the window, you might lose your right to a required debrief. Come Prepared – WITH Specific Questions: This is your golden rule. A generic “Why didn’t we win?” will get you generic answers. Review your proposal against the RFP and, if possible, the publicly available award information. Bring the Right Team (Strategically): Don’t go solo. Bring your Capture Manager, Proposal Manager, and key technical or pricing leads. Different people hear different nuances and can ask targeted follow-up questions. Consider not bringing legal counsel unless you are explicitly preparing for a protest – their presence can sometimes make the CO less forthcoming. Listen Actively & Take Diligent Notes: This isn’t a debate. Your goal is to gather data. Listen for keywords, subtle shifts in tone, or anything that sounds like a genuine insight. Assign one person to be the dedicated note-taker. Ask clarifying questions if something is unclear, but remain professional and composed. Submit Follow-Up Questions (If Allowed/Necessary): Some agencies, especially under “enhanced debriefing” procedures (often DoD), allow for follow-up written questions after the initial debrief.1Use this opportunity wisely to get clarification on fuzzy points. Conduct an Internal Post-Mortem: Immediately after the debrief, huddle with your internal team. Compare notes, discuss insights, and connect the feedback to your self-assessment. What did you learn about your processes, your solution, or your understanding of the client? DOCUMENT AND ACT: This is where the magic happens. Turn the feedback into concrete, actionable items in your “Lessons Learned” database. Update proposal templates, refine your capture strategy for similar opportunities, adjust your solutioning approach, or even modify your pricing strategy. Track these improvements. The Real Win: Continuous Improvement A lost proposal isn’t just a lost opportunity; it’s a tuition payment for an invaluable lesson. The debrief is your chance to get a glimpse into the evaluator’s mind. By approaching it with a strategic mindset, asking intelligent questions, and maintaining a professional demeanor, you can transform a polite platitude into the actionable feedback that fuels your next GovCon win. Recent Posts Stay Informed and Inspired! Sign up to receive the design tips and strategies relevant to government contracting. Looking for assistance? Contact us today for a consultation about your project. Contact us Share this article
Subcontracting Survival Guide: How to Find the Right Partners Without Losing Your Shirt (or Your Mind)
Subcontracting Survival Guide: How to Find the Right Partners Without Losing Your Shirt (or Your Mind) In the competitive landscape of government contracting, going it alone isn’t always the smartest strategy. Sometimes, to secure that big prime contract, access a specific set-aside, or simply enhance your capabilities, you need to bring in a partner. This is where subcontracting comes in – a powerful, yet often perilous, pathway to GovCon success. For every strategic alliance that leads to a lucrative contract, there’s a cautionary tale of a partnership gone sideways. Whether you’re a small business looking to team with a large business, or a prime seeking specialized support, navigating the subcontracting landscape requires a clear head, due diligence, and a robust strategy. This isn’t just about finding someone who can do the work. It’s about finding the right partner who won’t cost you your shirt or your sanity. Why Subcontracting? The Upsides Before we dive into the pitfalls, let’s acknowledge why this dance is so popular: Access to Prime Contracts: Small businesses can gain experience and access to large federal contracts otherwise out of reach. Capability Augmentation: Fill gaps in your technical expertise, certifications, or geographic reach. Meeting Set-Aside Goals: Large primes need small business partners to meet their subcontracting plan goals. Risk Mitigation: Share the load and spread the risk on complex projects. Market Entry: Break into new agencies or market segments. The Hunt: Finding Your Ideal Subcontracting Mate This isn’t speed dating. This is strategic courtship. Define Your Needs (and Theirs): Your Gaps: What capabilities, certifications, or past performance are you genuinely missing to win a specific opportunity? Your Value: What unique value do you bring to a potential prime or sub? Don’t just ask; clearly articulate your contribution. Their Needs: Research primes’ current contracts, small business goals, and typical sub needs. For subs, look for primes with opportunities aligned with your capabilities. Cast a Wide, Smart Net: Networking Events: Industry days, agency-specific forums, and small business conferences are prime hunting grounds. Referrals: Trusted industry contacts can offer invaluable insights. Online Databases: SBA’s Dynamic Small Business Search (DSBS), GSA eBuy (for partners on Schedule), agency specific vendor lists, and platforms like GovWin IQ or SAM.gov can reveal potential partners. Even combing through USASpending.gov or FPDS to see who is at your target agencies is a useful exercise. Incumbents/Past Performance: Analyze the winning teams on similar contracts. Who were their subs? Who did they replace? Beyond the Capability Statement: A capability statement is a start, but it’s not enough. Dig deeper. Past Performance: Ask for relevant, verifiable past performance. Not just a list, but details on scope, value, and client satisfaction. Ethics & Compliance: Do they have a clean record? Any red flags with audits or past contract performance? Culture & Communication: This is often overlooked but critical. Do your working styles align? Are they responsive? Do they communicate openly? The Red Flags: When to Run (Not Walk) “We’ll just figure out the scope later.” If a partner is vague about their contribution or expects you to define their role entirely, beware. “We have great relationships, just no performance yet.” Relationships are good, but performance pays the bills. Lack of Responsiveness: If they’re slow to reply during the teaming phase, imagine what they’ll be like when a proposal deadline looms or a contract issue arises. Unrealistic Expectations: They promise the moon (or the entire contract) but lack the demonstrable track record or resources. Poor Past Performance (Especially on Subcontracts): A prime with a history of late payments to subs, or a sub with a reputation for scope creep. “We’ll do whatever it takes to win!” (Without a plan): This often translates to cutting corners or making unsustainable promises. Protecting Your Shirt (and Your Mind): Key Considerations Teaming Agreements (TAs): Get everything in writing. Define roles, responsibilities, scope, pricing terms, intellectual property, confidentiality, and what happens if you don’t win. Communication Plan: Establish clear lines of communication, meeting rhythms, and escalation paths. Scope Definition: Be precise about who is doing what, when, and for how much. Ambiguity is the enemy of profit. Payment Terms: Understand the payment schedule from the prime to the sub, and be prepared for potential delays. Exit Strategy: While you hope for success, what happens if the partnership needs to dissolve? Have a plan. Subcontracting in GovCon is a relationship-driven endeavor, but it’s also a business transaction. By combining strategic networking with rigorous due diligence and clear communication, you can forge powerful alliances that lead to sustainable growth and help you navigate the federal landscape without losing your shirt – or your sanity. Recent Posts Stay Informed and Inspired! Sign up to receive the design tips and strategies relevant to government contracting. Looking for assistance? Contact us today for a consultation about your project. Contact us Share this article
