According to the recent “State of the Union” address, there will be Government cuts, however DOD and Homeland Defense will not be affected as the intent is to create more jobs. That has the potential to translate into more contracts. Though more contracts do not necessarily mean more growth. A company must be responsive to build the relationships necessary to succeed and grow.

An observation about any business is that growth is limited by relationships, access, and knowledge base. For most small businesses, growth is also challenged by limited resources, either personnel or systems, often times both. Locality and geography also play a factor in access to partnerships, personnel, and Government programs. To expand into new business areas, there are a couple items that an organization needs to consider. First, what marketspace do we want to perform in? What agency is the work for? Do we have knowledgeable subject matter personnel?  Do we have access to the program? Do we have the necessary resources to execute?

There are many considerations that must be addressed. For example, before entering into a new marketspace, we have to determine which one we want to enter. Looking at the Intelligence marketspace alone, there are a lot of options. Is the work just Intelligence or is it ISR? Which component does the work entail; SIGINT, HUMINT, FISINT, MASINT, OSINT, ALL SOURCE, CT, CI? What agency is the work being performed for? There are many differences between Army, Air Force, and Navy work. Do we want to limit the work to DoD, or target all of the other 18 members of Intelligence Community (IC) such as FBI, NGA, NSA, DOE, or the CIA. There are also the support mechanisms to consider, such as analysis and language operations. Many non-members of the IC have significant Intelligence capabilities as well, like TSA and CBP. For small businesses, all this has to be analyzed and determined with limited resources. Therefore, before we jeopardize our ability to be responsive, we need to narrow our focus.

We know that responsiveness is the key to successful performance. Winning work is only part of the equation; execution is critical. This means that resources must be immediately available to ensure responses are fast, pertinent, and valuable. The processes used to deliver responses must be efficient and effective, 24/7/365. The growth of every business takes, time, money, and resources as well as a defined process to target opportunities.

A company must be responsive to both its employees and its customers. Responsiveness in turn builds relationships. Relationships are critical to company growth. A company is only as a good as its reputation. If the company only wants the contract and then fails to execute, then its reputation will be damaged and there will be no sustained growth! We know from experience that agile, responsive execution leads from one opportunity to another. Even as a subcontractor, exceeding expectations through successful execution highlights the value of our expertise and responsiveness.

We understand that contracting offices are busy, so they choose to work with companies they know they can count on regardless of the work. That trust allows the contracting officer and the company to target new opportunities together, supporting different agencies or types of work. Building strong relationships based upon responsiveness, quality, and trust lead towards long-term and sustainable business growth. We understand that developing and maintaining those strong relationships, supported by extraordinary responsiveness, is the key to our success.

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