I am not a fan of the 80/20 Rule, but I have been a participant in this principle during my over three decades in federal contracting. I have learned and struggled as part of the eighty and celebrated being part of the twenty. When I sold to the Government, I enjoyed being part of the twenty, much more. I enjoyed is so much that I created an educational program designed to help others develop the knowledge, skills and confidence to become part of the twenty percent. That would be Ethical Stalking for Government Contractors®, first a concept and now a portfolio of short and long-form education and training that gets results.

That’s my only advertisement in this piece, let’s get down to business.

My last contribution to the GovCon Geek Squad newsletter talked about the winners of the GWAC known as GSA STARS III, and tactics they should employ to maximize the opportunity as contract holders. Truthfully, those tips apply to more than just those shooting for the STARS opportunities.

Winning a seat on any multiple-award vehicle is just the beginning. This is not to minimize anyone’s accomplishment, but unless the initial award includes a task order or delivery order, there is no work and no money associated with it, yet. The rub is, if you’ve arrived at this point without doing what I prescribe in the next two paragraphs, please get to work on it QUICKLY!

There are a LOT of contract vehicles currently in play to support the needs of federal, defense and even state government agencies (think cooperative purchasing on the Federal Supply Schedule/Multiple Award Schedule or FSS/MAS). In fact, the current tally of single award and multiple award contract vehicles, and standalone (single award) contracts you will find in the Category Management Reporting Workbench, is 1,825. That’s unique contracts and vehicles by name, that align to the tiers associated with Category Management. This is important only if you are concerned about the amount of time and money you’ll spend pursuing an initial award and competing for subsequent task and delivery orders, once you are successful in winning a seat at the table.

BEFORE pursuing the next GWAC, Multiple Award Schedule, MAIDIQ or Multiple-Award BPA, it’s important to understand how these procurements work. For example, is the contract type (cost model) one you currently support? Who are the companies likely to win a seat on this new or next-generation contract vehicle, and what’s been your previous experience competing against them? Do you know the Buyers and/or the Customers? Do they know you, your offerings or your reputation? If you’ve heard or have formed the opinion winning a contract vehicle will magically propel you to the top of the Know/Like/Trust charts for customers you’ve never met, never spoken to and never supported, you’re wrong. That would be like buying a helicopter with an expectation the transaction would bestow upon you the requisite knowledge and skills of a qualified pilot. Let me put it another way. It’s the same expectation many in Government Contracting have when giving someone the title and responsibilities associated with Business Development Manager, Capture Manager or Proposal Manager when they don’t invest in their qualifications, or validate their qualifications. It is too often assumed, like in the helicopter scenario, they will magically or through osmosis, develop the knowledge and skills needed to succeed in those roles.

It just doesn’t happen that way.

I’ll continue discussing how to Rise Above the Pareto Principle, next time. 

Peace and Health,

Go-To-Guy