Power of Networking in the Government Contracting Industry
#001
Welcome to the first issue of GOVCON Hustle. . . In the beginning, we start with the topic of networking!
Networking - the cornerstone of success in GOVCON. It's no secret that building and preserving relationships are essential for small business owners looking to make their mark on the government contracting space, so each newsletter I publish will have a nexus to this crucial topic. Through interviews with key players, advice from colleagues and highlights about SBs who have made it big, you’ll be sure to find insights here!
The competitive landscape in every sector, from financial management to enterprise IT, is complex and ever-evolving. Even though some may disagree with me on this point; believe it or not, there's enough work for everyone out there! A key part of successful government contracting Business Development (BD) & capture activities involves engaging all players - understanding their capabilities and finding ways you can collaborate together.
GOVCON Business Development is all about leveraging the power of partnerships. To succeed, it's important to look beyond “us” versus “them", and recognize that each industry partner can offer unique capabilities while relying on a capture processes driven by data. Working with a full spectrum of businesses in your field not only helps build relationships, but also opens up both sides to fresh opportunities for collaboration down the road!
How to identify industry partners
Developing solid partnerships is essential to company growth. Growing your business isn't just about ensuring you have the right products and services, but also building relationships with partners who can support those. It takes dedication to cultivate strategic long-term partnerships - one that's mutually beneficial for both parties. Strategic long-term relationships can take 6 to 12 months to build and should focus on identifying 5-7 businesses.
When assessing a collaboration partner, consider their access to vehicles, core competencies & BD capacity, past performance record (as well as technical writing skills), staffing/recruiting capabilities & competitive pricing models – plus ensure ethical reputation for conducting business and their business philosophy aligns to yours.
If you're looking to grow and develop partners at a specific agency or core services offering, the best place to start is with research. Ask yourself some crucial questions like: what vehicles are there at both GSA and Agency level through which buyers procure this type of work? Are successful businesses that have won these contracts easily identifiable in in FPDS or USA Spending databases? And how do I contact them - from their website, LinkedIn profile, GSA E-Library, SBA Dynamic Small Business Search(DSBS), GSA GWAC vehicle POC lists, Sam.gov Entity Search...the list goes on!
Once we have identified a list of businesses who are conducting similar work, we now begin the engagement process.
Connect with the company leadership and business developers on LinkedIn.
Send emails to the POCs identified, providing your company marketing slick and a brief overview.
This should include: Set-asides your company has, Facility Clearance (FCL), certifications like ISO9001, prime vehicles or multiple award schedules, and up to 3 Core Capabilities where you have technical writing, past performance or agency specific access or insight.
Provide 3 times you have available to meet with them in the next week and ask if they are available for a corporate introduction.
When beginning any meeting, don't forget to build rapport and find common ground with the others in attendance. I commonly see people forget to do this and it doesn’t allow for any rapport building or common ground. A great way to do this is through personnel introductions where you can talk about who you are - your name, role within the company and how long have been working there. You could also provide a little backstory such as relevant work history or share something fun like "Anthony likes collecting bourbon". This creates not just an interesting conversation but helps create trust for when getting down into business matters during said meetings!
Keep detailed notes throughout the meeting so you can reference them the next meeting!
After everyone has introduced themselves, do a quick reminder about your company’s core competencies and federal clients you focus on. A good thing to do at this point is mention a couple of opportunities you may be looking at pursuing as a prime or subcontractor. Next, let the other side introduce themselves in a similar manner.
I always suggest in first meetings asking how the other company pursues opportunities, such as who is the POC for opportunity identification or qualification and what kind of process they have such as gate reviews or pipeline meetings.
To cap off the meeting, outline next steps and determine what you both can do to move forward. Is there an opportunity that your companies want to collaborate on? Don't forget about putting a mutual or opportunity specific NDA in place so each company is fully protected-- this sets up trust between partners! Lastly, pencil out another get-together where conversation will pick up from here.
Maintaining the network
Building and nurturing relationships requires a different approach for everyone. For strategic partners, regular communication is essential - it can be as easy as catching up on the phone every two to four weeks or in person over lunch. Consider setting up an opportunity pipeline where both parties have input regarding potential deals; this keeps lines of communication open while staying informed about each other's interests and activities. And don't forget that occasional texts or emails are also helpful!
Building strong and enduring partnerships is essential to success. To ensure that relationships remain valuable, keep your contacts fresh with regular email engagement throughout the year--aim for every 4-6 weeks! Send emails about new opportunities as they come up; be sure to schedule calls no more than every 6-8 weeks to discuss recent awards or updating on information from one's company. Doing so ensures both sides are well connected when there’s finally work ready to pursue together!
As with all partners, follow them on LinkedIn commenting and liking posts! This is a simple way to keep up with everyone and also let them know you see when they receive an award or get a new company certification!
Small Business Highlight - STEMBoard
Now is the time to network and build relationships that could provide valuable resources in your professional journey. Every week, I'm showcasing a small business with an incredible reputation — so make sure you hit 'follow' on LinkedIn! Together we can strengthen our federal community while supporting each other's growth.
STEMBoard, LLC is a cleared, SBA 8(a) certified, Economically Disadvantaged Woman-Owned Small Business (EDWOSB), providing information technology and data engineering services. Based in Arlington, Virginia, STEMBoard delivers quality professional services in data analytics, enterprise IT modernization, and program management for the Department of Defense and other Federal agencies. Founded in 2013 by Aisha Bowe, STEMBoard has delivered over 30 prime and subcontracts at DIA, NGA, DTRA, SOCOM, and DHS. A graduate of the DOD Mentor-Protégé Program and recipient of the DOD’s prestigious FY22 Nunn-Perry Award, STEMBoard is recognized by Inc. 5000 as one of the fastest growing companies in America. STEMBoard holds several industry-leading certifications including: ISO® 9001:2015, ISO 20000-1:2018, and ISO 27001:2013 and appraised for CMMI Level 3/SVS. Follow them on LinkedIn and check out their open positions if your job seeking!
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