BLUF: In Northern Virginia, new GovCon firms don’t lose because they can’t deliver; they lose because evaluators can’t quickly see proof. From day one, build a mission-focused website (not a cookie-cutter GoDaddy/Wix template), spin up micro-niche landing pages for each target agency, and pair them with sharp, 508-ready capability docs optimized for AEO so contracting officers and primes find you, trust you, and act. Do this, and your top-10 startup hurdles: registrations, past performance, CMMC, pricing, vehicles, proposals, pipeline, cash flow, talent, and differentiation, become a process, not a brick wall.
Table of Contents
- What Is the RFP Process?
- How the Government RFP Process Really Works
- RFP Requirements That Decide Winners and Losers
- Understanding the RFP Contract Lifecycle
- Where Government Buyers Find U.S. Defense Contractors
- Multi-Industry Defense Contractors and Why They Matter
- The Role of Government Contractor Website Development
- SDVOSB Teaming Agreements Explained
- How U.S. Military Contractors Position for Long-Term Wins
- Common RFP Mistakes Contractors Make
- Final Takeaways for Defense and Government Contractors
As a former federal official turned contractor and digital strategist, I’ve spent decades navigating the Request for Proposals (RFP) process from both sides of the table. In that time, I’ve seen how U.S. defense contractors succeed (and struggle) in a multi-industry marketplace where technology, services, and manufacturing often intersect. In this comprehensive guide, I’m going to demystify the government RFP process and share firsthand insights on how defense and government contractors can position themselves to consistently win contracts.
Why listen to me? I’m Daniel Scott H., Founder of HILARTECH, LLC – a Service-Disabled Veteran-Owned Small Business (SDVOSB) and federal contracting web design firm. My background includes roles as a U.S. Navy Chief, FBI official, and DHS cybersecurity policy lead. I’ve been the guy reviewing proposals inside government agencies, and now I’m the one helping contractors present their best face to those agencies. This means I understand how the government RFP process works, which requirements determine winners and losers, and how factors such as multi-industry capabilities, teaming agreements, and a strong digital presence all contribute to long-term success.
In this report-style blog, I’ll cover everything from RFP basics and lifecycle to advanced tactics for U.S. military contractors. Each section is clearly labeled, so feel free to skip around or bookmark for later. You’ll also find actionable takeaways, internal resource links, and even suggestions for tools like an RFP checklist you can use to avoid common pitfalls. Let’s dive in.
1. What Is the RFP Process?
RFP stands for Request for Proposals, and it’s a formal process the government (and many private-sector organizations) uses to solicit detailed proposals for complex projects. In plain terms, an RFP is how government agencies ask contractors: “Here’s what we need – who can do this for us, and how will you do it (and at what cost)?”
Defining RFPs (Request for Proposals) in Government Contracting
In the government RFP process, an agency identifies a need and issues an RFP document outlining the project requirements, evaluation criteria, and submission guidelines. The RFP typically includes a Statement of Work (SOW) or Performance Work Statement (PWS) describing what the agency wants done, instructions on how contractors should format and submit their proposals, and the criteria by which the proposals will be judged. Contractors who believe they can fulfill the need then prepare detailed proposals explaining exactly how they will meet the requirements – including their technical approach, management plan, past experience, and pricing.
Why the Government Uses RFPs (Purpose and Objectives)
Once proposals are submitted, the agency evaluates them against the stated criteria and selects a winner (or winners). The goal is to award a contract to the contractor that provides the best solution and best value for the government, not always the cheapest, but the one that offers the optimal combination of quality and cost. This whole sequence – from RFP issuance to contract award and beyond – is often referred to as the RFP process or the federal procurement process. Securing federal contracts requires multiple stages, from needs identification through contract closeout.
RFP vs RFQ vs RFI: What’s the Difference?
It’s important to understand that an RFP differs from other solicitations. The government uses Requests for Quotation (RFQ) for simpler procurements (often lowest price bids) and Requests for Information (RFI) or Sources Sought notices to do market research before an RFP. But when it comes to substantial, complex, or high-value projects – especially common in Defense Department procurements – the RFP is the tool of choice. RFPs invite more than just a price; they invite a plan, a team, a demonstration of capability.
Key characteristics of the RFP process:
- Formal and Structured: The RFP process is governed by procurement regulations, such as the Federal Acquisition Regulation (FAR). It’s meant to ensure transparency, fairness, and competition. That means every RFP comes with a strict format and deadlines that contractors must follow.
- Competitive: Typically, multiple companies will compete for the same RFP. It’s not unusual for a dozen or more defense contractors – from large primes to small specialized firms – to submit proposals on a single opportunity. This competitive aspect is why mastering the process is so crucial for contractors.
- Multi-Industry Scope: A single defense RFP can cut across several industries or disciplines – for example, a contract to develop a new military technology might require expertise in software development, cybersecurity, manufacturing, and training all at once. In today’s marketplace, “defense contracting” is inherently multi-industry. Contractors often need to either possess or team up for a broad range of capabilities to cover all aspects of an RFP.
For example, if the U.S. Air Force issues an RFP for a cybersecurity system upgrade, the lead requirement might be software development (tech industry), but the project could also involve telecommunications, cloud services, compliance (industry standards), end-user training, and ongoing maintenance (service industry). A contractor that has multi-industry capabilities – or partnerships across industries – will be better positioned to offer a comprehensive solution. We’ll dive more into “multi-industry defense contractors” in a later section, but suffice it to say, the ability to bridge multiple domains is increasingly an advantage in winning modern defense contracts.
Finally, it’s worth noting the stakes: Federal RFPs, especially in defense, can be multi-million or even billion-dollar contracts spanning years. Winning one can transform a business’s trajectory – and losing one can be a big setback. That’s why experienced government contractors treat the RFP response process as seriously as any core business operation.
Pro Tip: If you’re new to federal contracting, start by carefully reading a few sample RFPs on SAM.gov (System for Award Management). Look at the structure: typically Sections A through M in a DoD RFP, covering everything from the solicitation form, scope of work, instructions to offerors, and evaluation factors. Getting familiar with the anatomy of an RFP document will make the whole process less daunting.
Now that we’ve defined what the RFP process is in theory, let’s talk about how it really works in practice within government agencies.
2. How the Government RFP Process Really Works
On paper, the RFP process is straightforward: identify need → issue RFP → receive proposals → evaluate → award contract. In reality, government procurement is a complex dance of requirements, regulations, and human factors. Having been on the inside of federal agencies, I want to pull back the curtain a bit on how the government RFP process really works behind the scenes.
Step-by-Step Breakdown of the Federal RFP Cycle
First, understand that long before an RFP is released publicly, a lot has already happened internally:
- Planning and Funding: An agency doesn’t just wake up and decide to issue an RFP. The process often begins months or years earlier, when program managers or military commands identify a need. They must justify the need and secure budget allocation. Especially in defense, programs are planned within the PPBE (Planning, Programming, Budgeting & Execution) process. By the time an RFP is issued, funding has usually been approved (or is pending congressional approval), and the scope is fairly well defined.
- Market Research & RFI Phase: Before writing an RFP, agencies frequently conduct market research. Contracting officers and small business specialists might search for available contractors in databases, issue RFIs (Requests for Information) or Sources Sought notices to gather information on industry capabilities, and even host Industry Days where interested companies can ask questions and learn about upcoming opportunities. If you see an RFI or draft RFP, take it seriously and respond – it’s a chance to influence the final RFP and get noticed by the buyer. Many contractors make the mistake of skipping this, but participating in pre-RFP market research can give you a leg up. I’ve personally seen cases where industry feedback led to adjustments to the requirements, favoring those who engaged early.
- Incumbents and Competition: Often, an RFP is for work that’s currently being done by someone else (an incumbent contractor). This means the incumbent likely has an advantage – they know the work intimately. However, they also have a track record that will be scrutinized (past performance), and they can’t become complacent. On the government side, I saw incumbents lose because they assumed they had it in the bag and didn’t submit a stellar proposal (a classic “assuming you’re a shoo-in” mistake). Meanwhile, a hungry competitor might outshine them with a fresh approach. Bottom line: the government tries to give everyone a fair shot, but context matters. Incumbent or not, never assume a win – earn it with a great proposal.
Now, inside the government, once proposals come in, here’s what happens:
- Compliance Check (Gate 1): The very first pass is often a compliance screening. The contracting officer’s staff will check: Did you submit on time? Did you follow the formatting instructions (page limits, font size, required forms)? Did you sign all required sections (like the SF-33 form or amendments)? If you miss any mandatory RFP requirements, your proposal could be rejected without even reaching evaluation. This is zero-tolerance stuff. I’ve sat on source selection teams where we had to discard proposals for being late by a few minutes or forgetting a minor form – painful for the bidder, but rules are rules.
- Technical Evaluation: The agency assembles a Source Selection Evaluation Board (SSEB) or a technical evaluation team. These are subject matter experts who will read your Technical Proposal (and sometimes Past Performance and Management sections, depending on how it’s structured). They score each section against the evaluation factors stated in the RFP. For example, if Factor 1 is Technical Approach, they might have subfactors with point values or adjectival ratings (e.g., Outstanding, Good, Acceptable, etc.). Crucially, they can only evaluate based on the criteria in the RFP and the content of your proposal – nothing else. They will document strengths, weaknesses, deficiencies, and risks for each proposal. If you fail to address a requirement, that’s a deficiency. If you propose something above and beyond, that might be noted as a strength.
- Past Performance Evaluation: Another team might separately review Past Performance references (sometimes the technical team does it). They look at your past contracts – how relevant they are to this work, and how well you performed (using CPARS ratings or reference checks). Past performance is a key indicator of future success. If you have no past performance, the FAR says you get a “neutral” rating (shouldn’t be penalized), but let’s be honest: in practice it can still make agencies nervous if one bidder has stellar relevant projects and you have none. This is why new contractors often team with more experienced ones (so they can cite the team’s collective past performance).
- Cost/Price Evaluation: Meanwhile, the contracting officer and perhaps pricing analysts will review the Price Proposal. They check for completeness, whether you’ve accounted for all tasks, and evaluate cost realism (especially for cost-reimbursable contracts). If it’s a fixed-price contract, they’ll compare prices among bidders for reasonableness. If the RFP is Lowest Price Technically Acceptable (LPTA), they will likely first eliminate any proposal that’s not technically acceptable, then simply pick the lowest priced among the acceptable ones. If it’s a Best Value Tradeoff, then they will weigh how much better a higher-priced proposal is versus its extra cost.
- Source Selection: The Source Selection Authority (often a senior official) receives the evaluation reports and comparative analysis. In a best-value RFP, they might choose a higher-priced offer if it has significantly better technical ratings or lower risk – but they must justify that decision in writing. If two proposals are technically equal, price can become the tiebreaker. There is often a meeting where the evaluation board presents findings, and selection is made. The government is meticulous here because a flawed source selection can lead to a bid protest by a losing bidder. (Protests are common in defense contracting – essentially a legal challenge to the award, which can delay or overturn results if the process was not fair.)
- Award and Negotiation: Once the winner is chosen, the agency may conduct final negotiations or clarifications (especially if it’s a negotiated procurement or if discussions were held). Finally, they award the contract. Unsuccessful offerors get notified and have the chance to request a debrief to learn why they lost – something I highly recommend you always do, win or lose, to improve your next proposal.
That’s the official flow, but here are some real-world truths about the RFP process in government:
- Relationships and Communication: Government procurement officials are human. While strict rules prevent any favoritism, good communication and professionalism go a long way. If you submitted questions during the Q&A period, participated in industry day, or otherwise showed engagement, the agency sees that. It can’t win you the contract outright, but it means you’re on their radar. Always be respectful and concise in any communication; contracting folks are busy and often juggling dozens of procurements.
- Behind Schedule Pressure: Often, by the time an RFP is issued, the program is under time pressure. Maybe funding will expire if not obligated by a certain date, or an existing contract is ending soon. This means the evaluators and contracting officer are hustling. If proposals come in huge and bloated (beyond what was asked), that’s actually a negative – evaluators appreciate when a contractor follows instructions exactly and makes their job easier. Clarity and compliance can win over a proposal that is technically brilliant but convoluted or non-compliant.
- Iterative Process: Sometimes an RFP might be canceled and re-issued, or go through amendments extending deadlines or changing requirements. This might happen if industry feedback indicates something was off, or funding changes, or priorities shift. It’s frustrating for contractors, but it happens. Always monitor RFP updates on the official site and respond to amendments quickly.
- Source Selection Sensitivities: The government takes procurement integrity seriously. Evaluators operate in isolation (often each evaluator reads independently before consensus meetings). They do not browse your website during evaluation (they must stick to the proposal). However, they might have some familiarity with your company from prior experience or market research. One reason I emphasize having a strong website and branding (I’ll cover later) is for the market research phase and for when primes or others vet you, not for when the sealed proposals are in review. During evaluation, it’s all about what’s on the page.
In summary, the government RFP process really works like a highly structured competition, but one influenced by preparation and information. The best contractors treat it not as a one-off bid, but as a strategic campaign: they gather intel beforehand, position their team, ensure strict compliance in the proposal, and communicate their value clearly. It’s a ton of work – I often tell clients responding to an RFP is almost like taking on a project in itself, requiring a team (writers, solution architects, pricing experts, editors, etc.) and many hours.
From my perspective, the proposals that win are not just those that meet the requirements on paper, but those that manage to tell a compelling story: Why our team offers the lowest risk and highest reward to the government. The technical volume shows you understand the problem and have a sound approach. The management volume shows you have the right people and quality controls. The past performance shows you’ve done similar things successfully. And the price volume shows you’re offering a fair deal. When all those pieces align, your chances of winning go way up.
We’ll talk soon about specific RFP requirements that decide winners and losers, but one last insight on “how it really works”: the government wants successful outcomes. That seems obvious, but it’s worth remembering. The evaluators and contracting officers aren’t looking to trick anyone or pick an inferior proposal – they genuinely want the best contractor for the job because their mission success depends on it. If you can convince them through your proposal that you understand their mission and will deliver, you’ve already aligned your interests with theirs. It then becomes easier for them to justify choosing you, even if you’re a bit more expensive or less experienced than another bidder, because they see the value. Always keep that mission focus in mind when dealing with the RFP process.
3. RFP Requirements That Decide Winners and Losers
Not all proposal efforts are equal – some proposals come in as clear winners, others are easy cuts. In this section, I want to focus on the specific RFP requirements and factors that often determine who wins and who loses in a federal contract competition.
These are the factors that, in my experience, move the needle most when evaluators score proposals. As a contractor, if you get these right, you dramatically improve your win probability; if you get them wrong, no amount of optimism or relationships will save you.
Let’s break down the key elements:
1. Compliance with Instructions
This one’s non-negotiable: Follow every instruction in the RFP to the letter. Many RFPs include a section (often Section L) with “Instructions to Offerors” and a section (often Section M) with “Evaluation Criteria.” It’s not thrilling reading, but treat it like gospel. If they say 12-point Times New Roman font, you use it. If they say 1-inch margins, do it. If they ask for three past performance examples, don’t give two or five – give three. These might sound trivial, but noncompliance can and will get you disqualified early. Government evaluators often use a compliance matrix to check whether a proposal addressed all requirements and adhered to all instructions. A common RFP mistake is failing to thoroughly review the RFP and overlooking crucial details. Don’t be that contractor.
Tip: Create a compliance matrix for your proposal. This is a checklist (often a spreadsheet) that lists every requirement from the RFP and where in your proposal you respond to it. This ensures nothing falls through the cracks. It’s painstaking, but it’s what separates professional proposal shops from amateurs. Many “losers” in RFPs simply failed to submit what was asked for, in the way it was asked.
2. Understanding of the Requirements
Often an RFP will implicitly or explicitly assess your understanding of the project requirements. If an agency senses you don’t “get” what they need, they’ll be very hesitant to select you. Show that you understand their problem in your own words before proposing a solution. One effective technique is to restate the mission objectives and challenges in the introduction of your technical proposal: e.g., “The Department of X is seeking to modernize its Y system to improve Z – this requires overcoming challenges in A, B, C. We understand how critical it is to [specific outcome].” When I was an evaluator, I often looked for signs of genuine insight – has this company done their homework on the agency’s specific environment? Are they just pasting a generic answer, or do they reference the agency’s mission and constraints? The contractors who demonstrate empathy for the agency’s goals and pain points tend to score higher.
How do you gain that understanding? Research and listening. Read any reference documents provided. Attend the pre-proposal conference or industry day if offered. Ask thoughtful questions during Q&A. Also, research the customer: their strategic plans, recent news, prior contracts. You might uncover hints of what they really care about. An RFP might not spell every detail out, but you can infer priorities by reading between lines. For example, if an RFP mentions “must comply with DOD Instruction XYZ” or “interface with System ABC,” and you know from research that System ABC has some quirks or known issues, addressing that in your approach shows you’re ahead of the curve.
3. Technical Solution & Innovations
The heart of your proposal is the technical approach (or whatever the main delivery approach is for services). This is where you explain how you will do the work. The winner’s proposal usually has a clear, credible, and preferably innovative solution. By innovative I don’t necessarily mean you need to propose cutting-edge tech (unless that’s called for), but you should find ways to differentiate your approach from the competition. Remember, the government will get multiple proposals that all say “we will meet your requirements.” You need to say how in a way that stands out.
Ways to differentiate:
- Present a methodology or framework you use that is proven. For example, “We will execute software sprints using our CMMI Level 3 Agile process, which we have successfully used on similar DoD projects to cut delivery time by 20%.” That specificity and proof can set you apart.
- Address risk proactively. Identify the biggest risks in the project and explain your mitigation plan. This scores points because agencies worry about risk; if you show you’ve thought it through, you seem like a safer bet.
- Include a value-add if you can afford it. Perhaps you offer something beyond the requirements at no extra cost – say, an additional training session, or an improved warranty, or a small innovation the government didn’t explicitly ask for but would appreciate. Make sure any value-add is clearly labeled as “at no additional cost” and is truly aligned to the customer’s goals (no one cares about a free widget that’s unrelated to the mission).
- If the RFP allows, use graphics or tables to make your solution clear. A well-thought-out diagram of your technical solution or project schedule can often convey in one page what 5 pages of text might not. Evaluators love clarity.
Remember that proposals are scored against evaluation factors. If Technical Approach is the highest-weight factor, invest your best minds in that section. If the RFP, for instance, says they will evaluate how well your approach meets the requirements and the feasibility of your schedule, then you must specifically cover those bases: explicitly state how each requirement will be met (maybe with a compliance matrix or crosswalk) and include a credible schedule with key milestones. If you leave something ambiguous (“we will try our best to meet your needs”), that’s weak. If you say, “We will deliver Feature X by Month 3, which meets Requirement Y (per RFP Section C.5) and aligns with the agency’s need to have operational capability by the start of FY quarter 2,” that is much stronger and shows you paid attention.
4. Past Performance and Relevant Experience
We touched on this earlier – Past Performance is often a make-or-break factor. Government evaluators will scrutinize not just what work you did before, but how similar it is to the current project and how well you performed. A frequent scenario: one bidder might have direct experience doing exactly the requested work for a different agency; another bidder might be excellent in general but new to this specific area. The first bidder will usually have an edge if they can prove their success. That’s why, whenever possible, you want to highlight projects that closely mirror the scope, size, and complexity of the RFP at hand.
If you lack direct past performance, you can still play to win by highlighting the experience of your team (key personnel) or partners. The FAR allows considering the past performance of key personnel or subcontractors if relevant. So, for example, if you’re a small business going after a cybersecurity contract but you personally have years of cybersecurity work from a prior job, mention that as a strength of key personnel. Or team with a company that has that past performance (we’ll talk about teaming in the next section too). In your proposal, be explicit: “While [Your Company] is a newer entrant in this domain, our proposed Project Manager led a similar cybersecurity implementation at Department Z with outstanding results. We are also partnering with [Subcontractor] who brings 10 years of experience in X – together, our team has a combined 20 years doing precisely what is required here.”
Don’t assume evaluators will connect the dots – you must clearly connect them yourself. If you have excellent CPARS (Contractor Performance Assessment Reporting System) ratings or award fee scores from previous contracts, mention them (if not precluded by page limits). For example: “Received 100% Exceptional ratings on all six evaluated areas of contract ABC (CPARS, 2023)” – that leaps off the page.
Another tip: Past performance isn’t just about numbers, it’s about narrative. In your past performance write-ups, don’t just list what you did; emphasize outcomes and relevancy. “Developed and delivered new logistics software for Army base Y, completing the project 2 months early and achieving 30% faster processing of supply requests.” Then tie it: “This illustrates our ability to deliver complex IT solutions in a military environment similar to the one required by this RFP, mitigating risk for the government.” You’re effectively saying, we’ve done it successfully before, so trust us to do it again.
One more thing: if you have negative past performance somewhere (maybe a bad CPARS or known issue), there’s a chance the government knows about it (especially if it’s referenced in an official database). Always answer truthfully if asked in the proposal about any issues, and explain what you learned or how you fixed it. It’s better they hear it from you with an explanation than discover it themselves and think you were hiding it.
5. Key Personnel and Team Qualifications
Many RFPs, especially for services, require you to propose Key Personnel – specific roles like Project Manager, Lead Engineer, etc., often with resumes. The government may even dictate minimum qualifications for these roles (e.g., PMP certification, certain years of experience, degree requirements). Having the right people on your team is absolutely a deciding factor. In evaluations, I’ve seen a fantastic technical approach lose because the proposed key staff didn’t meet the qualifications or were clearly under-experienced. On the flip side, I’ve seen agencies essentially choose a team because “they have Joe Smith as the lead and he’s a recognized expert in this field”. That star power or just solid expertise can swing things.
So: never nominate key personnel casually. Make sure they meet all the requirements and then some. Include letters of commitment if required (or even if not required, it shows they are truly on board). If a resume has impressive achievements, consider highlighting or bolding a few that directly tie to the RFP needs (“Led a team of 50 in developing a satellite communication system for USAF – similar in scale to this project”). Ensure your key personnel section answers the mail if there’s an evaluation subfactor for personnel.
Likewise for overall team qualifications: if you are teaming or subcontracting, explain the rationale. The government will evaluate whether your team composition makes sense. If you are a multi-company team, clearly delineate who does what and why that’s the best mix. For example, “We formed a teaming arrangement with XYZ Corp to leverage their unique testing facility for aircraft, a capability few companies possess. This ensures all flight hardware in our proposal will be thoroughly vetted, reducing risk for the Air Force.” That kind of explanation can turn a potential question (“Why two companies?”) into a strength (“Ah, they combined to cover all bases”).
For small businesses: if you’re going after a project that is large, it’s fine to subcontract to larger companies or specialists to shore up capabilities, but be mindful of small business participation rules (many RFPs require a certain % of work by the prime if small, and if you’re small you must do a meaningful portion yourself, often 51%). Also if it’s a small business set-aside, they’ll evaluate your Subcontracting/Teaming Plan to ensure you aren’t just fronting for a big subcontractor. So plan a credible distribution of work.
6. Pricing Strategy
Let’s talk price. Pricing is tricky because it has to be competitive yet sustainable for your business. In an RFP, the lowest price doesn’t always win (unless it’s explicitly LPTA or if all else is equal). The government looks for best value, but you can’t ignore that price is usually a significant factor.
What decides winners/losers in pricing:
- Realism and Consistency: If you underbid unrealistically, agencies might conduct a cost realism analysis and could reject your bid for being too low (if it’s a cost-type contract) or at least score it as high risk. If you overbid significantly, you price yourself out. A good practice is to research what similar contracts have cost (resources like FPDS or usaspending.gov can show you past contract awards) to ensure you’re in the right ballpark. Also, ensure your pricing is consistent with your technical approach – if you promise a huge level of effort or advanced solution but your price budget seems too small to cover it, evaluators will notice the disconnect.
- Transparency: Provide a clear basis of estimate. If the RFP doesn’t require detailed breakdown, giving one anyway (in a cost volume or in an appendix) can help justify your costs. E.g., “Our price of $X is based on Y hours of labor at specified rates, plus materials cost of $Z, etc.” When evaluators see how you built the price, they can judge if it’s reasonable. This can set you apart if others just throw a number and the government is unsure if they understood the scope fully.
- Compliance with Cost Instructions: If the RFP asks for specific pricing tables or uses a government cost model, fill them meticulously. A common mistake is ignoring cost instructions or assumptions provided. For instance, if they say “assume 2,000 hours per year for each full-time person” or “travel costs will be evaluated as offered but not contracted,” follow that exactly.
- Small Business / Socioeconomic Considerations: Some competitions, even full-and-open ones, consider whether you are a small business or have a good Small Business Subcontracting Plan (for large primes). If the RFP requires a plan for how you’ll involve small businesses, that can be a discriminating factor. Likewise, if there are evaluation preferences (like HUBZone price preference where they give a 10% price eval credit to a HUBZone firm), that can effectively decide a winner if it’s a close race. Always highlight if you have a special status or are using one to the government’s benefit (e.g., “As an SDVOSB prime, our proposal meets the agency’s goal of engaging veteran-owned businesses, and we will also subcontract 20% to HUBZone-certified firms, exceeding the solicitation’s requirements.”).
7. Differentiators and Innovation (Bonus Points)
After covering all the basics above, consider what makes your company uniquely suited to this job and make sure that comes across clearly. This could be:
- A proprietary technology or tool you will use.
- Deep prior knowledge of the agency’s environment (perhaps you have former agency personnel on staff – if so, ensure no conflict of interest, but their insight is valuable).
- Exceptional quality processes (CMMI, ISO 9001, CMMC Level 2+ if relevant to cybersecurity, etc. – mention these certifications as they often appear in evaluation as strengths).
- Faster delivery timeline or an ability to surge resources if needed (e.g., you have a pool of cleared candidates ready to hire, which can shorten ramp-up).
- Strong financial stability or existing facilities if that’s relevant (like you already have a cleared facility or secure lab that the project can use from day one).
A word of caution: differentiate on things that matter to the government buyer. Don’t tout a feature that’s irrelevant or marginal. I see this in some losing proposals – they brag about an award they got or a fancy office building, which doesn’t answer the government’s actual needs. Stick to value propositions that align with the customer’s priorities.
8. Presentation Quality
It may seem superficial, but the professionalism of your proposal document itself can sway opinions. This includes:
- Clear organization (use headings and subheadings mirroring the RFP sections so evaluators can easily find where you address each item).
- Clean, typo-free writing. Grammar or spelling mistakes, or copious jargon and buzzwords without explanation, can hurt credibility. An evaluator might think, “If they can’t proofread or communicate clearly, how will they perform the contract?” I always recommend having a fresh set of eyes do a red-team review of your proposal before submission to catch errors and unclear text.
- Consistent formatting. Use the same terminology throughout. If your team name is “Acme Team,” don’t elsewhere call it “Team Acme Solutions” – little inconsistencies can confuse. And ensure any graphics are legible (sometimes we get proposals with images or org charts that are too small or blurry to read – that frustrates evaluators).
- Compliance and responsiveness aside, make it easy for the government to evaluate you. If you can, literally map your proposal sections to the evaluation criteria. Some bidders even label sections like “Factor 1: Technical Approach – [Offeror Name]” etc., so there’s no doubt. Also, if the RFP had a checklist or outline they expected, follow that structure.
9. Q&A and Amendments
Keep an eye on the Q&A responses the government issues and any RFP amendments. Sometimes an amendment will add a requirement or change a due date – failing to acknowledge an amendment can be fatal. Or Q&A might clarify something that you need to address. I’ve seen losing proposals that clearly didn’t account for a Q&A answer (maybe they wrote their draft early and missed that the government said “By the way, all solutions must use XYZ standard,” and they didn’t incorporate that). Staying updated is crucial. Incorporate any changes into your final submission and, if required, sign/acknowledge all amendments.
10. The Offeror’s Overall Credibility
Finally, beyond all the specifics, there’s a somewhat intangible factor of credibility that comes from the sum of all parts. A proposal that checks all the boxes, provides a strong solution, a reasonable price, and has a confident tone (not arrogant, but confident) will leave evaluators with the impression, “This company can do the job, and we won’t regret picking them.” Conversely, a proposal with unanswered questions, vague claims, or too much fluff will sow doubt.
Credibility is reinforced by things like: citing relevant standards, including data or metrics from past successes, demonstrating knowledge of regulations (e.g., you mention compliance with Section 508 accessibility or FAR clauses where appropriate, showing you are not new to federal requirements). If the RFP is for the Department of Defense, for example, and requires certain security clearances or compliance with CMMC (Cybersecurity Maturity Model Certification), explicitly stating your status (“We are CMMC Level 2 certified as of 2024, and our team includes cleared personnel up to Top Secret level”) removes uncertainty and scores points.
One more note on differentiators: In this era, being a multi-industry contractor can be a differentiator if presented right. For instance, if you’re a defense contractor with significant commercial tech experience, you can spin that as “We bring cutting-edge commercial innovation to our government customers, not just traditional approaches.” Government buyers do appreciate innovation when it’s relevant. In fact, an interesting trend: many defense agencies are looking to non-traditional vendors (startups, commercial firms) for new solutions. If you have that kind of multi-industry DNA, highlight the synergy (e.g., “Our experience in the automotive industry electrification will directly benefit this military vehicle project by applying proven EV technologies.”)
To sum up this section: winners pay attention to compliance, understanding, technical excellence, credible past performance, strong team, fair pricing, and clear differentiators. Losers often slip on one or more of those – maybe they missed a requirement, or their price was out of whack, or they just didn’t convince the government they understood the problem. The good news is, all these things are within your control as a bidder. Yes, competition can be tough, but by focusing on these key requirements, you put your best foot forward.
Actionable Takeaway: Before submitting any proposal, do a rigorous final check: put yourself in the evaluator’s shoes with the RFP criteria in hand. Score your own proposal. Did you answer every requirement? Did you make it easy to find each answer? Are your strongest selling points clearly stated (not buried)? Did you eliminate generic fluff and tailor everything to the client? This self-evaluation can highlight last-minute fixes that turn a mediocre proposal into a winning one.
Next, we’ll take a step back and look at the RFP contract lifecycle – understanding not just the proposal phase, but the whole journey of a contract from cradle to grave, because savvy contractors plan for the long game.
4. Understanding the RFP Contract Lifecycle
Winning an RFP is not the end – it’s just one milestone in the broader contract lifecycle. Understanding this lifecycle is crucial because it helps contractors anticipate next steps, manage ongoing obligations, and even position themselves for future opportunities. In this section, I’ll break down the key phases of a government RFP contract’s lifecycle, from pre-solicitation all the way to contract closeout (and re-compete). By grasping this, you can not only strategize to win contracts but also execute them successfully and leverage them for long-term growth.
Here’s an overview of the typical lifecycle of a federal contract initiated by an RFP:
1. Pre-Solicitation (Planning & Market Research):
Before an RFP is released, the government goes through need identification and market research. The agency defines its requirements and determines acquisition strategy (Will it be full and open? Small business set-aside? Use an existing contract vehicle?). Often, they’ll post Sources Sought notices or draft RFPs to gather input. As a contractor, this is your time to position yourself. Engage with small business offices, attend industry days, maybe even influence the RFP if an agency is open to suggestions. This phase sets the stage for what kind of RFP comes out. If you’re tracking an opportunity early (say through agency forecasts or relationships), you can prepare in advance – lining up partners, getting certified (if it becomes a set-aside, e.g., an 8(a) or SDVOSB opportunity), or even helping shape the requirements through white papers or responses to RFIs.
From the agency side, this phase is about aligning the project with budgets and ensuring they understand the marketplace offerings. It’s also where they decide the type of solicitation – RFP vs. RFQ vs. OTA (Other Transaction Authority) or something. Defense agencies might consider whether to use an IDIQ or GWAC (Government-Wide Acquisition Contract) instead of an open RFP. So, if you’re not on those vehicles, you might miss out (more on contract vehicles in a moment). But assuming it’s an open RFP, we proceed to solicitation.
2. Solicitation (RFP Issuance):
The agency formally issues the RFP (often on SAM.gov for federal contracts over $25k). This is the go live moment for competition. The RFP will include a schedule – typically with dates for a pre-proposal conference, Q&A deadline, and proposal due date. Sometimes they allow a draft review or multiple Q&A rounds if it’s large. The clock is ticking for contractors to craft their proposals.
During solicitation, the agency may interact through posted Q&As to clarify the RFP. They might also issue amendments (say to extend the deadline or fix errors in the RFP).
Internally, the agency is often setting up its evaluation team at this point – identifying who will be the evaluators, securing necessary approvals, etc. There can also be a period (after proposals are in) if they decide to have “discussions” or allow final proposal revisions (common in negotiated procurements if no one hit the mark perfectly and they want to give a chance to improve). But often in best-value RFPs, they aim to award without discussions if a clear winner emerges.
For contractors, this is the heavy lift proposal phase we discussed in earlier sections. It’s all hands on deck to produce a compliant, compelling proposal by the deadline. Some companies have dedicated proposal managers and teams working long hours, possibly using proposal development frameworks (like Shipley process, which many GovCon firms follow for proposal planning).
3. Evaluation & Award:
After the submission deadline, the agency’s evaluation process kicks in (this we detailed in “How it really works”). They may do evaluations in phases (technical screening, competitive range determination, etc.). Eventually, they make a source selection and an award decision is documented. The contracting officer signs a contract with the winning vendor (or multiple winners if it’s a multi-award scenario).
At this point, losing bidders are notified. They usually get a brief notice indicating who won and (in some cases) the price, but not a full explanation. They have the option to request a debriefing – and I always advise to request it, because you learn how your proposal scored and why you lost or won, which is invaluable feedback. Also, the clock for any protest generally starts after debriefing. Some contractors will file a protest if they believe something was unfair in the process. Protests (to GAO or to the agency) can delay the award. It’s worth noting that if you win, a protest can put your contract on hold for months while it’s resolved. As a winner, you typically have to wait until protests are cleared to start work (unless it’s an override for urgent need, which is rare). As a loser, you might protest if you have strong reason (like you suspect the eval overlooked something or the winner was ineligible, etc.), but protests are a tool to use with caution – they can sour relationships if done frivolously. In my view, only protest if there’s clear evidence of an error or unfairness.
Assuming no protest (or once resolved), the award is finalized. You now have a contract – congrats! What next?
4. Kickoff & Transition:
Many contracts, particularly service contracts, start with a kickoff meeting or a transition period. If there was an incumbent, you might have to transition from them (taking over staff, knowledge transfer, etc.). If it’s new work, you’ll set up initial meetings with the Contracting Officer (CO) and Contracting Officer’s Representative (COR) to align on expectations, reporting, etc. This phase is critical: first impressions matter. The government will watch whether you hit the ground running or stumble. I always aim to deliver some quick wins in the first 30-60 days – it sets a positive tone.
For project-type contracts, you might have to provide a project management plan or updated schedule 30 days in. If it’s product delivery, perhaps initial design reviews. Make sure you meet any early deliverables and deadlines. If security clearances or facility access are needed, those processes start ASAP since they can take time.
Internally, you’ll want to ensure your team is ready: hire or reassign staff, get any subcontracts in place (with your partners that were on the proposal), set up accounting to track this contract’s costs (especially important if it’s cost-reimbursable – you’ll need a DCAA-compliant accounting system, etc.). The execution phase is where all those promises in the proposal have to be turned into action.
5. Contract Performance & Management:
This is the longest phase – doing the work. It could be years of effort with ongoing deliverables, services, or development milestones. Contract management involves fulfilling the scope, managing your resources, and maintaining compliance with all contract clauses and government regulations.
A few things to keep front-of-mind during execution:
- Communication with the customer: Regular status reports, meetings, and informal check-ins are vital. If something is going off-track, raise it early with a plan to fix it. Government clients do not like surprises. Remember, they want you to succeed once they’ve picked you (failure is headache for them), so keep them informed and often they will work with you on solutions (e.g., adjusting a requirement or timeline if reasonable).
- Quality and Compliance: Deliver what you promised, at the quality you promised. If the contract has specific metrics (uptime, response time, deliverable acceptance criteria), track them internally and ensure you’re meeting or exceeding them. Also comply with all the contract clauses – for instance, many DoD contracts now include cybersecurity clauses (you might have to maintain a certain security posture). Or labor laws (if it’s subject to Service Contract Act, you must pay certain wages). This is where a good contracts manager or project manager on your side pays dividends to keep everything in check.
- Documentation: Keep records of everything – delivered reports, sign-offs, emails of scope clarifications – because if staff change or disputes arise, documentation protects you. Also, if modifications to the contract happen (they often do, via formal contract modifications to add scope, cut scope, extend time, etc.), handle them formally through the CO. Don’t proceed on just verbal directions if it affects cost or schedule; politely ask for confirmation in writing or a contract mod. This avoids payment issues later.
- Financial management: Make sure you invoice correctly as per the contract terms (some are monthly, some milestone-based). Federal invoicing might be through systems like WAWF (Wide Area Workflow) for DoD or others. A common challenge for new contractors is cash flow – the government can pay slow, perhaps 30 days or more after invoice. If you’re a small business, take advantage of any prompt pay policies (there’s an initiative for accelerated payments to small biz primes). Still, be prepared with a line of credit or reserves because executing a contract means fronting payroll and expenses before reimbursement. I’ve experienced those pains – waiting 60+ days for first payments – plan for it.
Performance is also where Past Performance is earned. The agency will likely do interim and final evaluations (CPARS entries). Aim for excellent ratings by exceeding expectations. Good performance not only secures the current work (they might give you more tasks or options), but it’s your ticket to win future RFPs (you’ll use these successes as references).
6. Contract Monitoring and Modifications:
During performance, the contract might evolve. There could be option years – government contracts often are awarded base year + option years (especially service contracts). The government usually must actively decide to exercise each option. If you’re performing well, options get exercised and you continue seamlessly into the next year. If not, they might not renew. So treat each year like a re-earning of the client’s trust.
Sometimes scope changes – maybe the agency’s needs shift or budgets change. They might negotiate a modification to add work (or cut work). If they add, ensure to negotiate equitable adjustments (you should get paid for added scope). If cut, they might de-scope and reduce funding. Stay flexible and cooperative but also protect your company’s interests through proper contract mods for changes.
7. Contract Closeout:
All contracts eventually end. Closeout is a formal phase where all obligations are wrapped up. You submit final deliverables, final invoices, the government makes final payments, property is returned if any (like government-furnished equipment), and administrative paperwork is completed (release of claims, etc.). On the government side, they’ll ensure all deliverables were received and that you don’t owe them anything (like unspent advance payments, etc.). They’ll also finalize your performance evaluation.
For many service contracts, closeout is straightforward – final invoice and a performance review. For complex project contracts, there might be final acceptance testing or audits. If it’s a cost-type contract, contract auditors might audit your incurred costs before settling final payment. Keep your records tidy for this eventual audit.
Closeout can take a while (I’ve had closeouts linger due to audits for a couple of years after work completion). But from a contractor perspective, you should push to close out so you can free up any held funds (e.g., they might hold some retainage).
8. Re-compete and Next Opportunity:
Now, smart contractors think ahead: if this work is ongoing in nature, the government will likely re-compete it when the contract term ends (unless it’s a one-time project). Many contracts have a 3-5 year span, after which a new RFP will be issued for the follow-on. This is where incumbency is an advantage but not a guarantee. As the incumbent contractor, you should be constantly positioning to win the re-compete. That means continuing to deliver excellent service, keeping the customer happy, and innovating during the contract so that by the time of re-compete, you have a strong case that “we’re already doing a great job, why change horses?”
However, also watch for complacency – I mentioned earlier how some incumbents lose because they assume retention. Always treat re-competes like a fresh competition, because often your competitors are eyeing that contract and perhaps talking to the customer’s stakeholders too, highlighting any little dissatisfaction. It’s a tough game – you basically have to do well and still write a superb proposal to keep it. One strategy is to keep track of your contract’s outcomes and metrics over its life, so you can cite them in the next proposal (“Under our tenure as incumbent, downtime was reduced by 30%, user satisfaction scores improved to 4.8/5, etc.”). Turn your performance into data points.
For companies who lost this contract originally, they might try again on re-compete. I’ve seen scenarios where an incumbent did fine, but a new competitor came in with a much lower price or a new approach and won. Government likes stability but also has pressure to use competition to get better deals. So always be ready to defend or capture a contract at re-compete time.
9. Lessons Learned & Relationship Building:
Between contracts, or even during, take time to gather lessons learned. Do an internal post-mortem on your proposal process (what can we do better next time?), and on execution (what did we excel at, where did we stumble, what feedback did the client give?). This continuous improvement mindset is key to growing as a government contractor. Many successful defense contractors have institutionalized capture and proposal processes that refine with each pursuit.
Also, maintain the relationship with your government customer beyond the contract. If you performed well, they are a reference for you and might want you in other projects. Keep them informed of your new capabilities or offerings (lightly, without spamming – maybe through occasional newsletters or capability statements). Even if key people move to other agencies, that’s an opportunity – they might bring you into a new circle if they were impressed with your work.
Understanding the contract lifecycle also means recognizing that sometimes strategies like “getting a foot in the door” can pay off. For example, you might take a small contract or a subcontract now to build past performance and relationships, leading to a prime contract later. Or you may accept a tougher contract (low margin) just to prove yourself in a new market, with the goal of leveraging that success to win more lucrative work subsequently. This long-term view separates those who chase one-off wins from those who build a sustainable contracting business.
In summary, the RFP contract lifecycle spans from initial planning to final closeout and re-compete. At each phase, there are actions you can take to increase success:
- Early positioning before the RFP (so you shape it rather than react to it).
- Crafting a winning proposal during solicitation.
- Delivering excellence during execution (so you get good past performance and maybe contract extensions).
- Preparing for re-compete or other opportunities using the experience gained.
Keep this lifecycle in mind as you allocate resources. For example, some firms spend so much on proposals but then under-resource the project management during execution – that’s counterproductive; you win but then could falter in delivery. Balance your investments across capture (pre-RFP), proposal development, and project execution, because they all feed each other. Execution success gives you an edge for the next capture, and so on.
Lifecycle Quick Reference (for your team): Consider creating an internal checklist or flowchart of the contract lifecycle. At HILARTECH, we advise having a “Contract Lifecycle Checklist” for each major contract, covering:
- Pre-RFP: actions taken (customer contacts, research done, team ready).
- Proposal: compliance check, red-team review completed, submission confirmed.
- Post-Award: kickoff held, all start-up actions done (staff hired, systems set).
- Ongoing: monthly/quarterly reviews of performance vs. contract requirements.
- Pre-Close: archive project docs, seek CPARS review meeting, prep re-compete capture plan 1 year out from end.
Such a checklist ensures you don’t drop the ball at any stage and is a tool you can refine over time.
Now that we’ve looked at the full lifecycle, let’s zoom out and consider where these RFPs come from – specifically, where government buyers find defense contractors to invite or to consider for their needs. Understanding how and where agencies search for contractors will help you be visible in the right places.
5. Where Government Buyers Find U.S. Defense Contractors
How do government agencies actually find contractors, especially in the vast U.S. defense sector? Knowing this is critical for business development, if you’re not findable where they’re looking, you’re missing opportunities.
Government buyers (contracting officers, program managers, and their market research analysts) use several channels to identify potential vendors. Some are formal databases, others are through networking and events, and increasingly, digital presence (including search engines and AI-driven tools) plays a role. Let’s break down the main avenues:
SAM.gov and Official Contract Databases
SAM.gov (System for Award Management) is the primary portal for federal contract opportunities and the primary database of registered contractors. By regulation, federal agencies must publicize most contract solicitations over $25,000 on SAM (formerly known as FedBizOpps/FBO). But beyond finding current opportunities, agencies also use SAM.gov to search for vendors. SAM has a search function that lets you find companies by keywords, NAICS codes (industry codes), small-business categories, and more. Contracting officers often do this to create a list of possible vendors when starting an acquisition.
What this means for you: Your SAM.gov registration and profile needs to be complete and optimized. Make sure your NAICS codes (North American Industry Classification System codes) cover all the work you can do – but also don’t spam every code under the sun; focus on your core competencies so you show up as relevant. Include detailed capability narratives in your SAM profile. SAM includes an area for a “Capabilities Narrative” and links to the SBA’s Dynamic Small Business Search (DSBS), where you can enter past performance, keywords, and other details. Government buyers do use these fields. In fact, as noted in a DoD guide, “You can identify potential buyers of your services by searching SAM.gov… sort data by NAICS, keyword, customer, etc.” – the same works in reverse; buyers find sellers.
For small businesses, the Dynamic Small Business Search (DSBS) is a tool often used by agency Small Business Specialists. It’s fed by your SAM data and additional fields. If you’re, say, an SDVOSB specializing in cybersecurity, an agency wanting SDVOSBs for a certain project might search DSBS for “cybersecurity SDVOSB” in their state, etc. Make sure those keywords are in your profile. A common mistake is leaving generic descriptions or not listing your differentiators there. Use that space to say exactly what problems you solve or technologies you excel in.
Other databases: If you’re on certain government contract vehicles or schedules, there are associated databases. For example, if you have a GSA Schedule, your info is in GSA eLibrary and GSA Advantage, and agencies frequently search those for available schedule contractors. Likewise, if you’re part of a Government-Wide Acquisition Contract (GWAC) like NASA SEWP, there’s a repository of contractors the buyers on those GWACs use. The DoD also has tools like DOD SBIR/STTR company databases for innovative tech firms, and the FedMall for certain product purchasing. But SAM.gov is the big one for broad market.
Additionally, agencies use FPDS (Federal Procurement Data System) and USAspending.gov to see who has won contracts in specific areas (who buys what from whom). If, for instance, an Air Force base needs a new IT support vendor, they might look up which companies have done IT support for similar bases or commands via FPDS. That historical data can surface your company if you’ve done relevant work. You can’t directly edit FPDS (it’s automatically recorded from contract awards), but just be aware your track record is visible. Some savvy agencies and definitely prime contractors use commercial tools like Deltek GovWin, Bloom Government (now Euna), etc., which aggregate this data for market intel. Being active and successful in the market begets more visibility in these channels.
Industry Outreach: RFIs, Industry Days, and Conferences
Government buyers often find contractors through outreach events. An Industry Day is a meeting (sometimes virtual now) where an agency’s procurement team briefs industry on a forthcoming RFP. It’s both an info-sharing and a scouting exercise – they see who’s interested and you learn more about the opportunity. Attending industry days (and asking smart questions there) can put you on the radar. I’ve had agency folks remember, “Oh yeah, Company X asked that insightful question at Industry Day – they seem to know their stuff.”
Similarly, responding to RFIs (Request for Information) and Sources Sought notices is vital. Some companies skip these because they consider it speculative effort, but responding can significantly improve your chances. The government takes note of responders; plus, as mentioned earlier, it lets you shape the requirements or at least be prepared for them. Sometimes RFIs explicitly request capability statements or questions about how you’d approach a task. Those responses could later be read by the team drafting the RFP (I’ve been in meetings where we reviewed RFI responses to decide the scope or set-aside status of a solicitation). So this is a chance to “advertise” your capabilities directly to the customer in the context of their need.
Conferences and Trade Shows: Defense agencies and units often participate in industry conferences (like those by NDIA, AFCEA, AUSA, etc.). Program managers and acquisition folks attend, give briefings, and meet vendors. These events are networking goldmines. Government attendees might not openly advertise that they’re seeking contractors, but trust me, they are observing and collecting information. If you have a booth, give a talk, or network well, you might be remembered when an RFP comes up. For example, a Navy program officer might meet a small tech company at a Navy League symposium and later ensure that the company hears about a relevant upcoming project or includes them in market research outreach. It’s indirect, but it happens often.
There are also matchmaking events hosted by agencies (especially geared to small businesses). The SBA and agency OSDBUs (Office of Small & Disadvantaged Business Utilization) organize events where small businesses can do brief capability pitches to agency reps or primes. These are good for making initial contacts. The result might be being added to a distro list for future notices or even invited to bid on smaller opportunities.
One note: certain defense agencies cannot just single-source to someone they met at a conference (unless you have something unique like a patent, or qualify for a sole source via 8(a) or SDVOSB in some cases). But being known to them means you might get included in RFPs that have limited distribution (some RFPs under certain thresholds or specific to contract vehicles aren’t public on SAM – they might just go to a few pre-selected vendors). Or at minimum, when your proposal comes in, they mentally connect it to a face and positive impression.
Prime Contractors and Teaming Networks
Government buyers also “find” contractors indirectly through prime contractors. In large defense programs, big primes often have outreach to find subcontractors or niche capabilities. For example, if Lockheed Martin or Boeing is bidding a huge system and they need a small business partner for a piece, they might reach out in their network or post a partnering opportunity. Sometimes agencies even facilitate “industry matchmaking” especially for set-aside components (e.g., the Air Force might hold an event where large primes meet small businesses for an upcoming multi-billion program with small business goals).
If you’re a small or mid-size firm, connecting with larger integrators can get you visibility. They might bring you on to fulfill subcontractor requirements or because you have a specialized product. How do you connect? Attend those industry days (primes are there too), join industry associations, and utilize platforms like DoD Mentor-Protégé Program or SBA’s Mentor-Protégé which often pair smalls with bigs. Primes also browse the same SAM and DSBS databases when seeking specific types of partners (I’ve had large primes call me because they found our profile as an SDVOSB in a specific NAICS and needed to round out a team).
Also, LinkedIn and professional networks have become surprisingly useful. Many contracting officers and program folks lurk on LinkedIn (some post about what they need or upcoming events). Being active in GovCon discussions and showcasing your expertise can catch a notice. I once got a message from a government IT PM who saw a post I made about a certain technology; they asked if our company does contracting in that area because they had a need. This didn’t directly result in a contract (they still had to do an RFP), but it allowed us to position early.
Procurement Forecasts and Portals
Agencies often publish procurement forecasts – basically, lists of planned upcoming solicitations, especially aimed at small businesses. For example, the Department of Defense, Homeland Security, etc., have websites or PDF docs forecasting what they intend to bid out in the coming year or two. These forecasts typically list a short description, an anticipated value, whether it might be a set-aside, and a point of contact. Government buyers assume interested businesses will read those and reach out to the point of contact or be ready for when it drops. I monitor these to know where to target our marketing.
Some agencies have their own vendor portals or registration systems. For instance, the Army Corps of Engineers has an internal database, and some Air Force bases require contractors to register in their Vendor Communication system. While SAM is universal, don’t ignore specific agency portals if your target customer uses one. NASA has an NSRS (NASA Supplier Registration System) for its centers. Checking agency websites for a “Doing Business With…” page will usually reveal whether they have a unique process for vendors to get on their radar.
Local and Regional Networks
Many defense contractors cluster around major installations or regions (Washington DC/Northern Virginia, Huntsville AL, San Diego, etc.). In these hubs, local networking can be powerful. Government personnel might speak at local tech council meetings or base-related commerce events. Being engaged in the local defense community means word-of-mouth can spread. Contracting officers might ask a trusted colleague, “Do you know any company that does X?” and someone might refer them to you if you’ve made a good impression in the community.
Also, some state and local government offices maintain lists of defense contractors (economic development agencies love to showcase companies in their region doing federal work). Florida, for example, where our firm is, has organizations that connect and promote defense businesses. These aren’t direct pipelines, but they contribute to an ecosystem where buyers and sellers are more likely to cross paths.
The Role of Digital Presence (Websites and Search Engines)
This is near and dear to me as a web design professional: your online presence can absolutely influence whether government buyers find you.
Consider how people in general find information today – they Google it (or use other search engines, even the new AI chat-based searches).
Contracting officers and program staff do that too for market research. They might search “XYZ capability small business” or check if a company they heard of has a legitimate website. A poor or nonexistent web presence can make you effectively invisible or raise doubt about your credibility.
We have numerous examples where a client’s revamped website led to increased inquiries from agencies and primes. One reason is search engine optimization (SEO) and what I call Answer Engine Optimization (AEO). For instance, if you specialize in “radar signal processing” and you publish a white paper or case study about it on your site, a government researcher searching that term might land on your page and discover your company. It’s happened to me: our site’s articles on federal contracting get hits from government domains, meaning folks at agencies are reading them. If you have content that answers their questions (like “How to achieve CMMC Level 2 compliance” – if an agency person is curious which vendors know CMMC, your content could attract them), you gain mindshare.
Furthermore, schema markup on your site (structured data, such as FAQ schema) can enhance how your information appears in search results, potentially making it easier for AI-based search to extract details. This is a bit advanced, but adding FAQ sections on your site about your services or government contracting topics can position you as an authority. Google’s algorithms notice that. I ensure clients implement things like FAQ schema and Article schema on key pages, so when someone searches a question like “SDVOSB web design agency for government contracts,” if we have an FAQ “What is a SDVOSB and why choose one for federal web design?” it might show up prominently. It’s about being discoverable and answering the questions buyers might ask.
Linked Data and Directories: In addition to your website, make sure your business is listed in relevant directories: the DoD’s small business office directory (if they have a listing of vendors by category), any industry association directories, and of course maintain your LinkedIn page. Government folks do look at LinkedIn profiles of company execs to gauge size and legitimacy. If you claim to be a 500-person company but LinkedIn shows 5 employees, that’s a red flag.
Finally, note that certain specialized acquisition areas have their own “marketplaces.” For example, the DoD’s Defense Innovation Unit (DIU) has a portal where companies can submit solutions to problems, and SOCOM has SOFWERX for special operations tech collaboration. These aren’t exactly RFPs but ways to get noticed for innovative stuff.
In summary, government buyers find defense contractors by:
- Searching official databases like SAM.gov and DSBS – hence, optimize your registrations.
- Engaging through RFIs and industry events, so be present and responsive.
- Leveraging primes and teaming – network with larger contractors and industry partners.
- Using procurement forecasts and local networks – stay plugged in to those.
- Looking online – ensure your website and digital content speak to what you do in the language the government understands.
A quick personal anecdote: I once asked a contracting officer during a debrief, “Out of curiosity, how did you first hear about us?” The answer: “I saw your company mentioned in an industry presentation at a conference a year ago, and I remembered the name when your proposal came in. Also I checked your website during market research and it looked like you specialize in exactly what we needed.” That reinforced to me that everything we do to be visible and credible – from conferences to our website content – contributes to being found by the right buyers. It’s not just luck.
Internal Link Suggestion: For readers interested in enhancing visibility, see our guide on “Federal Procurement Process & Importance of Web Presence”, which dives deeper into how each stage of procurement can be supported by a strong website. Also, consider downloading our GovCon Marketing Checklist (free tool) to ensure you’re covering all channels where agencies might be searching for you.
Next, we’ll explore a topic we touched on earlier: multi-industry defense contractors – what does that mean, and why does it matter in this competitive marketplace?
6. Multi-Industry Defense Contractors and Why They Matter
The term “multi-industry defense contractors” may sound like a buzzword, but it captures an important trend in government contracting: the most successful defense contractors often operate across multiple industries or sectors, bringing a combination of capabilities. In a multi-industry marketplace – where a single project may require expertise in aerospace, software, and cybersecurity simultaneously – the ability to operate across those domains is a significant advantage. Let’s unpack why multi-industry capability matters and how contractors can leverage it.
What Does Multi-Industry Mean in Defense?
Traditionally, defense contracting was segmented – you had pure-play companies in shipbuilding, or in IT, or in logistics. Now there’s increasing overlap. For example:
- A company building military drones (aerospace industry) also needs to excel in AI and data analytics (software industry) for autonomous functions, and in telecommunications (to control the drone and relay intel). So a drone contractor might branch into software development and satellite communications.
- A cybersecurity firm working with the DoD might also venture into cloud computing and hardware encryption devices (tech industry meets electronics).
- Even at the big end: Companies like Lockheed Martin or Boeing are not just making jets; they have divisions for IT, space systems, and services. They’re inherently multi-industry conglomerates.
For smaller contractors, multi-industry often means you have a blend of skill sets and certifications. Perhaps you started in defense healthcare consulting but also developed a cybersecurity practice, making you relevant to two types of RFPs (health IT and cyber). Or you’re a construction firm that also specializes in installing advanced security systems, merging construction with technology.
Dual-use technologies are a big part of this – where something has both military and civilian applications. If you develop a technology that can serve commercial markets and defense, you’re by default multi-industry. Many innovative companies (think of those in robotics, AI, biotech) find themselves contracting with DOD while also selling commercially.
Why Being Multi-Industry Matters to Government Buyers
- Comprehensive Solutions: Government problems are rarely siloed. If the Army has a problem of securing bases, the solution might involve physical security (fences, sensors), cyber (network protection), and personnel training. A multi-industry contractor can offer a more integrated solution than the government coordinating multiple niche vendors. This can reduce risk and administrative burden for the agency. I’ve seen RFPs favor teams that demonstrate “multi-disciplinary” strengths because mission requirements span multiple areas.
- Innovation and Best Practices: Cross-industry collaboration can drive innovation. A contractor with commercial experience in, say, agile software development might apply that to defense systems that historically used slower waterfall models, thus delivering faster. Or a firm that worked in automotive manufacturing could bring lean processes to military vehicle production. Forbes observed that defense contractors are increasingly diversifying outside traditional markets, which can introduce fresh perspectives and technology to defense programs. Government buyers value this when it leads to better performance or cost savings. One DoD initiative for innovation is specifically to attract non-traditional, diversified companies to bring new solutions (because purely defense-focused companies might be set in certain ways).
- Stability and Resilience: From the government’s standpoint, a contractor with multiple industry bases may be more financially stable and resilient. If one sector’s spending is down (say DoD budgets dip), the company isn’t going bankrupt; they have other revenue streams. This reduces the risk of contractor default or financial problems during the contract. It’s not usually an official evaluation factor, but agencies do consider a vendor’s health informally. Multi-industry players often weather economic cycles better. (During the sequestration in 2013, for instance, companies that also had commercial business were less impacted than those solely reliant on federal dollars.)
- Multi-Domain Operations: The military itself is pursuing multi-domain operations (integrating land, air, sea, space, cyber). They’ll need contractors who can operate and connect tech across those domains. Being in multi-industry positions positions a contractor to be a partner in these comprehensive initiatives. It’s one reason you see a lot of mergers and teaming lately – companies are trying to present a broader front to tackle complex programs (like JADC2 – Joint All-Domain Command and Control – which requires communications, software, hardware integration, AI, etc., no single traditional contractor covers all of that well).
- Meeting Diverse Procurement Goals: An agency may bundle different types of work into a single RFP to improve efficiency. If you are multi-capable, you can bid as prime on a bundled contract rather than seeing it go to someone else. Also, if a program has multiple segments (some R&D, some production, some training), being able to fulfill more than one segment makes you more attractive as a one-stop-shop. Government likes not having to manage an army of contractors if one or a few can do it all.
Why It Matters for Contractors (Competitive Edge)
From the contractor perspective, being multi-industry opens more doors. You can chase a wider range of RFPs and you can differentiate your proposals by highlighting that breadth:
- If competition is all software companies, but you’re a software + hardware company, you might pitch that “We not only develop the system, we can also build the custom hardware it runs on, ensuring seamless integration and accountability under one roof.”
- If others provide service and maintenance after deployment by outsourcing, but you have an in-house service division, you can emphasize that continuity.
However, there’s a balance. Multi-industry doesn’t mean jack-of-all-trades, master-of-none. You still need depth in each area you claim. Government evaluators will see through it if you just list a bunch of capabilities but have no strong past performance or talent in them. So typically, companies grow multi-industry by acquiring or partnering with specialists, or developing separate divisions with distinct expertise. If you’re not truly strong in something, better to partner than to pretend.
Examples of Multi-Industry Synergy
- Cybersecurity & Facilities Security: A defense contractor doing cybersecurity assessments for bases teams up with (or acquires) a facilities security firm that does cameras and access control. Now you can protect both networks and physical perimeters. When a base RFP comes out for “holistic security upgrade,” this combined entity is perfect for it. The government gets one contractor to handle both, which ensures nothing is overlooked (the IT folks and building security folks coordinate internally).
- Health & IT: A contractor that has medical staffing contracts with the VA also builds a health records software practice. They can not only supply doctors and nurses but also implement the software those professionals use. The VA might issue a contract that includes both supplying personnel and managing a medical IT system; a combined capability contractor stands out.
- Space & Telecommunications: A satellite manufacturer that also offers ground station services and network operations. The Space Force or NRO often need end-to-end solutions: build satellite hardware, launch it, then operate the network. A company covering multiple pieces can say “we will deliver the satellite and run the communications for 5 years under one program.”
These combinations often come from strategic teaming or M&A. As a small or mid contractor, you may achieve multi-industry status by forging alliances (teaming agreements, JVs) or eventually acquiring another company. The government will look at a teaming arrangement and if it’s complementary, that’s a plus. (Just ensure your partnership is solid and you present as one team.)
Risks and Considerations
Being multi-industry can also be challenging. It means you need to keep up with multiple sets of regulations and standards. For instance, a company that manufactures (requiring ISO 9001 and defense contracting rules for materials, etc.) and also provides IT services (requiring CMMI and different labor laws) must maintain compliance in both areas. It’s doable, just requires robust internal systems.
You also need to clearly communicate your multi-industry capability without confusing customers. I often advise clients to create tailored messaging for each market. If a Navy official lands on your website wanting an engineering service, they shouldn’t be turned off by a big splash about, say, “We also do medical supplies!” It can create doubt about focus. The key is to unify under a theme (like “we enhance mission readiness through both technology and training” – covers two areas in one value proposition). On proposals, align your multi-industry story to the client’s needs: emphasize the pieces relevant to them, and mention the breadth only if it adds value (e.g., mention your other division if it will directly support or it shows you have extra resources in-house).
From a macro perspective, multi-industry matters because it strengthens the Defense Industrial Base. The DoD has expressed interest in diversifying its industrial base, including attracting firms outside the traditional defense sector. Why? To foster innovation and competition. If you’re a commercial tech firm entering defense, you embody the multi-industry contractor. And conversely, if you’re a defense firm expanding to commercial sectors, you gain capital and knowledge that can feed back into your defense work. The government prefers this approach because it keeps its suppliers cutting-edge and not solely dependent on government funding (which can fluctuate with budgets).
Interestingly, multi-industry companies can also be a challenge for Wall Street to analyze (Loren Thompson at Forbes noted they are “harder to analyze than pure defense” because revenue comes from various sources). But that diversity is often a strength in the long run.
How to Position Yourself as Multi-Industry:
- Highlight Multi-Disciplinary Projects: In proposals and marketing, share case studies where you tackled a project requiring diverse skills. E.g., “For Project X, our team integrated mechanical, electrical, and software components into one deliverable, demonstrating our multi-disciplinary execution capability.”
- Obtain Relevant Certifications/Contracts in Each Domain: If you want to claim expertise in multiple industries, back it up. That might mean getting on a GSA Schedule that covers both IT and professional services, or obtaining facility clearance to do both unclassified and classified work, etc. Credentials in each area (like ISO 27001 for info security and ISO 9001 for manufacturing quality) give credibility.
- Use Internal Cross-Training: One synergy of multi-industry is cross-training your staff or cross-pollinating ideas. Perhaps your aerospace engineers train your software developers on some systems engineering discipline, while the software folks teach the engineers about agile. Internally, champion knowledge sharing. Then tout to clients that your people “bring a holistic perspective.”
- Emphasize Customer Mission, Not Your Org Chart: Ultimately, agencies care about their mission outcomes. So frame multi-industry capability as a means to serve the mission better. For example: “Because we design both hardware and software in-house, our solutions for the Army’s IoT sensor network will deploy faster and with fewer integration issues, ensuring the warfighters get reliable intel in real-time.” Here you’ve implicitly shown multi-domain expertise (hardware + software) but phrased it as a benefit (faster, fewer issues).
Why they matter, boiled down: Multi-industry contractors drive innovation, offer comprehensive solutions, and adapt to changing needs more readily. They often become long-term partners for government programs, because they can evolve with the program. If a program starts needing one thing and evolves to need another, a multi-talented contractor can adapt rather than the agency switching vendors mid-stream.
In my own journey, I transitioned from working inside government to running a business that intersects tech, cybersecurity, and communications (web). That has allowed me to engage on projects that require all those facets. It’s rewarding because you can solve bigger chunks of the problem. And I’ve noticed customers appreciate not having to explain the basics of one field to a contractor from another – when you already speak the language of multiple domains, you become a trusted advisor.
The future of defense contracting likely belongs to those who can bridge gaps between domains – whether through in-house capabilities or orchestrating teams of specialists as a unified offering. Consider which adjacent industry you might expand into or partner with. That could be the key to unlocking your next level of growth and making yourself indispensable to the government.
Insight: A Deloitte industry outlook noted that digital sustainment and AI are driving expansion in the aerospace and defense sector. This means traditional hardware contractors are expected to incorporate software and AI into their offerings. If you’re on the tech side, it’s an opportunity to team up with hardware players (and vice versa). Multi-industry collaboration is the name of the game.
Now, being multi-industry is great, but you still need to communicate your capabilities effectively – and that increasingly happens online. In the next section, we’ll discuss the role of government contractor website development and why even the best contractors can lose contracts if their digital presence falls short.
7. The Role of Government Contractor Website Development
In the digital age, your website is often your first handshake with a government buyer or partner. By the time an RFP is issued, contracting officers and primes may already know who you are from your online presence.
I can’t stress this enough: for federal and defense contractors, a strategic, high-impact website isn’t a luxury – it’s a necessity. It can literally be the difference between winning and losing contracts in today’s market.
I say this in two hats: as a veteran of federal contracting and as a web design professional who has rebuilt many contractor websites. Let’s break down the roles and benefits of a strong website specifically tailored to government contracting needs:
1. First Impressions and Credibility
Imagine a contracting officer or a prime contractor’s BD manager hears about your company (via a small-business list or an event). The first thing they do is Google you. If they find a polished website that immediately communicates, “this company knows federal contracting, and here are their capabilities and past performances,” you’ve passed an initial credibility test. If they find a sparse or outdated site – or none at all – red flags go up. I’ve heard candid feedback from agency folks: “If a vendor’s website looks amateurish or lacks substance, we question if they’re ready for serious contracts.” It may not be entirely fair, but it’s human nature and a heuristic in market research.
A professional website signals that you’re an established, trustworthy business. It should look and read like a serious federal partner; meaning clear, factual, and free of fluff. For example:
- Core capabilities should be clearly listed and linked to official terms where possible (e.g., a list of NAICS codes or contract vehicles), in an accessible format. Don’t bury them in a wall of text.
- Past performance highlights or case studies show you have relevant experience. Even if you can’t name the agency (due to NDAs, etc.), you can describe the project scope and outcome (“Developed logistics software for a DoD client, improving delivery times by 25%”).
- Differentiators should be front and center – what makes you unique? Are you one of few companies with a certain certification (CMMC, ISO, etc.)? Are you known for a certain niche tech? Say it.
- Company legitimacy basics: an address, a DUNS/CAGE code listed, small business status badges (if SDVOSB, 8(a), etc. – display them proudly). These instantly communicate your qualifications and eligibility. If I see the SDVOSB logo on a site and I need SDVOSBs, I’m already more interested.
Your website’s homepage is especially critical. It should immediately answer: who you are, what you do for government/defense, and why someone should trust you. For instance, a tagline or hero section might say: “CyberDef Corp – Secure IT Solutions for Federal Agencies. FISMA-compliant, CMMC Level 2 certified, proven at DHS and DoD.” In one sentence, a buyer knows you focus on federal IT security and have relevant credentials.
2. Communicating Capability in Evaluator-Friendly Terms
A contractor website isn’t just a brochure, it should be seen as a 24/7 accessible capability statement. Contracting officers do market research by looking for specific keywords or program needs. If your site content aligns with those needs, you show up.
Answer Engine Optimization (AEO): As the world moves to AI-based search (e.g., using ChatGPT or Bing AI to query “Find me a small business that does satellite communications encryption”), having structured content is key. Implementing schema markup for organization info, products/services, and having Q&A sections (FAQ schema) can make it easier for search engines (and AI) to extract your info. For example, a FAQ on your site: “Q: Are you CMMC certified? A: Yes, we achieved CMMC 2.0 Level 2 in 2025, ensuring we meet DoD cyber requirements.” If a DoD buyer’s AI assistant is compiling a list of CMMC-certified vendors in a field, that structured QA can feed it.
Even aside from AI, a well-designed site with proper SEO can mean when someone searches “[Your Industry] federal contractor [Your Region]”, you appear. Many of our clients have gotten direct RFP invite calls because someone “found them on Google.” It’s not magic – it’s deliberate use of keywords like “federal”, “government”, “DoD”, etc., in context of their services on their site.
Clarity over flashiness: Government folks are often not tech or design hipsters; they value clarity. Overly flashy sites can actually be off-putting if they sacrifice clarity (plus, some government computers block heavy scripts or videos). The mantra is “Don’t make me think” – a contracting officer should not have to dig to figure out if you do what they need. Use straightforward language (avoid marketing buzzwords that don’t mean anything concrete). Remember that many are not experts in your field – they are procurement specialists. So explain your offerings in terms of solutions to problems, not just technical specs. However, also include enough technical key terms so subject matter experts scanning will see you speak their language.
A good practice is to have dedicated landing pages for specific capabilities or agency solutions. For example, if you serve both DoD and civilian, you might have one page, “Solutions for the U.S. Army” and another “Solutions for Civilian Agencies”, each highlighting relevant projects, contract vehicles, etc. Or if you have multiple service lines (cybersecurity vs. training vs. R&D), separate pages for each. This not only organizes content for humans, but also improves SEO for those specific topics.
In Northern Virginia or other competitive markets, contractors differentiate with micro-niche landing pages. I’ve built pages targeted at, say, “DISA Cloud Services” or “Navy NAVAIR Engineering Support” – very specific, but guess what: if an official searches those terms, that page might come up and speak exactly to their need, making your company appear specialized and knowledgeable.
3. Building Trust Through Content and Compliance
Content is king, but in GovCon it needs to be the right kind of content:
- Thought Leadership & Insights: Publish some articles or blog posts about your domain (much like this one!). If you have an SME who can comment on a new regulation or technology trend relevant to your customers, put that on your site. It shows you stay current and you’re an expert, which builds trust. For example, a piece on “Understanding the new DoD Zero Trust Strategy” could attract DoD IT folks and make them see you as ahead of the curve.
- Case Studies: Government loves evidence. If you can share case studies with measurable results (even if anonymized), do it. Format them like mini proposal write-ups: Challenge – Solution – Result. Include a call to action such as “Download full case study” or “Contact us to learn more,” which helps capture interested leads.
- Testimonials or Quotes: In commercial business, testimonials are common. In government, a quote from a program manager praising your work (if they allow their name/agency or even anonymously) can be golden. Just ensure you got permission. Something like: “Contractor X’s team consistently exceeded our expectations on the Y contract, delivering on time and under budget.” – USAF Program Manager. This kind of social proof resonates.
- Compliance Info: A federal-ready website should itself be compliant with certain standards. For one, Section 508 accessibility (and WCAG 2.1) is important. Government employees, including those with disabilities, might visit your site; if it’s not accessible (e.g., missing alt text on images, not usable by screen readers), that reflects poorly and could even legally bar some from viewing it. I always implement 508 compliance in contractor sites. It’s not legally required for your company’s site, but it demonstrates you walk the talk on accessibility and you won’t have issues making things 508 compliant on contracts.
- Security: Have SSL (https) – basic, but a non-https site screams outdated. Also, if you can mention anything about your internal security (without giving away vulnerabilities) – like if you have a secure facility, a cleared staff, etc., place that info. Some contractors even have a client portal login on their site; not needed for all, but it shows you handle data seriously.
Design for multiple audiences: Your site is for contracting officers, partner primes, maybe investors, and potential recruits (talent often checks your site before joining too). But for the sake of contract wins, focus on contracting and teaming messaging. Make it easy to find a “Contact us for teaming or opportunities” info – perhaps a form or clear email/phone. If a prime wants to quickly reach you to discuss teaming, don’t make them hunt. I often put a specific contact like “Director of Business Development – email/phone” on capability pages.
4. Website as a Strategic Asset in Proposals
Sometimes during proposals, you might reference your website – for example, providing a URL to more info (though often proposals must be stand-alone). But more directly: some agencies allow or request an electronic reading room or additional info – you could host further technical details on a secure page. Also, after a proposal submission, if evaluators are interested, they might do some informal snooping (it’s not supposed to affect scores officially, but human nature). I’ve sat in source selections where someone said, “This company’s website has a detailed whitepaper on exactly the approach we need, they seem very knowledgeable.” It’s anecdotal but it happens in shaping perceptions in a close competition.
Also, consider the scenario of unsolicited proposals or capability briefings: If you meet an agency outside of a specific RFP and they ask for a capability briefing, having an online portfolio of past projects to show them can be powerful. You could literally pull up your site in a meeting to walk through relevant experience.
If you develop downloadable tools (like an RFP checklist as mentioned, or a compliance guide), host them on your site. It not only serves as a lead magnet but also something useful you can give to your client contacts (“Feel free to download our free RFP compliance checklist – some agencies even share it with small businesses who are learning the ropes”). That generosity builds goodwill and brand recognition.
5. Avoiding Common Website Pitfalls for Contractors
I want to highlight mistakes I’ve seen:
- Too much jargon and acronyms: Government folks get overwhelmed if they hit a site that’s just buzzword soup. Yes, you need technical terms, but also explain them in plain English. If you throw 50 acronyms on the homepage (without a glossary or context), you risk confusion. A contracting officer may not know that “XYZ-OSINT Platform” means an open-source intel tool – they might think, “not sure what they do” and leave. Strike a balance: be professional, but clear.
- Lack of specific content: Some contractor sites say broad things like “We provide solutions tailored to client needs through innovation and excellence.” That says nothing specific. It’s much better to say, “Services: Cybersecurity assessments, Cloud migration, Data analytics for defense and intel agencies.” Specifics win trust; vague marketing speak loses it.
- No Updates / Stale News: If your site has a News section with last entry in 2018, it looks like you haven’t been active. Either update it or remove dates. Better to have evergreen content than obviously outdated info. If you list contracts or clients, keep it current. I know that’s tough, but it’s worth doing a quarterly site review to ensure nothing is embarrassingly old or any team members listed have left, etc.
- Overemphasis on Commercial Style: Some contractors who also do commercial work may have a site geared to commercial customers – flashy, maybe casual tone, focusing on cost savings or testimonials in a B2C way. For federal, you want a more authoritative yet accessible tone (like this article, hopefully!). You can still be engaging, but err on the side of formal where doubt exists. A tagline like “We make IT easy for you!” might be fine for small biz clients, but a DoD client might prefer “Enterprise IT Services – Simplified and Secure.” See the difference in tone.
- Page load and tech issues: Ensure your site loads fast and works on the standard browsers (some government systems use older browsers or locked-down environments). Don’t rely on heavy plugins. Also ensure mobile responsiveness – while many view from desktops, an increasing number might check on a tablet or phone (especially if they meet you at an event, they might quickly look you up on their phone).
6. Integrating Website with Broader Digital Strategy
Your website should be the hub of your online presence. But also think about:
- Social Media (LinkedIn primarily): Share content from your site on LinkedIn where government folks might see it. Many agency people lurk on LinkedIn groups or follow industry hashtags. For defense, Twitter can also be a place some follow acquisition news.
- Email newsletters: If you have an email list (ensure you include any sign-up on your site), occasionally share useful insights or company news to your subscribers, which might include agency and prime contacts. Just keep it relevant (e.g., announce new contract awards, new service offerings, or an upcoming event you’ll be at – maybe they’ll meet you there).
- Analytics and improvement: Use analytics to see if government domains are visiting your site (often they end in .gov or .mil). That can tell you if your outreach or SEO is working. If you see hits from, say, navy.mil domain after releasing a certain blog post, that’s a sign you hit a nerve in a good way.
One advanced tip: implement a schema markup for “GovernmentOrganization” if you target a specific agency heavily. For example, on your “Solutions for DHS” page, use schema to reference Department of Homeland Security as an entity and how you relate (just an SEO experiment I’ve tried). It might help search engines contextualize your connection to DHS needs. Also, writing content that directly addresses agencies (e.g., “How Contractors Can Support the Army’s Modernization Strategy”) can attract agency staff searching for news on that topic.
At HILARTECH, we follow a mantra for contractor sites: “Show proof, past performance, and differentiators in a format evaluators trust.”. That sums it up:
- Show proof: concrete examples, data, certifications (not just claims).
- Past performance: as much as allowable, specifics of past projects.
- Differentiators: clear “why us” points.
- Format evaluators trust: structured, clear, factual, not salesy hype.
Remember, your website can also help your business development (BD) team. If they are doing cold outreach or attending matchmaking, they can direct prospects to the site for more details, knowing it will reinforce the messaging. Conversely, a bad site undermines their efforts.
A quick success story: A client of mine had a decent track record but a very poor website – it looked circa 2005, no clear message, just stock photos and generic text. We overhauled it to emphasize their strong suit (data engineering for intel community). Within 3 months, they reported that a prime contractor, after seeing the new site, reached out to partner on a proposal (the prime literally said “We didn’t realize you guys did exactly this, saw your new site, let’s talk”). That led to a subcontract worth a few million, and later the agency’s prime contract. The investment in web dev was a tiny fraction of that value.
So yes, websites won’t win contracts alone – but they set the stage for winning and can definitely lose you opportunities if not done right. As more digital-native personnel move into acquisition roles, the importance of this function will only grow. Think of the generation that grew up with internet – they are now becoming decision-makers in government, and they will absolutely snoop online to build their source lists and impressions.
To conclude: Your website is part of your contracting arsenal. It should work in tandem with your proposals, capability statements, and personal networking to convey a consistent, powerful message: We know what you need, we’ve done it before, and we’re ready to do it for you. If your current site doesn’t do that, prioritize fixing it. It’s one of the best marketing ROI areas for GovCon.
Next Steps: If you suspect your website might be costing you credibility, consider performing a Website Audit for Federal Readiness. We offer a checklist that covers content, compliance, and technical aspects specifically for GovCon websites – ensuring you hit those key points we discussed (capabilities, past performance, 508 compliance, etc.). This can be an internal exercise or you can reach out for a professional audit. Don’t let a subpar website undo all the hard work you put into capturing and delivering contracts.
Now, shifting gears a bit, let’s discuss a specific kind of teaming arrangement that’s common in federal contracting – especially for small businesses: SDVOSB teaming agreements. Understanding how to leverage such partnerships can be another strategic tool for winning contracts.
8. SDVOSB Teaming Agreements Explained
Teaming is a cornerstone of federal contracting strategy, and one area where it’s particularly impactful is with SDVOSB (Service-Disabled Veteran-Owned Small Business) set-asides and partnerships. As the founder of an SDVOSB company myself, I’ve navigated the ins and outs of these teaming agreements. In this section, I’ll explain what SDVOSB teaming agreements are, how they work, and why they can be a game-changer for winning contracts – both for the SDVOSB and for their partners.
What is an SDVOSB and Why Are They Important?
First, some context: An SDVOSB is a small business that is at least 51% owned and controlled by one or more service-disabled veterans. This is a specific designation within the federal socio-economic programs. The government has a goal (currently, 3% of total federal contracting dollars) to award to SDVOSBs each year. Many agencies, especially the VA (Department of Veterans Affairs), have strong programs to include SDVOSBs.
To encourage this, some contracts are set aside exclusively for SDVOSBs. That means only SDVOSB-certified firms can bid as prime. There are also possibilities of sole-source awards to SDVOSBs for smaller contracts, under certain thresholds, if only one SDVOSB can fulfill it (though sole-source usage varies by agency).
For a large company or a non-SDVOSB, the SDVOSB program presents both an opportunity and a challenge. Opportunity because partnering with an SDVOSB can open doors to those set-aside contracts; challenge because if a contract is set aside, a large company can’t bid on it directly – they need an SDVOSB front.
This is where teaming agreements come in. A teaming agreement is essentially an arrangement between two or more companies to pursue an opportunity together. In practice, for set-asides, it often means a small business prime + large business sub partnership, or occasionally a Joint Venture under SBA’s Mentor-Protégé Program (which can allow a joint venture to qualify as small even if one partner is large, under the right conditions).
How SDVOSB Teaming Works
Consider an example: The Army issues an RFP for a $50M IT services contract, SDVOSB set-aside. An SDVOSB firm with 30 employees wants to bid, but the scope is huge – they’d need 100 people to perform it, including some niche skills they lack. A large IT firm with 500 employees cannot bid as prime (not an SDVOSB), but they have the resources and skills. Teaming allows them to join forces: the SDVOSB is the prime (to meet the set-aside requirement), and the large firm comes on as a subcontractor.
Key things to know:
- Limitations on Subcontracting (LOS): For set-aside contracts, the SDVOSB prime must perform a minimum percentage of the work with its own employees (typically at least 50% of the cost of contract performance for services, and similar rules for other types). They cannot subcontract out the majority of the work to a non-similarly situated entity. So in our example, the SDVOSB must be ready to handle at least half the labor cost internally (or with other SDVOSBs perhaps). If the big sub tries to do 90% of the work, they violate LOS, and that’s subject to penalties or losing the contract. So teaming agreements often specify workshare: e.g., SDVOSB does 51%, Partner does 49%.
- Mentor-Protégé Joint Ventures: Under the SBA’s All Small Mentor-Protégé Program, an SDVOSB can partner with a large (mentor) in a JV and still go after SDVOSB set-asides as a JV (the JV is considered small for that procurement). The advantage is the large can then legally perform more than the sub limit might normally allow, because the JV is treated as the prime (though still must meet performance of work requirements collectively). The JV must be structured carefully and approved by SBA. Many SDVOSBs use this method to go after big contracts they wouldn’t qualify for alone. The JV still needs the SDVOSB to be managing it and certain percentages of profit split, etc. But it’s a formal way to team beyond a simple subcontract.
- Exclusive Teaming vs. Open: Usually for a specific RFP, a teaming agreement might be exclusive (the sub says they’ll only team with that SDVOSB for that bid, and vice versa, to present a united front). This avoids the large sub also helping another competitor, etc.
- Proposal Roles: In such teaming, often the large partner will assist heavily in proposal preparation (because they have the proposal staff and experience). They might write significant parts of the technical approach, provide past performances (if allowed – often the team can use subs’ past performance to bolster the bid, which helps if the SDVOSB prime’s own past perf is thin). They also might front some proposal costs or resources. All of this is typically spelled out informally (you won’t put in writing “the big will write it” because technically the SDVOSB should lead, but practically, it’s a collaboration).
- Workshare Commitments: A good teaming agreement is specific about who will do what if they win. This includes percentages and maybe even specific task areas. For instance, “SDVOSB will perform project management, cybersecurity tasks, and training tasks, totaling ~60% of labor hours. Subcontractor will perform software development and helpdesk support tasks, ~40% of labor hours.” The clearer the better, so everyone’s expectations are set. This also helps during proposal writing to make sure it’s aligned – you don’t want to propose something that doesn’t match your agreed roles (evaluators might sniff out if the SDVOSB seems incapable of the major workshare they claim).
- Why a Large Partners: For the large company, this arrangement is a way to still get a piece of the contract revenue and keep their people utilized, even though they can’t prime. They might also get small business credit for subcontracting (agencies track that). Additionally, it builds goodwill – the agency sees them supporting small business goals. For the SDVOSB, the benefit is getting a contract far bigger than they could handle alone, plus presumably accessing the large’s expertise, processes, maybe capital. It can significantly enhance capabilities and credibility.
- Risks: The SDVOSB has to be careful not to become a “front” or violate control rules. They must truly manage the contract. If it looks like the big sub is actually running the show, that can lead to an SBA size protest or just reputational damage. So SDVOSB owners need to assert leadership – run the meetings, be the face to the client, ensure decision-making power on the project.
- Past Performance Sharing: One challenge is that if the project is successful, the prime (SDVOSB) gets the prime past performance credit, which is great for them. The sub might only get a subcontractor past perf reference, which sometimes agencies accept, sometimes not as much weight. However, often the sub is in it for the revenue and relationship, not the past perf record.
SDVOSB Teaming in Practice:
From my personal experience: we teamed as an SDVOSB prime on a DHS opportunity with a larger company as sub. We hammered out a clear division: I (SDVOSB) brought domain know-how in the agency and some key people; the large brought additional staff and a back-office readiness (they had the systems for say, invoicing on cost-type contracts, DCAA-compliant accounting, etc., which as a small you may not fully have yet). We wrote the proposal collaboratively, highlighting the SDVOSB status and leadership, but also heavily emphasizing the “strength of our team.” In fact, in the proposal, we branded the team with a combined name, showing unity. We won that contract because the agency felt they got the best of both worlds: they met their SDVOSB goal and they got the depth and breadth of a larger contractor’s resources.
Another scenario: A large prime might proactively seek out an SDVOSB to mentor. Some primes maintain informal rosters of reliable SDVOSBs in different fields so when a set-aside pops, they can quickly form a JV or teaming. If you’re an SDVOSB, it pays to network with these primes – let them know your capabilities. They might come to you with opportunities. I’ve had big firms ask “Would you consider being a prime for this opportunity and we’ll support you?” That can be flattering but do your due diligence – ensure it’s a project you could realistically handle your share of. Also negotiate terms (like maybe a right of first refusal for you to prime if it re-competes unrestricted later, etc., though that might be aspirational).
For agencies, teaming agreements enable them to get more comprehensive solutions. Innovative teaming can bring creative pairings – e.g., a cutting-edge tech startup teams with an experienced government contractor SDVOSB. The agency gets innovation + low risk (because the experienced partner ensures paperwork and compliance are handled). I’ve seen combos like a drone manufacturer teaming with a data analytics SDVOSB to offer a full intel solution. Or a logistics SDVOSB teaming with a cybersecurity company to address both physical and cyber supply chain security.
SDVOSB Joint Ventures (JVs) and Mentor-Protégé:
It’s worth noting that beyond one-off teaming agreements, SDVOSBs can formalize partnerships through JVs and the SBA Mentor-Protégé program:
- In a Mentor-Protégé JV, the Mentor (often large) can own up to 40% of the JV, and the Protégé (SDVOSB) 60%. The JV must adhere to SDVOSB requirements (the SDV must manage it, etc.), but it allows them to go after larger contracts together as a single entity.
- The JV might even have its own name (e.g., “AlphaBeta JV, LLC”). Some agencies actually like JVs because it’s a single contracting entity to deal with, rather than a prime and a big sub behind them (even though functionally similar).
- The advantage for the SDVOSB: learning and capacity building. A good Mentor will help the Protégé improve their processes (accounting systems, project management methodologies, etc.). The idea is to make the small business more self-sufficient long term.
- There are also internal agency Mentor-Protégé programs (like DoD’s old program) but SBA consolidated a lot under one now. If you haven’t looked into it and are eligible, it’s a solid route to consider for growth.
SDVOSB Teaming for Non-SDVOSB Contractors:
If you are not an SDVOSB but want to tap this ecosystem:
- Identify good SDVOSBs in your domain. Many times, they’re listed in those procurement forecasts or on VA’s database (the VA used to have CVE verification list, now moved to SBA).
- Approach them with a win-win proposition: you can enhance their proposal and execution, and you respect that they lead. Show you have teaming experience because some SDVOSBs worry about being overshadowed or used.
- Some best practices: Sign a teaming agreement early that outlines exclusivity (if applicable), roles, and importantly, if you’ll share proposal costs or provide resources to help (like offer to fund a proposal consultant or something – that can be persuasive if a small has limited resources).
- Understand the culture: Many SDVOSBs are run by military vets who value straightforwardness and integrity. A good teaming relationship is like a good military unit – trust and clarity. The worst thing a large could do is try to sideline the SDVOSB after winning (like ignoring them or not giving promised workshare). That could lead to contract trouble (the SDVOSB could refuse to sign modifications or escalate to CO that the large isn’t honoring the agreement).
From the SDVOSB side: choose partners wisely. Look for those who not only have capability but also are sincere in helping you grow. There are horror stories of smalls being used for their status and left with scraps. But there are also great stories of mentorship and true collaboration. Communication upfront is key: get commitments in writing about workshare, involvement in management, etc. Also clarify things like whose past performance will the project reference next time (both can use it, but you might decide how to position it in future bids).
SDVOSB and Other Socio-economic Teaming:
SDVOSB teaming is analogous to what happens with 8(a) or HUBZone or Women-Owned set-asides. SDVOSB is one category; many companies maintain multiple statuses (e.g., a company could be SDVOSB and HUBZone). You might sometimes team an SDVOSB with another category if a contract has multiple goals (but usually a contract is set aside for one category at a time).
SDVOSB-to-SDVOSB teaming is also possible. Two SDVOSBs can team if perhaps one has a skill the other lacks but both want to keep it within the SDV community. That’s fine and can help meet LOS because all subs are similarly situated (if a sub is also SDVOSB, their work counts towards the prime’s 50% requirement under updated rules). However, two smalls teaming might still need more resources if it’s large scope – so often it’s small+big. But do remember that clause: “similarly situated entity” – subcontractors that share the same small business designation can be excluded from the percentage calculation limits. This means an SDVOSB can subcontract to another SDVOSB, and that portion is treated as if the prime did it (for the purposes of meeting the 50%). So SDVOSBs could form teams where maybe one is more front-office, one is technical execution, etc., and collectively satisfy performance requirements.
Why SDVOSB Teaming Agreements are Win-Win-Win:
- For the SDVOSB (Small Prime): Access to bigger contracts, enhanced capabilities, mentorship, and revenue growth. Also, a chance to prove themselves on a larger stage, yielding stronger past performance credentials.
- For the Large Sub/Partner: Access to otherwise inaccessible contract dollars, keep presence in agency, and meet any subcontracting plan goals. Also potentially groom a future partner or acquisition target if they really mesh well.
- For the Agency: Achieves socio-economic goals (helping SDVOSBs) and gets the benefit of a more robust contractor team. Less risk of a small business faltering, because the partner backstops capacity. It can be the best value solution in many cases.
One more angle: SDVOSB set-asides and VA’s Vets First program. The VA by law gives preference to SDVOSBs and VOSBs (Vet-Owned Small Biz) for their procurements. They have a separate verification (which now merging with SBA). For companies wanting to work VA contracts, partnering with an SDVOSB or being one is almost a requirement. VA can directly sole-source to SDVOSBs for fairly large amounts if only one SDVOSB can do it. So at VA, you often see SDVOSB primes and large subs as the norm.
When not to team: It’s worth saying, teaming is beneficial, but sometimes going solo is better if you can. If an SDVOSB feels they can handle a contract themselves and meet the requirements, they might not team because it keeps all the profit and control in-house. Teaming typically comes when either the scope is beyond one’s reach or to combine strengths for a more competitive offer. Always weigh the cost of splitting the pie vs. increasing the chance of winning a bigger pie.
Legal docs: A teaming agreement (TA) is typically a precursor. If you win, you then execute a subcontract that formalizes the working relationship. The TA should outline that the sub gets that subcontract if the team wins, subject to good faith negotiation, etc. Be careful to ensure the TA is well-written because some jurisdictions consider them non-binding or only enforceable if clear on terms. Some companies also do a CTA (Contractor Team Arrangement) on GSA Schedule bids which is a bit different, but that’s more for schedule use. For bespoke RFPs, TA+SubK or JV is standard.
SDVOSB teaming and proposal evaluation: Often the RFP will allow the prime to rely on subcontractors for certain capabilities, but they might ask: “what experience does the prime have managing subcontracts of this size?” or “how will the prime integrate team members?” So if you’re the SDVOSB prime with a big sub, stress your management approach. Show you have processes to manage a large team – even if you haven’t before, perhaps your project manager came from industry with that experience, or your partner will provide some PMO support (though careful not to say the partner is basically doing your PM job). If the evaluators perceive the small prime as a figurehead, they’ll score management lower. So, clearly articulate: “Our company will lead this effort – our program manager (an employee of ours) has managed projects of similar size. We will use [specific tools] and [governance structure] to manage subcontractor contributions, ensuring a unified team performance.” You can mention your sub’s strengths, but position them as part of your team.
In conclusion, SDVOSB teaming agreements are a powerful strategy to combine the agility and diversity credit of small businesses with the muscle of larger firms. They help level the playing field and create opportunities that neither could achieve alone. Many contract wins in the defense sector nowadays are through such partnerships. I’d advise any SDVOSB entrepreneur: build at least one or two strong teaming relationships early on – they can catalyze your growth. And to bigger contractors: invest in partnering with SDVOSBs not just for one deal, but as a long-term alliance. The loyalty and synergy that can form are often very rewarding (and you’re also doing something good by helping veterans in business, which aligns with government intent).
Now that we’ve covered teaming, let’s zoom back out to the big picture of playing the long game: how U.S. military contractors position themselves for long-term wins beyond just one RFP or one teaming deal.
9. How U.S. Military Contractors Position for Long-Term Wins
Winning a single contract is great, but building a sustainable business in defense contracting requires positioning yourself for long-term success. This means developing strategies, relationships, and capabilities that keep you winning not just today’s RFP, but also tomorrow’s and five years from now. In this section, I’ll share how savvy U.S. military contractors (from small businesses to major primes) set themselves up for enduring success in the federal marketplace.
1. Strategic Planning and Focus
One common trait of successful contractors is they have a clear strategy and focus. They’re not chasing every shiny object or RFP out there. Instead, they:
- Define their target markets: For example, they might decide, “We are going to focus on Army communications systems and related services, plus maybe NASA ground systems as a secondary market.” This focus allows them to become known in those circles and to deeply understand the customer needs. They don’t spread themselves too thin.
- Develop a pipeline of opportunities: They maintain a forward-looking pipeline of potential contracts, often 12-24 months out (or further for big ones). This pipeline is weighted by probability and alignment with their strengths. They apply discipline in pursuing only those that fit their strategic criteria (budget, agency fit, competitive positioning). I’ve learned that chasing everything means winning almost nothing. The best contractors have a bid/no-bid decision process that filters opportunities ruthlessly. They use “gate reviews” or “kill criteria” to drop low-probability pursuits early.
- Invest in capture and intelligence: Before an RFP drops, they’re already gathering information – who is incumbent, what the customer cares about, what the budget might be, etc. They engage with the program offices, attend every industry event, maybe get involved in industry working groups that interface with the government. By the time the RFP arrives, they often have insider knowledge (legitimately gained) that gives them an edge in tailoring their solution.
In essence, long-term winners treat business development like a science. They often use capture models (like the Shipley capture process) to systematically increase their win probability. They maintain relationships with potential clients even when no active RFP is out – known as “shaping the requirement”. Some even get invited to weigh in on draft requirements if the agency values their expertise, thus literally shaping RFPs to their sweet spot (within ethical limits).
2. Building Relationships and Reputation
Federal contracting, especially with military agencies, is still a people business at the core. Relationships of trust make a huge difference in long-term positioning:
- Consistent Agency Presence: Successful contractors are known entities in their target agencies. They show up at events, join advisory boards, or collaborate in innovation projects. Over years, they become part of the fabric. For example, if your focus is Air Force cybersecurity, you and your team should be regularly seen at Air Force Association events, AFWERX demos, etc. Eventually, program officers might start reaching out to you to ask for input or to ensure you’re aware of an upcoming project because they’d like a bid from someone they trust to deliver.
- Exceeding Performance Expectations: How you perform on contracts greatly impacts future wins. Delivering excellent results makes the client your advocate. They’ll write strong CPARS (past performance reviews), and they might even recommend you to colleagues or want to keep you via sole-source or follow-on work. There’s a concept of being a “trusted contractor” – like an informal preferred vendor. While formally everything must be competed or justified, having a reputation as the go-to problem solver means sometimes requirements might be written with your strengths in mind (again, within the rules). Or at least you get invited to all the limited competitions.
- Customer Service and Ethics: The defense world is relatively small in each niche. Word gets around. Companies that treat customers well, are ethical (no scandals, no protests unless warranted, no mistreatment of employees that causes contract issues) build goodwill. Conversely, if you burn bridges (like deliver poorly or constantly fight with the government over every penny), that gets remembered and can poison your chances elsewhere. I’ve had new clients come to us partly because they heard we were straightforward and fair on a previous project.
- Team with Others: Long-term winners often also position via strategic partnerships. Being a teammate to big primes on some projects can eventually lead to them supporting you or stepping aside for you on others. Many small businesses eventually become large by first being subcontractors and building a network of big-brother allies. And large primes maintain ecosystems of subcontractors so they can quickly assemble strong teams. If you’re known as a great team player (delivering your part, not poaching their staff, etc.), primes will keep inviting you. That consistency yields a steady stream of opportunities you might not find on your own.
- Visibility: We touched on digital presence already, but beyond that, things like writing articles (like this one), speaking at conferences, or sponsoring relevant military community events (wounded warrior events, base picnics, etc.) all raise your profile. The goal is when a new RFP is out, the evaluators think “I recognize that company’s name, they’re the ones who did X or I met them at Y – they seem engaged in our mission.”
3. Capability Development and Differentiation
Markets evolve, technology advances, and government needs change. Long-term winners anticipate and adapt:
- Continuous R&D and Innovation: Many contractors invest their own IRAD (Independent Research and Development) funds into new technologies or process improvements. They don’t wait for the government to tell them what to do; they proactively develop something and then propose it. The DoD actually encourages contractors to do IRAD by allowing some cost recovery in overhead. By innovating, you stay ahead. Think of companies who foresaw the importance of AI or zero-trust security early – they developed offerings so when the DoD pivoted to those, they were ready.
- Certifications and Credentials: They keep up with important certifications – CMMC for cybersecurity, CMMI for dev processes, ISO for quality, etc. Also, for service companies, they ensure key staff maintain professional certs (PMP for project managers, CISSP for security engineers, etc.). Having these credentials often appears as evaluation discriminators. Also, being prepared for things like a DCAA accounting system audit (for cost contracts) – if you can say “we have a DCAA-audited accounting system,” it eases customer concerns. Long-term players invest early in infrastructure like that, which smaller/new firms might scramble with (e.g., they get an approved purchasing system, EVMS if doing major programs, etc.).
- Ramping Talent Pipeline: In defense, especially with military contracts, having access to cleared and qualified personnel is gold. Companies position by cultivating a pipeline of talent – either through active recruiting (including recruiting from the retiring military community) or by investing in training their workforce. They also ensure strong retention programs so that on recompetes, they can keep incumbents (agencies hate when a new contract starts and half the incumbent workforce leaves). Some also team with universities or run internship programs to grow niche skills. The point is they think ahead about who will do the work, not just about winning it. A contract win with no people to execute is a Pyrrhic victory.
- Financial Stability: Larger long-term contractors manage their finances wisely to weather delays, protests, and government payment lags. They maintain lines of credit, or cash reserves. Why is this positioning? Because if an opportunity requires upfront investment (maybe building a prototype at cost share), they can do it while smaller less stable firms can’t. Or if a project’s funding gets delayed, they can float it and not disrupt delivery (the customer notices that reliability). Also, when competing, contracting officers do responsibility determinations – they check if the company seems financially sound to handle the contract. Firms that consistently demonstrate stability (clean audits, etc.) have an easier time, especially for large awards.
- Multiple Contract Vehicles: Long-term winners often secure spots on key contract vehicles (GSA Schedules, IDIQs like NIH CIO-SP4, DHS EAGLE, DoD IDIQs like SeaPort-NxG, GWACs, etc.). This ensures they have “ticket to play” when work gets awarded through those channels. For example, a lot of DoD work goes through multiple-award IDIQs or GWACs; if you’re not on them, you miss out on a “huge portion of opportunities”. Thus, a strategy is to get on 1-2 major vehicles in your space. Even if that means joining a team or taking a subcontractor role on a vehicle, at least you have access. Over time, you aim to prime those vehicles yourself. We saw from the Top 10 Challenges reference that lacking vehicle access cuts you out of the real action. So part of positioning is watching for on-ramp opportunities or new vehicle competitions and going for them. A concrete example: a company might aggressively pursue a GSA Schedule or a place on an important Air Force IDIQ, knowing it may not yield immediate revenue but strategically positions them for many task orders ahead.
- Diverse Portfolio (with caution): Earlier we talked about multi-industry – many successful defense contractors diversify across agencies and even commercial to an extent, as a hedge and growth tactic. If defense budget shrinks, maybe they get more civilian agency work, or vice versa during defense build-ups. Diversification in clients and contract types (mix of prime and sub, fixed-price vs cost-plus, etc.) can smooth out the bumps. But they do it in a controlled way that doesn’t dilute their brand or stretch them too thin.
4. Learn and Adapt (Feedback Loop)
Long-term contractors have a culture of continuous improvement:
- They always request debriefings on lost bids and even on wins (to know what was liked and what was just okay).
- They capture lessons learned after proposal efforts and after project deliveries. For example, they might update their proposal boilerplates or templates based on a new best practice discovered.
- Many adopt process frameworks like ISO or CMMI not just for the certificate, but because they institutionalize a feedback loop and quality improvement, which helps them perform better.
- They track metrics like proposal win rate, task order win rate, and aim to improve them. Maybe they realize their cost estimates tend to be high, so they adjust overhead or improve efficiency to bid more competitively.
- They pay attention to why incumbents lose (if they see a competitor lose an incumbent contract, they analyze why – perhaps pricing, or service issues, etc., so they avoid the same fate).
No contractor wins 100% of bids (and if they do, they might not be bidding enough!). But the best treat losses as investments in learning. They might even ask the agency informally for suggestions how to be stronger next time. Agencies won’t reveal competition secrets, but sometimes you get candid advice like “you should partner with a company that has manufacturing capability next time” or “get your facility clearance and we’d love to see you on classified work.” That’s gold advice – act on it.
5. Ethical and Long-Term Mindset
I’ll add that long-term success often comes from playing the long game ethically. Shortcuts or sharp practices (like exploiting loopholes, underbidding and then doing many change orders, or filing frivolous protests to get a second chance) can backfire by damaging reputation. The firms that endure are typically those that strive to be partners to the government, not adversaries.
For instance, if a contract runs into budget issues on the government side, a long-term-focused contractor might find ways to help cut costs or defer some work, showing goodwill, rather than simply insisting on every last dollar per contract terms. This can earn loyalty that pays back in follow-on work or other contracts. It’s a judgement call, but the attitude is “we’re in this together with the mission” rather than “us vs. them.” Government folks remember who helped them out of a jam.
Additionally, these contractors often have robust ethics and compliance programs (avoiding conflicts of interest, following rules on hiring former gov employees, etc.) to stay out of trouble. One scandal can sink you (or at least ban you from certain work).
6. Adapting to Policy and Market Changes
The defense contracting environment is heavily influenced by policy and budget changes:
- The budget can swing by administration or Congress decisions. Smart contractors keep an eye on the Pentagon budget priorities, the 5-year plans, etc. If they see more funding going into Space and less into ground vehicles (for example), they may pivot accordingly – perhaps marketing their capabilities to Space Force and not investing in ground vehicle R&D as much.
- New regulations (cyber requirements, counterfeit parts rules, etc.) – the ones who adapt first avoid disruptions. When the DoD announced the Cybersecurity Maturity Model Certification (CMMC), companies that quickly got compliant positioned to reassure customers, while laggards risked being ineligible.
- Contracting trends: If OTAs (Other Transaction Authority agreements) become big, a forward-leaning contractor will figure out how to participate in those (consortia, etc.). If the government moves toward Best-in-Class contracts or category management (favoring certain contract vehicles), they’ll align to that.
- Even macro trends like workforce changes – e.g., there’s been a wave of federal acquisition workforce retirements and new folks coming in. Contractors that realized they need to maybe educate or assist new contracting officers (in how they present info or in being patient) have smoother interactions. Or if more procurement goes through nascent tech tools (like the DoD’s new procurement sites), they get on board early.
7. Financial and Growth Management
This might be behind the scenes, but crucial: managing growth properly. Some contractors fail by growing too fast (winning contracts beyond their capacity or taking on too much debt to expand). Long-term winners pace themselves, ensuring quality isn’t sacrificed for quantity. They might even no-bid some things if they feel execution would strain them too much at that time.
They also plan for transitions – like when outgrowing small business status. That’s a big one: many small businesses succeed in set-aside arena then flounder when they “graduate” to unrestricted competition. The successful ones plan ahead: they diversify their contract mix, perhaps invest in proprietary tech, or even merge with another firm to stay competitive at the next level. They also engage with SBA and PTACs to utilize programs fully while they can, but not depend solely on them.
8. Long-Term Customer Support and Evolution
If you deliver a system or service, staying with the customer through its lifecycle often leads to more work. Contractors position by aiming to own the follow-on work. For example, deliver a software, then position to win the O&M (operations & maintenance) contract for it, then the upgrade contract, etc. It’s like land-and-expand within the government. But you must keep customer satisfaction high for that to happen.
Another technique: create and document intellectual capital (like frameworks, reference architectures) while on a project, which then become selling points for new projects. Government often likes that you have a “proven methodology” used in a similar program. If you internally improve that methodology over time, you stay cutting-edge. For instance, maybe you developed a logistics optimization model for the Army. With lessons learned, you refine it and then propose it to the Marines, saying “we have a tested approach ready to go.” That gives a leg up.
9. Succession and Company Culture
Long-term means beyond the founder or current leaders. The company should cultivate future leaders and maintain a culture of excellence. Many small contractors face a crossroads when the founder retires – did they groom a team to continue, or does the company lose steam? The enduring contractors have a professional management in place, even if family or founder-owned – they invest in leadership development.
Culture-wise, a mission-focused culture resonates in defense. If your employees believe in the customer’s mission (supporting the warfighter, protecting national security), they’ll likely deliver better work and stick around. That in turn leads to better results and reputation. Government folks can sense when a contractor’s team is just punching the clock vs. really cares. I’ve had contract monitors tell me “Your people act like they’re part of our mission, not just contractors” – that’s when you know you’re positioned not just as a vendor but as a partner. And partners last.
10. Balancing Short-term and Long-term
It’s a given that you must win some short-term contracts to stay in business. But top contractors always weigh immediate revenue vs strategic value. Sometimes they pursue a small, maybe lower-profit contract with a key new client just to break in and prove themselves (a foot-in-door strategy). Or they accept a tough fixed-price challenge project to build a unique past performance profile. They might also drop a current business line that’s profitable now if they foresee it fading (like some who did a lot of old tech maintenance might pivot to new tech, even if it means short-term revenue dip, to be ahead later).
In other words, they’re not purely reactive to RFPs; they actively shape what RFPs they want to see and position to capitalize on them. It’s playing chess, not checkers: thinking several moves ahead.
Recap of key ways to position for long-term wins:
- Focus on niche(s) and excel there; don’t be everything to everyone.
- Build relationships and a reputation of trust and performance in your market.
- Continuously improve capabilities, get needed certs, and adopt new tech faster than others.
- Develop and maintain a robust pipeline and be disciplined in pursuits.
- Secure access to contract vehicles and align with procurement trends.
- Invest in your people and processes so you can scale and adapt.
- Always deliver quality and value, even if it costs you in the short run; it pays back in loyalty and past performance.
- Embrace teaming and partnerships to augment your strengths and learn new ones.
- Stay ethical and customer-centered, making decisions that favor long-term trust over short-term gain.
- Keep learning, from both wins and losses, and share those lessons within your team.
By doing all this, contractors essentially future-proof their business in the volatile world of defense procurement. They become the ones setting the pace rather than racing to catch up. It’s a lot, but that’s why relatively few companies manage to stick around at the top for decades – those that do, follow many of these principles.
Now, even the best can stumble if not careful. In the next section, I’ll cover some common RFP mistakes contractors make, even experienced ones, which can derail all these great efforts. Being aware of these pitfalls will help you avoid them and keep your long-term trajectory on track.
10. Common RFP Mistakes Contractors Make
Even seasoned contractors aren’t immune to mistakes in the RFP process. The stakes are high, timeframes tight, and RFPs complex – making it easy to slip up. Here I’ll outline some common mistakes I’ve observed (and admittedly, some I’ve learned from firsthand) that can cause an otherwise good contractor to lose an opportunity. Awareness is the first step to prevention.
Mistake 1: Not Reading the RFP Thoroughly (or Early Enough).
This sounds almost too basic to mention, but you’d be surprised how often companies skim an RFP and miss crucial details. Federal RFPs are long and sometimes tedious, but you have to read every section carefully. Overlooking one clause in Section L or M can doom your bid. For example, not noticing a requirement for a specific certification or a mandatory site visit, or a requirement that a key person have a certain license. I know of a case where a contractor submitted a great proposal, but was thrown out because they missed that all key personnel resumes needed to include a signed letter of commitment. They didn’t include those letters, and thus were deemed non-compliant.
Prevention: As soon as an RFP is released, conduct an intensive review and create a compliance matrix (as discussed earlier) to track all requirements. Also, involve multiple people in the review if possible – a fresh set of eyes might catch something you missed (such as a specific formatting requirement or a limit on subcontracting plan details). If something is unclear, don’t guess – ask the question during Q&A.
Mistake 2: Ignoring the Draft RFP or RFI Phase.
Some companies sit out the draft RFP or RFI thinking they’ll just jump in at final RFP. That’s a mistake because those earlier phases are your chance to shape and prepare. If you ignore them, you may be caught off guard by requirements in the final RFP that you could have influenced or at least anticipated. Also, agencies notice who participated early – it signals seriousness. A related sub-mistake: not attending Industry Day or not paying attention to the Q&A that gets released. Sometimes an RFP’s Q&A document can be dozens of pages clarifying things; if you don’t read that thoroughly, you might base your proposal on outdated assumptions.
Prevention: Whenever possible, respond to RFIs, attend industry days, and use draft RFP time to start outline and solution brainstorming. Even if you hold back proprietary details, at least submit some thoughtful questions or suggestions – it can only help you. And always download the Q&A/Amendments from SAM.gov and update your proposal accordingly (I’ve seen proposals referencing requirements that got deleted in an amendment – clear sign they didn’t incorporate changes).
Mistake 3: Boilerplate Overkill (Not Tailoring the Proposal).
Contracting officers can smell copy-paste boilerplate from a mile away. It’s a mistake to take a generic past proposal and only lightly edit it for a new RFP. Each RFP has unique nuances – evaluation criteria, agency mission, terminology – and if your proposal reads like a generic sales pitch, it will score poorly. For instance, a proposal that talks all about “our cutting-edge commercial solutions” in a tone that might work for a private client, but fails to directly answer the government’s specific questions. Or leaving the wrong agency name in a rush (it happens – referencing “FEMA” in a proposal to DHS Customs because you reused content).
Prevention: Use boilerplate as a base, but thoroughly tailor it. Ensure every requirement is explicitly answered. Use the agency’s name and project name frequently in the text (naturally). Mirror their language: if the RFP says “Mobile User Objective System (MUOS) satellite comms,” don’t just say “satellite comms” in your response, use their terminology to make it easy for evaluators to see you addressed it. Also, integrate specific insights about the client. For example: “We understand that AMC (Air Mobility Command) has recently implemented XYZ system; our approach will seamlessly integrate with this existing infrastructure.” That shows you did your homework – definitely not boilerplate.
Mistake 4: Poor Proposal Organization and Formatting.
Many proposals lose simply because evaluators got frustrated trying to find info. If you don’t follow the requested format/order, or you create a confusing structure, you risk non-compliance or low scores. Also, simple things: tiny fonts, crammed text, no clear headings – these make reading a chore. I’ve also seen proposals with no page numbers (hard for evaluators to reference during consensus meetings) or mis-numbered sections that don’t align with the table of contents.
Prevention: Follow the RFP’s outline if given. If not explicitly given, use a logical structure that maps to evaluation factors. Use clear headings and subheadings (which often can be phrased as the requirement itself abbreviated). Ensure all required sections (like a signed cover letter, representations & certifications, etc.) are included. Do a final checklist against the RFP’s table of contents or instructions. For formatting, err on the side of legibility over creative flair – standard fonts, decent line spacing, tables/graphs where appropriate. Pro-tip: After writing, do a “self-evaluator exercise” – take the evaluation criteria and try to score your own proposal or at least highlight where in your text each criterion is addressed. If you struggle to find something, an evaluator definitely will.
Mistake 5: Last-Minute Rushing and Submission Issues.
So many horror stories here: proposal teams working up to the deadline and then a technical glitch causing a late submission, which by rule often means an automatic rejection. Or uploading to the government portal (like PIEE or procurement site) only to find file size too large and running out of time. Or simply a courier arriving 5 minutes after the cutoff. Another scenario: not allocating enough time to properly finalize and thus submitting a document with errors (like track changes visible, or wrong file attachments). A rushed proposal also tends to have lower quality content (less review, maybe inconsistencies where multiple writers didn’t get to harmonize sections).
Prevention: Plan backward from the deadline. Set an internal deadline a day or two earlier for final document ready, then use the remaining time for a final QA check and submission process. Test the submission portal ahead of time if possible (many have a test environment or at least register early). If it’s a physical delivery, do it early in the day of due date or the day before if allowed. Build in contingency (e.g., what if your lead writer falls ill, or a snowstorm hits on due date – do you have backup?). Many companies do a “red team” review about a week out to simulate final evaluation, then a “gold team” final review a couple days before submittal. This helps catch issues when there’s still time. Also, read the RFP’s submission instructions carefully – some require multiple volumes to be separate files, or certain naming conventions, or specific delivery mediums (CDs, etc.). I recall an RFP that required a .xlsx pricing sheet on a CD plus a printed copy – missing any one could disqualify.
Mistake 6: Overlooking Required Forms or Certifications.
Federal proposals often need various forms: SF33 or SF1449 cover pages, reps & certs (which might be just an acknowledgement if in SAM, but sometimes additional), subcontracting plan (if large business), bid bond (if construction), etc. Forgetting one or doing it wrong can be fatal. For example, not signing the offer form or not acknowledging all amendments on it. Or forgetting to include a Power of Attorney for the person signing if required by your corporate structure. Similarly, if an RFP said “provide proof of facility clearance” or “evidence of accounting system approval”, failing to include those attachments can knock you out for non-responsiveness.
Prevention: The compliance matrix should list every deliverable item, including forms. Assign someone detail-oriented to double-check all administrative items. Create a little “proposal package” checklist: Cover letter done, Offer form signed, Price volume form filled, Past perf forms (if any) done, etc. If you need a cert (like ISO 9001), include a copy of the certificate in an appendix or as allowed. If a joint venture or subcontractors were involved, make sure any consent or commitment letters needed are present (sometimes they ask for a letter of commitment from each key sub or key person).
Mistake 7: Pricing Errors and Misalignments.
Pricing mistakes can range from calculation errors (formula mistakes, wrong sums) to strategic errors (too high, too low, or not aligned with the technical approach). A big no-no is not following pricing instructions: e.g., if they gave a cost template, you must use it. I’ve seen disqualifications for bidders who submitted their own pricing format instead of the provided spreadsheet. Also, failing to price something that was supposed to be priced (like an option year or a deliverable) – the government generally cannot accept an incomplete price quote. Another subtle mistake: misaligning the price with technical proposal – e.g., your technical says you’ll have 10 people on a task but your price only budgets for 5; this raises flags of realism. Or including assumptions in your price that contradict the RFP (like stating an assumption that X will be government-furnished when the RFP said the contractor must supply X – that could make your proposal unacceptable).
Prevention: Engage a separate pricing expert, or at least conduct a thorough cost-volume review. Use the government templates meticulously. Double-check every number, and ensure your level of effort, labor mix, travel, etc., all match what you described in tech (and if you deviated, note it explicitly with a rationale in a pricing narrative). If you offer discounts or options, present them clearly – confusion in price can lead to rejection. Also, if the RFP is best value, don’t assume the gov will ignore price – sometimes very strong bids lose because they overshot the budget. So do intelligence: if possible, estimate what the government expects to pay (from market research or incumbent pricing info) and ensure you’re in a competitive range.
Mistake 8: Weak Past Performance Handling.
Two angles: If you have relevant past performance but you don’t articulate it well or connect it to this bid, you lose points. On the flip side, if you lack direct past performance and you don’t find a way to mitigate that (like using subs’ projects or highlighting related work), you get dinged. Some also mess up by providing references not responsive to instructions (like giving 5 projects when they asked for 3, or giving a commercial project when they explicitly wanted federal, or not providing all required data like customer POC info). Additionally, failing to address problems in past performance if asked (some RFPs allow you to explain past issues – if you had a CPARS with a Moderate risk, you should explain what happened and what you did to fix it; silence could be seen as trying to hide it).
Prevention: Choose your past performance examples strategically – most relevant and recent, even if smaller, are often better than bigger but far afield. Follow the format they want (if they give a form or page limit). Provide context of how each is similar to the new effort. Also, reach out to your references ahead of time (if they’ll be contacted) to ensure their contact info is current and they’re aware – so they won’t miss a survey or call. If you have no past performance, state that you have no directly relevant past performance but then pivot to related experience or the team’s collective experience. FAR mandates a neutral rating for no past perf, but you want to give them confidence to the degree possible (e.g., “While [Your Company] as an entity is newly entering this market, our key personnel bring over 20 years of directly relevant experience from prior engagements at [other companies/ military service]. We also have excellent CPARS on smaller contracts, demonstrating our reliability.”). Never leave the past performance section blank or with one-liners; use it to your advantage as a narrative of credibility.
Mistake 9: Lack of Proof or Quantifiable Benefits.
Proposals that are too generic or unsubstantiated often lose. Claims like “We will significantly improve your efficiency” without explaining “how” or “by how much” don’t carry weight. If you say you’re an expert, but provide no evidence (no certifications, no case examples, etc.), the evaluators might mark it as mere claim. Another common mistake is failing to highlight compliance explicitly (assuming the evaluator knows you comply with something when you didn’t state it). Or not providing resumes for key staff (or providing resumes that don’t clearly meet the required qualifications – leaving the evaluator to guess).
Prevention: Wherever possible, include metrics, examples, and evidence. Turn statements into quantified ones: e.g., “We will improve process efficiency by at least 15% (as we did for Client X, where we reduced processing time from 10 days to 8.5 days).” If you claim “experienced team,” show it: “Our team collectively holds 5 PhDs and 20 patents in this field” or “Our proposed Project Manager led a similar $20M project at DoD with 100% on-time deliverables over 3 years.” If the RFP includes threshold metrics (e.g., a system’s MTBF), state clearly that you’ll meet or exceed them. Don’t assume it’s obvious – spell out compliance: “This solution meets all requirements in section 3.1, including being IPv6 compliant and FIPS 140-2 validated (see Appendix for certification).” For key personnel, ensure their resumes are tailored to highlight the required skills from the RFP. I often edit resumes to put a one-paragraph summary up top mapping to the RFP’s key personnel requirements.
Mistake 10: Communication Mistakes (Q&A and Post-Submission).
During the Q&A period, some make the error of asking questions in a way that gives away their strategy or that are too pointed, potentially educating competitors. Also, failing to ask a critical question can be a mistake if the RFP is ambiguous. After submission, some contractors contact the contracting officer or attempt to negotiate or add information outside the allowed process, which can annoy them or even result in disqualification (communications are restricted after certain points). If you get clarification requests or discussions, mistakes include providing new info not asked (beyond the scope of clarifications) or changing parts of the proposal that weren’t part of the discussion – you could introduce new compliance issues inadvertently.
Prevention: In Q&A, word questions carefully. Don’t reveal proprietary approaches; keep them generic but specific enough to provide clarity. Read others’ questions and the answers – they often contain valuable info. Once proposals are in, abide by the communication rules. If they ask for a clarification letter, answer exactly what’s asked, no more no less. If you make it to the discussion stage (competitive range), treat your responses as a mini-proposal revision, addressing the evaluator’s specific concerns. Don’t include unrelated changes (or, if you do, clearly mark them and ensure they don’t violate the instructions). And absolutely meet any deadlines for responses in discussions – they’re often short turnaround and missing one could eliminate you.
Mistake 11: Not Requesting a Debrief (or mishandling one).
This is post-RFP, but still part of the process mistakes. Not asking for a debrief if you lose means you miss out on valuable feedback. Or if you do get a debrief, some make the mistake of being combative in it – arguing with the evaluators. That can harm your relationship and won’t change the outcome, and might make them less candid. Similarly, immediately protesting out of anger without solid grounds can label you as “that company that protests everything” (not a formal factor but can tarnish how people perceive dealing with you, though officially it shouldn’t).
Prevention: Always ask (in writing, within the timeframe) for a debrief on losses – even short ones yield insight. Go in with a learning mindset. If something seems unfair, you can ask politely for clarification, but don’t turn it into an interrogation. Absorb the feedback and thank them. Save any protest decision for after, when cooler heads prevail and you consult if there’s a real legal case. Debriefs can actually improve your standing if you handle them professionally – I’ve had debriefs where we made a positive impression by being earnest and asking “how can we do better next time?”, which some agencies appreciate.
Bonus: Mistakes in Execution That Affect Future Bids
Though outside the proposal itself, I’ll mention a couple because they loop back into your next RFP:
- Stretching Truth in Proposal: Some contractors win by overpromising or misrepresenting (like claiming availability of a key staff who isn’t actually committed, or proposing a solution they don’t fully know how to build). This is a mistake because even if you win, you might fail in execution or scramble, harming your CPARS and reputation. Always propose what you can truly deliver (with some stretch, yes, but not falsehoods).
- Forgetting to Update SAM/Certs: A compliance thing – if your SAM registration lapses or your SBA status expires and you didn’t notice, you could be ineligible at award time. Keep those updated.
In summary, most mistakes stem from one of three factors: lack of attention to detail, poor planning, or a lack of understanding of the customer’s perspective. The great news is all of these are preventable with the right processes and mindset.
Use these mistakes as a checklist of “don’t do” during your proposal development:
- Thoroughly read and comply with every instruction.
- Tailor and clearly organize your proposal.
- Start early and submit carefully.
- Double-check all attachments and forms.
- Align your pricing and technical, and proof everything.
- Ask for feedback and learn.
We’re all human – in the rush of big proposal efforts, slip-ups can happen. But contractors who implement rigorous proposal management practices and foster a culture of quality control significantly reduce these errors, thereby improving their win rates.
11. Final Takeaways for Defense and Government Contractors
We’ve traveled through the entire government RFP process – from understanding what an RFP is, to the nitty-gritty of how proposals are evaluated, through strategic positioning and common pitfalls. To close out, I want to distill some final takeaways. Think of these as guiding principles or action items that defense and government contractors (whether just starting or well-established) should keep front and center moving forward.
Takeaway 1: Master the RFP Process End-to-End
Knowledge is power. The companies that consistently win are those that have truly mastered every stage of the RFP lifecycle – not just writing proposals, but shaping procurements, executing contracts, and preparing for recompetes. Make it a goal to institutionalize this knowledge in your team:
- Train your staff on FAR basics, evaluation criteria, and proposal best practices.
- Develop internal checklists or playbooks (e.g., a proposal development SOP, a compliance checklist, a post-award execution checklist).
- Create a lessons learned repository from past bids and projects so you don’t repeat mistakes.
- Ensure everyone, from BD to project managers, understands how their role fits into winning and keeping contracts. For instance, BD should know what execution challenges to avoid promising, and PMs should know how contract performance will feed back into CPARS and new bids.
In short, treat contracting as a core business process, not an ad hoc effort. That maturity will pay off in higher win rates and smoother operations. If you read an RFP now and still feel unsure how it all works, invest time to decode it – each one will become easier.
Takeaway 2: Align Everything with the Customer’s Mission and Requirements
A recurring theme: being customer-centric. Whether it’s your website content, your proposal narrative, or your project execution, anchor it to what the government customer cares about:
- Use their language, address their specific pain points, and make it clear you “get” their mission.
- Avoid one-size-fits-all messaging; customize for each agency or even each procurement.
- Continuously gather customer feedback (formally via debriefs or informally via conversations) and adapt to it.
When a contracting officer or military stakeholder reads your materials or interacts with your team, they should feel “These folks speak our language and are focused on helping us succeed, not just selling something.” That builds trust and sets you apart from competitors who might just push generic solutions.
Takeaway 3: Differentiate and Demonstrate Value
The federal marketplace is competitive. To win, you must clearly differentiate yourself:
- Identify 2-3 key differentiators (e.g., unique expertise, a proprietary tool, a stellar performance record, multi-industry capabilities, a status like SDVOSB, etc.) and weave those into all your proposals and marketing. These should be things that matter to the client (for example, “We offer a cleared, fully-trained reserve pool of personnel to surge when needed – minimizing mission downtime”).
- Don’t just claim differentiators; demonstrate value. Use proof points, case studies, ROI calculations, and testimonials to show how your differentiator benefited past clients. E.g., “Our process automation framework saved NAVSEA $2M annually, and we’re bringing the same to you.”
- Keep innovating so you maintain an edge. What is cutting-edge today becomes baseline tomorrow, so keep your differentiators fresh (invest in R&D, training, etc., to stay ahead).
Remember that differentiation is not only technical. It can be about approach (like exceptional customer service, agility in response, or a strong small business ethos if the client values that). In evaluations, especially best-value, the question often is “What makes this offeror the best value?” – you want your unique strengths to be obvious answers to that.
Takeaway 4: Leverage Teaming and Networks Strategically
Don’t go it alone if you don’t have to. The federal space rewards collaboration:
- Use teaming agreements to augment capabilities or qualify for set-aside opportunities (like SDVOSB teaming we discussed). Find partners who complement your weaknesses and to whom you offer complementary strengths.
- Build relationships with both larger primes and smaller subs – a rich network increases your reach. Maybe you can’t bid on a $100M contract alone, but as part of a team you can get a piece of it and gain experience.
- Consider formal partnerships like JVs or Mentor-Protégé if they align with your goals (just ensure you set them up correctly).
- Internally, encourage a team mindset: BD, proposal writers, SMEs, and PMs should work in concert, not silos, to produce winning proposals and executions.
At the end of the day, the government often looks at the combined team you bring. If you assemble a “dream team” for each project – the right prime, subs, and key personnel – you’ll outcompete a lone wolf with gaps.
Takeaway 5: Invest in a Strong Digital and Proposal Infrastructure
We talked about websites and SEO; extend that concept:
- Ensure your digital presence (website, LinkedIn, capability statements, etc.) conveys your strengths and credibility clearly. It’s often the first impression and an ongoing reinforcement of your brand.
- Develop high-quality proposal content library: model past performance writeups, resumes, management plans, etc., that you can reuse and adapt quickly. This investment in templates and boilerplates (kept up-to-date) can save time – just remember to tailor them each time (no copy-paste fails).
- Use tools and maybe proposal software for collaboration to cut down errors and version chaos. Even something as simple as a shared checklist on Google Sheets or a project management board (like Trello) for each proposal can improve organization.
- Check your SAM and other registrations regularly – they form part of your digital handshake with the government. Keep NAICS, contacts, reps & certs updated. A lapsed SAM registration at award time is a totally preventable disaster.
- Embrace AI tools carefully: As an aside, tools like AI writing assistants can help generate drafts or proofread, but always have humans ensure accuracy and compliance. The future likely holds more AI involvement in government sourcing (e.g., AI analyzing vendor data for market research), so structure your online content and proposals (with proper keywords, schema) for that eventuality.
Takeaway 6: Maintain Compliance and High Ethical Standards
This is a foundation:
- Always follow the rules (FAR, DFARS, contract clauses). Non-compliance can knock you out of a competition or even lead to legal trouble.
- If you find the RFP or contract requirements confusing, seek clarification rather than risking an incorrect approach. When delivering, be meticulous with deliverables, security protocols, etc.
- Keep an eye on evolving compliance areas: cybersecurity is huge (ensure you meet NIST standards, etc.), supply chain (know your suppliers, avoid prohibited tech like certain Chinese equipment), labor laws (if Service Contract Act applies, pay proper wages and benefits).
- Ethical behavior includes truth in proposals, treating subcontracts fairly (pay them on time as you get paid, etc.), and not engaging in conflicts of interest. The government does business more often with those they trust.
- If you make a mistake (it happens – like maybe you miss a small reporting requirement), own it and correct it quickly; don’t try to cover up. Agencies often forgive minor errors if the contractor is transparent and fixes it.
Your reputation, good or bad, can precede you. I’ve seen agencies prefer an incumbent for follow-on due not only to performance but because “they’re honest and easy to work with.” That matters.
Takeaway 7: Focus on Long-Term Relationships and Adaptability
Think beyond the single contract:
- Every contract is an audition for the next one. Seek to build long-term relationships with the program offices and contracting shops you work with. If they like your work, they might tip you off to upcoming opportunities or consider sole-source options if applicable.
- Stay adaptable: if the government’s priorities shift (and they will), pivot your offerings to stay relevant. For example, with the current emphasis on artificial intelligence and cyber, even if you’re a construction contractor, you might incorporate “smart infrastructure” capabilities. Or if budgets tighten, maybe emphasize how you offer cost-efficient solutions.
- Keep your workforce adaptable too – cross-train them, encourage continuous learning (e.g., understanding both defense and civilian best practices).
- Pipeline wise, maintain a mix of short-term and long-term opportunities (some that pay bills now, some that could be game-changers in a couple years). And as mentioned, keep quality high on current work to win the re-competes (the easiest contract to win is one you already have, if you’ve delivered well and prepared for the new competition).
Takeaway 8: Use Internal and External Resources
Don’t hesitate to use the help available:
- PTACs/APEX Accelerators (Procurement Technical Assistance Centers, now APEX Accelerators) – they provide free help on navigating government contracting. Even experienced contractors might use them for market research tools or training for new employees.
- Consultants or Proposal Experts – sometimes bringing in an outside expert for a critical proposal or to review your process can pay off massively if it wins you a big contract or corrects a chronic issue.
- Internal training – consider formal training for your proposal writers (like Shipley proposal training) or PMs (like PMP certification or DAU courses on acquisition). The better your team understands acquisition, the better they can operate within it.
- Industry associations – groups like NDIA, AFCEA, etc., often share insights, host networking, and sometimes even template documents or policy updates that keep you sharp.
And one of my favorite resources: Debriefs and competitor analysis. Use debrief feedback and any info you can glean about how competitors position themselves to adjust and improve. If you lost to someone, figure out why they won and see if it’s something you can incorporate next time (e.g., maybe they offered an innovative technical approach you hadn’t thought of, etc.).
Takeaway 9: Balance Confidence with Humility
When crafting proposals or selling your company, strike the right tone:
- Confidence: yes, highlight your strengths proudly, use strong active language (“will accomplish” vs “attempt to”). Let evaluators sense that you’ve done this before and can do it again.
- Humility: at the same time, avoid coming off as arrogant or dismissive of potential challenges. Acknowledge risks and show you have mitigation plans (rather than claiming there will be zero issues). Show that you listen to the client’s needs (not just bragging about your capabilities in a vacuum).
- In interactions (like Q&A or orals presentations), be professional and receptive to government comments. If an evaluator or client suggests something, seriously consider it. Many wins have been sealed by a contractor adjusting their approach based on a suggestion or concern raised, demonstrating they put the customer’s interest first.
I mention this because I’ve seen technically strong companies lose because their proposal or orals rubbed evaluators the wrong way – perhaps seeming inflexible or like they “knew better” than the agency. Agencies want experts, yes, but ones who are on their team, not lecturing them.
Takeaway 10: Never Stop Improving
The federal market evolves, your competitors evolve, and so should you. Make continuous improvement not just a buzzword but a practice:
- After every proposal, do a quick internal retrospective: What went well? What didn’t? Did we scramble at the end? How to avoid that? Document any new best practices discovered.
- After every project milestone or contract end: What could we have done better? Get client feedback if possible. Could be through formal surveys or just informal check-ins.
- Keep an eye on technology that can make your operations leaner (for example, new project management software, or automation in proposal assembly, etc.).
- Encourage your team to bring in new ideas – maybe someone attended a workshop on AI in contracting or agile procurement – let them brief the group.
- Benchmark against the best: If there’s a competitor who often wins, study them. Not to copy, but to learn. Maybe they have a superb understanding of pricing strategies, or they invest heavily in customer engagement. Emulate the good aspects in your own way.
The mindset of “We won, great, now let’s do the next the same way” can lead to stagnation. Instead, it should be, “We won, great, what can we do even better next time? And if we lost, how do we ensure we’re stronger in that area for future bids?”
In wrapping up this extensive exploration, the overarching message is: Success in the government RFP arena is as much about process and persistence as it is about product. You have to be as disciplined and strategic in pursuing contracts as the military is in planning operations. By being methodical, customer-focused, and always learning, you set your company up not just to win one contract, but to build a thriving, sustainable presence in the federal marketplace.
I encourage you to take these insights and discuss with your team: which ones are we doing well? Which do we need to improve? Perhaps make an action plan (e.g., “this quarter, we’ll revamp our website for clarity; next quarter, we’ll tighten our proposal review process; we’ll seek a mentor-protégé agreement within the year; etc.”). Concrete steps, even if incremental, will compound into significant advantages over time.
Remember: Federal contracting is a marathon, not a sprint. Play the long game. Implement best practices, avoid pitfalls, and remain agile to change. Do this, and you’ll find yourself not only explaining the RFP process but triumphing in it, time and again.
If you found this guide useful, consider it a starting point. The landscape will continue to evolve – stay curious, stay connected (feel free to follow our Federal Contracting Web Design insights for ongoing tips), and never hesitate to seek advice or mentorship within the community. We’re all in this mission of supporting our government’s needs together.
Here’s to your success in navigating and winning the government RFP process!
References (APA)
- Defense Contract Audit Agency. (n.d.). Preaward survey of prospective contractor accounting system (SF 1408) and accounting system adequacy guidance.
- Federal Acquisition Regulation. (n.d.). FAR part 31—Contract cost principles and procedures; FAR 32—Contract financing; FAR 52.204-21—Basic safeguarding of covered contractor information systems.
- General Services Administration. (n.d.). Multiple Award Schedule (MAS) program overview and vendor guidance.
- National Institute of Standards and Technology. (2021). Protecting controlled unclassified information in nonfederal systems and organizations (NIST SP 800-171 Rev. 2). Gaithersburg, MD: U.S. Department of Commerce.
- Office of the Under Secretary of Defense for Acquisition & Sustainment. (2023). Cybersecurity Maturity Model Certification (CMMC) 2.0 program overview.
- Shipley Associates. (2019). Proposal guide: Best practices for proposal development (5th ed.).
- Small Business Administration. (n.d.). Dynamic Small Business Search (DSBS) and federal contracting programs.
- U.S. Department of Defense. (n.d.). DFARS 252.204-7012—Safeguarding covered defense information and cyber incident reporting.
- U.S. Department of the Treasury & Defense Finance and Accounting Service. (n.d.). Invoice submission and processing (IPP, WAWF/iRAPT) guidance for federal contractors.
- Various federal agency OSDBU offices. (n.d.). Forecasts of contract opportunities and small business engagement resources.