We Just Won — Now What?

By Paul McTaggart

Hearing you won a major Government contract usually brings tremendous satisfaction! — all the sacrifice and long hours needed to put together a compelling proposal have paid off.  But once the well-deserved celebration winds down, the reality often sets in that now you MUST do ALL of the things you promised in the proposal! You wrote a winning proposal that proves you can do the job. Now you get to prove it all over again by actually doing it.

During the proposal effort, every statement of work requirement had to be addressed or the proposal would be judged non-compliant. Even if there were areas where you did not have the required in-house expertise, you still addressed those areas in the proposal – such as systems engineering, reliability, logistics, Government contracting, compliance, scheduling, planning and reporting. You may have included a plan to demonstrate compliance by using subcontractors or outside consultants, or building an internal capability so that you can eventually do the work in-house.

In the Government’s eyes, performing these disciplines are as important as delivering the product.

If you find yourself needing to build an internal capability, or provide short-term crossover support, we can help.

ClientView assists our clients by bringing a wide range of capabilities to your organization, allowing you to be compliant in areas that you don’t have internal capabilities. With staff members that have previously held high-level roles in the Government and industry, we can bring our in-house resources and our network of partner organizations to your team, adding whatever additional capabilities that you require to win. We can also help you build internal capability in new areas, transitioning our expertise to your staff once the new capabilities are in place and operational.

Are You Preparing for SDI-NG2?

By Luanne Smulsky

The U.S. Patent and Trademark Office (USPTO) has an ongoing requirement for software development and integration professional IT services.

Software Development and Integration – Next Generation 2 (SDI-NG2) is the USPTO’s $1.7B follow-on contract for software development and integration services for Commercial off the Shelf (COTS) products with customized software applications, database applications, and other solutions.  Continue reading “Are You Preparing for SDI-NG2?” »

Take a Fresh Look – This is Not Your Grandfather’s OTA

Even if you are on the right track, you will get run over if you just sit there (Will Rogers)
By Ed Harrington

Other Transaction Agreements (OTAs) have morphed over time since their inception to create opportunities that did not once exist for Government contractors. Originally intended to access “nontraditional” contractors, foster increased technology innovation, and expand the Defense industrial base, OTAs continue to evolve in their utility and application to US Government (USG) contracting. Continue reading “Take a Fresh Look – This is Not Your Grandfather’s OTA” »

Take a Critical Assessment of the Opportunity

Nothing is more expensive than a missed opportunity. Except, of course, pursuing the WRONG opportunity – that is a far costlier mistake.

Recognizing which opportunities to pass on is as important a skill as any in your business development (BD) approach. Unfortunately, it is common practice to sift through opportunity announcements looking for requirement descriptions that most closely align with organizational capabilities. I say “unfortunate” because this path usually leads to writing many proposals pursuing opportunities with a low probability of win (Pwin). Without a proper assessment, Pwin is unknown (at best) AND often falsely assumed to be high based solely on the alignment of organizational ability with the published requirements. Ability to meet the job requirements is where many assessments start, but it’s much more important to know IF you can win. Continue reading “Take a Critical Assessment of the Opportunity” »

“We’ll Worry About That Later If We Win”

We have all felt the intense pressure of a proposal deadline, when we will do just about anything to get a proposal submitted on time. Every requirement and statement of work item outlined in the RFP must be met for the proposal to be acceptable to the customer. During these times of high stress, it is tempting to say, “Just tell them we can do it – we’ll worry about that later if we win,” even if you have no capability or experience in a critical area. Trying to develop a new capability while under contract to deliver it is much like building an airplane in the air — risky business! Continue reading ““We’ll Worry About That Later If We Win”” »

“I Meant What I Said and I Said What I Meant. An Elephant’s Faithful One-Hundred Percent!”

Many of us who grew up with Dr. Seuss will recall this line from ‘Horton Hatches the Egg’ and know that we need to be careful when making promises. The simplest childhood lessons still apply in adulthood – including when you submit a proposal seeking a federal contract or grant. Continue reading ““I Meant What I Said and I Said What I Meant. An Elephant’s Faithful One-Hundred Percent!”” »

Oral Proposals: Presentations that POP

Part 2 – Planning Your Slides

Last November we blogged about CV’s approach to oral proposal development – how our Plan, Organize, Practice process makes your presentations POP. In this blog, we expand upon the Plan phase.

Typically, your PowerPoint Slides serve as your oral proposal’s official record. So, it’s essential they convey your skills, capabilities, and understanding, and, most importantly –establish that your company is the superior choice for the bid. Continue reading “Oral Proposals: Presentations that POP” »

Going With the Flow(chart): Aligning with the Customer’s Organization

It is important to stand out. It is necessary to demonstrate your unique qualifications. It is vital to show that your company deserves the bid because you can supply something superior — something DIFFERENT than the rest. But, not so different that your proposal alienates its evaluators.

RFPs are released in order to locate a company that can best fulfill a need, i.e., a product or service   that is outside the bounds of a given Government agency’s capabilities, so most sections of your proposal are devoted to selling your company’s distinctive offerings. Yet, there is one section that is your opportunity to strike a necessary chord of familiarity: the Management Volume. Continue reading “Going With the Flow(chart): Aligning with the Customer’s Organization” »

Government Customer Wants to Visit? Gotta Let’em In.

Someone’s Knockin’ At the Door.
Somebody’s Ringin’ the Bell.
Someone’s Knockin’ At the Door.
Somebody’s Ringin’ the Bell.
Do YOURSELF A Favor,
Open The Door And Let ‘Em In…

Imagine this scenario, familiar to many contractors:
Two years ago, you landed a large contract producing wigits for a major Government agency. Things seem to be going well, until you begin to hear from the Government’s program manager (PM) about quality issues. As you begin to address those, your key supplier has a production melt-down and misses a delivery, making your next three shipments late. Continue reading “Government Customer Wants to Visit? Gotta Let’em In.” »

Seeing is Believing, but Make the Call Anyway

We all know that RFPs are tightly scripted, highly-detailed documents. Yet, not everything you need to know can be gleaned from reading the RFP. Talking to the potential customer – well before the RFP is released – is essential  before investing large resources in developing a proposal. Continue reading “Seeing is Believing, but Make the Call Anyway” »