The Small Business Administration (SBA) concluded its winter meetings by publishing a final rule on December 17, 2024 “clarifying” the requirements around recertifying the size status of a contractor following an acquisition.
A little past the halfway point of the year, it is time to reflect on 2024 M&A activity and see which DWPA predictions have performed well and earned a medal.
Winning the gold is the DWPA prediction that high-end capabilities will be a leading rationale for M&A activity. High-end capabilities have been the star athlete of the 2024 GovCon M&A market as both PEs and strategics are looking to remain competitive and move up the value chain. Increased demand for AI / ML spurred by the AI boom and demand signals from federal customers for capabilities such as intelligence and counterintelligence, edge computing, AI/ML, data fusion, data analytics and predictive analysis, cloud native processing, DevSecOps, C5ISR have driven steady deal volume in the federal market this year. In 2023, 38% of government technology services acquisitions involved targets with AI/ML and Cloud capabilities, and, to date in 2024, that number has risen to 46% showing an increasing appetite from PEs, financial-backed platforms, and strategics to invest in these differentiated capabilities.
Finishing with a Silver Medal is the prediction that there would be a similar level of PE activity in the market as the extremely high level in 2023. Following a very deal heavy 2023 during which PE M&A activity accounted for 68% of deals in government technology services, and private equities have no intention of slowing down. Halfway through 2024, PE activity accounts for 63% of deals in government technology services, statistically a slight decrease, but still significantly higher than the 55% of deals PEs accounted for in 2022. Higher PE deal volume within the federal market can be attributed to buyers looking for a safe way to deploy the abundance of dry powder during economic uncertainties around interest rates, federal budget, and presidential election outcomes.
Rounding up the podium in bronze is the DWPA prediction that there will be increased deal volume by strategics with a continued aversion to large deals. While strategics sat on the sidelines in 2023 and focused on organic growth, many have chosen to compete in the 2024 M&A Olympics. Large strategics such as Booz Allen Hamilton, Parsons, CGI, Honeywell, and others have rejoined the market with their respective acquisitions. Smaller sized strategics have also increased M&A activity as many are actively scooping up companies with the desired capabilities referenced previously. Contrary to the prediction that strategics would refrain from large acquisitions, there have been a number of mega deals such as Honeywell’s $1.9B acquisition of CAES and TransDigm’s $655M acquisition of Raptor Scientific causing this prediction to fall short of the gold or silver medals.
One of the predictions has not yet had the chance to compete in the GovCon M&A Olympics due to murky waters continuing to obscure contractors’ picture of the future as they await key vehicles. Many high-profile, high-dollar value vehicles continue to suffer procurement delays as several factors including challenges defining requirements have resulted in endless rounds of protests. The contractors who lose out on vehicles such as T4NG2, CIO-SP4, SEWP VI, and OASIS+ will have to ensure access to their contracts, causing a scramble to buy up winning bidders for their vehicle access but this wave of M&A activity may delay another year as these vehicles are facing challenges. NASA recently announced a strategic pause on SEWP IV, while T4NG2, OASIS+, and CIO-SP4, after making preliminary awards, face many protests that will not likely receive a decision until 2025. Unlike the Court of Arbitration for Sport, the GAO and Court of Federal Claims are looking to resolve protests and look to award these vehicles as soon as possible, kicking off a new wave of M&A activity.
TJ Sharkey
202-591-5958
thomas.sharkey@dwpassociates.com
Sameer Ali
(972) 658-3645
sameer.ali@dwpassociates.com
Jesse Ernest
(703) 638-2525
jesse.ernest@dwpassociates.com
Every GovCon business runs on basic software for productivity, accounting, security, and more. Some run specialized software. Some sell software-related products and services. Computer software is as central to business, today, as ledgers and typewriters once were. We also know software will advance. We know we’ll have to keep up, and we try not to be hasty. Deliberation is good and caution can be warranted. Companies and entire industries have adoption patterns. And that leads us to generative AI (GenAI). Owners and Execs are cautious of generative AI, if not skeptical. It’s very new, and it works differently than most, if not all, other business software. Its programmers don’t know exactly how it does what it does. It’s known to fabricate information. It might make your proprietary information public. Agencies’ views are mixed. It’s hyped to change the world, so caution seems warranted.
Generative AI is unambiguously beneficial. Need a draft to get you started? Technical content simplified? Resumes found and scored? Done, done, and done. Generative AI can help in dozens of ways on client projects, in the back office, and in business development, capture, and proposals. It holds the promise not only of increased effectiveness and efficiency, but also of improved competitiveness. So, if you don’t use GenAI but your competitors do, that might cost you. For innovative technology, generative AI is inexpensive, easy to use, easy to scale, and improves with use. Its “black box” is fascinating or worrisome, depending on your point of view. So how do you make this risk-benefit decision?
Choose a safe, easy starting point for your first try. Especially when using a public, Web-based tool, ask about subjects of general interest, technical questions you usually Google, news stories, or published reports. See what you get, pick part of the answer, and ask more about it. Challenge part of an answer. Ask it to answer at a fifth-grade level. Or summarize. Or elaborate. See what you get and ask conversational follow-on questions, just like when you talk to a subject matter expert. Your goal is to gain some knowledge of generative AI’s capability by using it, so you can see the potential for more organized and targeted use. Unlike some New Year’s Resolutions which are difficult to keep, this one might inspire you to do more.
You have choices about where to start. Ask a vendor for a trial license or try a publicly available, Web-based tool like ChatGPT, Bard, Claude, or Bing. If Microsoft’s Co-pilot is available in your productive applications, you can use it. Choose a tool to which you have easy access and have a go. You can compare and contrast, later. For any tool you choose, read the vendor’s data, use, or privacy policy so you know what happens to your content. You especially want to know if your content is included in future tool training. By reading the company’s policy you’ll also know if you can opt out of certain uses of your content, such as for training. If using a public tool, don’t enter content which is privileged in any way. There’s more to know about safe use but if you avoid privileged information for your first use, you limit your risk. If you use a licensed private tool, you can be more confident using proprietary information. Still, read and ask about the vendor’s data and privacy policies.
Lou Kerestesy
703-835-3267
lou.kerestesy@dwpassociates.com
TJ Sharkey
202-591-5958
thomas.sharkey@dwpassociates.com
Doug Black
703-402-4511
doug.black@dwpassociates.com
When selecting the most suitable schools or vehicles to apply to, understanding the structure, scope, and other risks involved in the procurement can help avoid unnecessary setbacks. The cancellation of Alliant 2’s small business track several years ago serves as a formidable example of why establishing a wide portfolio of potential schools to apply to is important. Many applicants who had centered their focus on this vehicle for IT services, found themselves disappointed and exposed to unnecessary uncertainty and a long gap until Polaris began to take shape. Even to today during the pre-award stage of the Polaris solicitation, protests have been filed and uncertainty is increasing. While unclear, the concern for many is that the new Polaris solicitation could be disrupted just like Alliant 2 was. In the situations where government agencies cancel admission of a particular program, two key outcomes typically occur: students and resources are redirected to different vehicles with the same offerings and, to address the demand for specific services, the obligations are distributed elsewhere. These continued issues regarding the government’s ability to consistently provide successful options underscores the importance of prioritizing additional pathways that offer stability and align with an individual or organization’s needs.
Many businesses are aware that recent paths from RFP release to award have become increasingly convoluted with changing timetables, multiple amendments, and significant protests. Even getting to submission isn’t a guarantee that there will be an award – see the recent cancellation of the $5.3B Air Force EC2 vehicle. Students on the EC2 degree path who initially hoped to secure their future engagement (and subsequent revenue stream) selling high value cyber solutions are left to explore alternative options and try to recoup their significant B&P investment. Vehicles and schedules with rolling admissions, such as Seaport NXG and the GSA Multiple Award Schedule (MAS) can be excellent safety schools in these scenarios. Despite the admissions process allowing the government the right to cancel the application process at any time, the disappointment of the contractors who put their valuable resources and time remains evident. Just getting on a contract vehicle in and of itself, as with applying to different schools, is an expensive proposition. Whether you’re a 2-person 8(a) or a 10,000-person large, the cost can easily run $100k, if not significantly more. Despite the expense, contractors continue to apply and invest knowing that these contracts can serve as a primary revenue source and making it increasingly important for individuals to consider multiple contract types for successful procurement. The cost associated with applying to various contracts or schools presents firms with the opportunity to allocate their resources strategically, focusing on institutions where they have a higher likelihood of acceptance.
Even with Ivy League, best-in-class contracts like NASA SEWP, the procurement process can be unpredictable. While SEWP shows promise for continuing to be labeled as a best-in-class contract vehicle, in its current draft form, it still presents several challenges. Unlike some other contract vehicles, SEWP VI doesn’t impose a limit on the number of students awarded, which may change how some agencies and other schools view it. Additionally, if an individual doesn’t keep their grades up and secure a task order within 12 months of receiving an award, they effectively lose the ability to compete further. Moreover, the introduction of IT service categories has left large IT service providers uncertain about whether their related work will fall within that 12-month period or be pushed to the next semester. With the extensive cost involved for any organization to compete for contracts such as SEWP, the pathway to acquiring work remains uncertain. So even when you ask your college advisor if applying to a specific school will be a worthwhile investment, one simply cannot definitively tell.
Contractors considering their options in today’s competitive college landscape for high-value scholarships and contracts can find a variety of pathways to mitigate costs and risks including CTAs, Joint Ventures, and Mentor-Protege Joint Ventures. For instance, Mentor-Protege JVs offer small companies access to the past performance of larger companies, unlocking opportunities they couldn’t access independently for both the large and small firms. CTAs, on the other hand, allow peer companies to combine their unique capabilities to better serve customers. However, despite the multitude of risk-reduction strategies, they can also introduce additional complexities and management challenges. In the highly competitive and uncertain market of procurement, understanding the appropriate amount of attention each application needs can make a significant difference in one’s initial and continued success.
Stephen Abernathy
571-409-4189
stephen.abernathy@dwpassociates.com
Andrew Stringer
401-261-0267
andrew.stringer@dwpassociates.com
Fiona Cronin
850-559-6395
fiona.cronin@dwpassociates.com
DWPA forecasted 2023 federal M&A activity in the March Practitioner’s Perspective. Now, as we enter the fall season and the government fiscal new year, it is time to reflect on the 2023 M&A atmosphere thus far and put on our weathermen hats again. In March, we forecasted that capital markets, private equity activity, technology trends, strategic acquirer activity, and a troubled geopolitical climate would stimulate more M&A activity. Conversely, we projected that higher interest rates and a looming debt ceiling, paired with procurement trends emphasizing Small Business Set-Asides, would cool deal volumes slightly. Heading into the final three months of the year, most – but not all – of our predictions hold true. Overall, transaction volumes were initially cooler than anticipated, with data showing a 21% decrease in closed transactions in the first half of 2023, as compared to the first half of 2022.
As temperatures drop, uncertainty looms over continued risk of a government shutdown and another interest rate hike, we expect buyers, particularly PE and PE-backed firms, to remain active in the market. As of March, we expected legacy consulting firms to remain the most aggressive buyers of scarce/in-demand capabilities to augment their existing federal IT portfolios. However, private equity (funds investing in platforms as well as acquisitions for platforms companies) has constituted the majority of deals closed in 2022 and continues to extend that lead in 2023. We also expected buyer strategy to be split between paying up for F&O businesses and stacking a few highly differentiated small businesses. This forecast was accurate, as many buyers are not willing to take on the risk of majority Small Business Set-Aside work. The hottest commodities have not shifted much since our last forecast—think DevSecOps, AI/ML, Low/No-code, and Cloud as the primary buzzwords, with bonus points for Cyber or Intelligence.
Less than favorable economic conditions (debt ceiling uncertainty, turbulent credit market dynamics marked by regional bank failures, etc.) have generally not deterred sellers from coming to market by any significant margin. However, select businesses will likely elect to stay indoors this winter. As for small businesses, the OMB’s increase in the small business revenue threshold size has already disincentivized SB owners from wanting to sell, as expected. As for 8(a)s, we do not expect the recently enacted social disadvantage narrative requirement to have any tangible impact on M&A activity, although 8(a)s that must submit new certifications will demand more due diligence from prospective acquirers. Generally, “story” companies that are not obviously attractive assets will be highly scrutinized in a tighter market and will likely wait a few years before trying the market. At a macro level, the chilling effect of procurement delays will continue to be felt – likely more by would-be sellers than buyers, as companies banking on that one recompete continue to wait out the cold.
We expect M&A foliage to become more vibrant through the end of the year. Specifically, we predict peak foliage for actionable mid-major assets in the market. We expect a resurgence in mid-tier acquisitions by PE platforms to keep warm through the winter. The historic trend of sizable, high-profile deals in recent years and the shortage of mid-tier contractors gives way to an increased appetite for mid-major assets for an autumnal cornucopia. Further, we expect continued PE and PE-backed platform interest in acquisitions through the end of the year. We also anticipate continued emphasis on cybersecurity and intelligence procurements into the new year. Finally, we will be avid leaf peepers when it comes to watching for a potential government shutdown and any impact on deal flow – could the government really move towards tighter budgets after 5+ years of good spending? We’ll continue to monitor the landscape.
Marty Brennan
703-587-7454
marty.brennan@dwpassociates.com
Charlotte Brewer
404-858-6974
charlotte.brewer@dwpassociates.com
Shera Bhala
410-544-5254
shera.bhala@dwpassociates.com
The leaves are falling, the air is crisp, and laptops are humming as fantasy football owners log back into their long-dormant leagues. While federal contractors simultaneously prepare for the final days of FY23, both groups find themselves asking the same question: how to balance a coherent growth strategy with clear, effective tactics for the coming months? After all, fantasy football drafting strategies set the tone for the season—relying on trades from stingy fellow owners or grasping for straws on the waiver wire are easy ways to end up with an embarrassing tattoo or wearing your rival’s jersey for a day. Just as fantasy owners must carefully select their lineup, contractors must develop clearly defined and reasonably set strategic initiatives to empower federal growth for the year ahead. Prioritization of a small number of high-impact initiatives, reinforced with a tactical approach that includes specific assignments and actions, can help companies create a focused, attainable path to growth.
If fantasy owners could perfectly balance ease-of-schedule, high-value players, and a healthy bye week mix, anybody could be Matthew Berry or Field Yates. The fact is every fantasy owner is going to give up something when the draft jingle chimes. In the same vein, contractors cannot expect to pursue every single strategic initiative brainstormed at the annual strategic offsite. Build out a team with uniformly spread bye weeks (or an evenly distributed pipeline), and you may find yourself having to sideline your ease-of-schedule strategy (or focus mostly on big-swing, low p(win) opportunities). Draft Patrick Mahomes in the second round (or make hiring a dedicated capture manager an immediate priority) and you may not have enough depth in skill positions (or enough funds to train internal resources). Weighing the importance, value, and attainability of strategic initiatives against each other is key before diving into pure tactics.
Strategies provide overarching guidance—fast, sustainable federal growth is underlaid by a set of dedicated, tactical approaches which outline clear actions and responsibilities. The same is true in fantasy football, where this realization happens quickly—once the dust from the draft settles, Week 1 lineup setting is usually right around the corner. For those “handcuffing” star running backs with their backups, a tactical approach of monitoring the injury report before kickoff will ensure they are never left with a goose egg. In the federal world, smart tactics similarly make up the backbone of an effective strategy. Planning to expand into a new customer? Targeting dates for executive meetings with agency leaders might be a good start. Aiming for $50M in TCV submission before the end of the quarter? Assigning capture and proposal managers to specific deals can make that number tangible. Just as fantasy owners set their lineup each week, companies in the federal market should consider quarterly or even monthly reviews of strategic goals and tactical approaches.
No matter the amount of strategy or tactics, fantasy owners and federal contractors know well that both the fantasy world and the federal market bring their fair share of surprises. A fantasy draft strategy that relies on ease-of-schedule would normally employ a tactic of rotating players during their weeks facing elite opponents. However, when your leading scorer inevitably goes down with an injury, plans will change – suddenly, your tactic of reviewing other teams’ trade needs every Tuesday becomes crucial. The balance of strategy and tactics is useful in promoting flexibility. An overarching strategy can keep a singular focus, while numerous tactical avenues keep things flexible enough to weather nasty surprises. For example, under a strategic goal to win at least 1 of 3 major bids, the tactical decision to implement a weekly review of capture and proposal resource allocation can provide quick response to sudden RFP requirement changes. In the demanding worlds of fantasy football and GovCon, strategy and tactics must coexist in harmony.
Jack Jacobs
757-692-6777
jack.jacobs@dwpassociates.com
Shera Bhala
410-544-5254
shera.bhala@dwpassociates.com
Jessica Butturff
703-786-1841
jessica.butturff@dwpassociates.com
A storm is brewing on the horizon following the Ultima Services Corporation v. U.S. Department of Agriculture case where the Eastern District of Tennessee ruled that the use of the “rebuttable presumption” in the 8(a) program violated the 5th Amendment’s due process clause and, thereby, enjoined the SBA from future use. The SBA has since placed a “temporary pause” on accepting new entrants pending program and application process revisions. However, the SBA has released an interim program update requiring all future applicants and current members (excluding Native organizations) whose status was determined using the “rebuttable presumption” to provide a social disadvantage narrative with substantiating evidence that must be approved by the SBA to receive 8(a) certification. While there is still uncertainty regarding the path and severity of this storm, firms should continue monitoring program updates.
As we track this storm, there are many possible scenarios for how it could unfold. One scenario is an increased likelihood that awards can be protested, and one’s 8(a) status could be challenged. Using § 124.103 (b)(3), competitors can challenge the status of current members presumed to be socially disadvantaged by providing sufficient contradictory evidence, which may result in defending 8(a) members having to evacuate from the program or vacate awards. Now is the time to create and submit your social disadvantage narrative that will solidify your status and ability to bid on, win, and retain awards as an 8(a). As with all historic storms, the full extent of the ruling’s implications may not be felt for years, but with the removal of the “rebuttable presumption” and consequent program changes, the future landscape of the 8(a) program and GovCon industry will be permanently altered.
If you relied on the “rebuttable presumption” to secure 8(a) status, you cannot outrun this storm – you will be impacted and need to prepare. Prior to the court ruling, a company could claim social disadvantage using self-evident or self-certified criteria and it was assumed to be true, leading to unquestioned admission into the 8(a) program. Now, those who depended on the “rebuttable presumption” must prove their social disadvantage through written narratives in accordance with this guide / section § 124.103(c), which requires providing specific evidence that their social disadvantage was personally experienced and directly impacted the firm’s ability to progress in the GovCon industry. A recent update from the SBA clarified that individual 8(a)s who have already provided evidence proving their status will not be hit by this storm. Further, recent SBA communication to all current 8(a)s informed them whether they have met the requirements and can continue, or if they now need to prove their social disadvantage. As we near the end of FY23, it is important for everyone in the storm’s path to start gathering evidence to prove their social disadvantages.
A strong social disadvantage narrative will be critical to surviving this storm and gaining or sustaining membership as an 8(a) company. Narratives must include personal relevance and avoid any generalizations and/or group experiences. These experiences must also show longevity and continued struggle – single strikes of lightning or isolated events of hardship may be discredited. Evidence should validate your claims and demonstrate a direct effect on opportunity, revenue, contracts, and other losses that have proven to limit your ability to grow and excel in the industry. Further, the supporting evidence should be detailed and specific, and not drawn from widely available data sources. By the end of FY23, the SBA will likely be flooded with applications, which will make their process of granting 8(a) entrance much longer. While we may not know how this storm will unfold, following these recommendations and using this guide / section §124.103(c) will better prepare your 8(a) status defense in the midst of this unpredictable environment.
Jessica Butturff
703-786-1841
jessica.butturff@dwpassociates.com
Robb Wong
301-996-8696
robb.wong@dwpassociates.com
Etienne Reche-Ley
206-484-9059
etienne.reche-ley@dwpassociates.com
The implementation of market intelligence on businesses has become a familiar tactic to improve numerous aspects of organizations. However, market intelligence needs to be properly planned for, just like a camping trip. Organizations need to beware of common market intelligence mistakes, as it can be easy to stray down the wrong trail. Common mistakes include only using one source, assuming inconsistencies to be trends, basing decisions on data alone, using out-of-date data, attempting to gather data at the last minute when it should be consistently tracked, and collecting information without an end result in mind. Learning and fully understanding what both market research and market intelligence are and the proper steps to take to be successful with market intelligence will prevent an organization from repeating known misconceptions. This will better position an organization for future operations, as forgetting your raincoat and running out of water are mistakes you will not make twice.
With the increased accessibility and ease of interpreting data, market research has become a standard practice and a growth-accelerator for an organization’s strategic decision-making. However, in the deep woods of today’s highly complex and competitive federal market, raw data and information alone will not keep you from going astray or missing your mark. Organizations need to not only plot the collection of data, but also evaluate, understand, and apply data outcomes in a way that is meaningful and tailored to a desired goal. Without these navigation skills, organizations may find themselves lost without a compass ‒ feeling overwhelmed and wasting hours wandering aimlessly through a dense forest of data, facts, and figures with no actionable results. Bearing the load of insights and analysis is what transforms market research into market intelligence, a differentiator for hiking through the federal market wilderness. The true trail guides of market intelligence are subject matter experts (SMEs), individuals with varying expertise who can read between the lines, pointing out the paths worth taking and providing crucial color and context to a vast landscape. Known as “the consultants of the consultants,” market intelligence SMEs leverage their expertise and industry knowledge to guide organizations on their path, bringing mundane quantitative data to life by providing a qualitative perspective and providing organizations with additional tools for using information.
While the benefits of market intelligence are vast, they are only felt when market intelligence is used organization-wide to complement other business offerings and drive company goals through data-driven, expert-informed decision-making. Too often, market intelligence gets left alone in the woods, finding itself delegated to a few individuals and disconnected from the larger organization. Operating in a vacuum such as this is not an effective use of market intelligence resources. Instead, market intelligence must be connected to all aspects of the broader business and guide strategic initiatives (e.g., key hires, mergers and acquisitions, etc.) and offerings. Companies must create and adopt a “culture of market intelligence,” ingraining the best practices and consistent utilization across business lines and into the very fiber of the organization. This culture fosters collaboration throughout the organization and ensures individuals from each line of business are aligned to the greater goals and targeted outcomes and allows for market intelligence SMEs to set appropriate parameters, acquire appropriate data, and provide expert knowledge to help move the organization forward.
True market intelligence is much more than warmed-over empirical spending data, market sizing, and organization charts. When operationalized, market intelligence has a transcendent impact on strategy at the GovCon corporate, group, and bid opportunity level – delivering tangible value that informs and rationalizes decision-making. In the GovCon space, best practices include “Company X” blackhat role playing, “solution to win” analysis (not your grandparents’ outdated “how low can you go” price to win assessments) and ferreting out credible info on cure notices and award fees rather than relying on bloviations from competitors seeking to unseat incumbents. Useful market intel leverages non-obvious event correlation (e.g., business developer migration paths are a reliable early warning indicator of companies that are in trouble) to inform analysis, develop compelling win themes, and validate the tendentious rumors spread around the campfire. Well-run companies know that there is no true “white space” in the GovCon market. Market intelligence helps identify the sweet spot for any firm – the intersection of market attractiveness and the ability to compete. The best market intel doesn’t just confirm what you already knew…it unveils actionable insights you didn’t know to ask about.
Ted Milone
202-744-1363
Ted.Milone@dwpassociates.com
Meredith Aurora
703-362-7737
Meredith.Aurora@dwpassociates.com
Jessica Butturff
703-786-1841
Jessica.Butturff@dwpassociates.com
Being an effective speaker is a critical skill which, for many people, has dulled with the pandemic, video teleconferencing, and/or the “Zoom” generation. Think of those recent times when you were listening to a presentation and hoping for fireworks but ended up with a disappointing dud of a display. Those failed presentations are a huge waste of time, money, and resources and are often due to a speaker’s unengaging delivery, lack of understanding the audience, insufficient practice and/or confusing messaging. The key to becoming a captivating speaker is establishing an immediate connection with the audience. Forging meaningful bonds and prioritizing audience connection increases information retention and creates impactful presentations that both resonate with the audience and lead to well-scored oral presentations. Further, creating a strong outline for the presentation, aligned to audience desires, will help ensure clear idea flow and straightforward delivery.
To put on a showstopping performance, it is vital for the speaker to practice, practice, practice! Presentations should be practiced until you are natural and able to deliver without error. You never want to be the speaker reading verbatim off the slides, a guaranteed way to lose your audience. Self-evaluation is a simple, effective way to ignite your full potential. As uncomfortable as most of us find it, recording and listening to yourself will make you more cognizant of how you sound, allowing you to identify and correct bad habits. In addition, seek feedback regularly, as it is an important component for improvement. Look for resources such as colleagues, friends, and family who can provide constructive criticism and valuable insights. For targeted and/or professional support, it can be very advantageous to work with an orals coach who is experienced in the industry/space in which you will be presenting and who can provide personalized coaching to address specific strengths and weaknesses within your presentation.
Incorporating Speaking Accelerators into oral presentations will amplify the delivery of the material, provide deeper clarification for listeners, and help the speaker seem more relateable/natural when presenting.
As seasoned orals coaches, we recommend seeking out any and every opportunity available to improve your speaking skills. Whether it be on a large stage or giving a toast at a local 4th of July BBQ, there are numerous opportunities, modalities, and places to practice public speaking. Local events, gatherings at places of worship, toastmasters, and meet-up events offer low-stakes opportunities to increase confidence and refine skills. Participating in improv, stand-up, and theater can provide fun ways to get over jitters, learn to think on your feet and improve speech delivery. If you are looking for more structured opportunities to practice and receive valuable feedback, seek out virtual events, speech clubs and speech competitions. To gain professional practice within your organization, speaking up during meetings or leading work lunch-and-learns can enable speakers to showcase their expertise, reinforce speaking skills, and gain confidence in front of a friendly crowd.
Like a 4th of July fireworks show, you must start off your speech with a bang, making a strong first impression and gaining audience buy-in. Once established, build off that initial impact and hold your audience’s attention by incorporating a mix of visual aids (graphs, charts, images, etc.) to visually intrigue the audience, augment spoken content, and provide deeper understanding. In addition, weaving in compelling stories will captivate listeners and make the information more relatable and memorable. Further, speakers should use vocal variability and master delivery techniques such as adjusting pitch, tone, pace, and strategically placing pauses to effectively convey enthusiasm, seriousness, humor, and to emphasize important points. Presentations should conclude with a showstopping finale, which solidifies the message, provides tangible takeaways, and leaves the audience wanting more. Following these best practices will help speakers gain confidence, be more effective, and can elevate the ability to win work.
Mike Schneider
301-537-4465
Michael.Schneider@dwpassociates.com
Doug Black
703-402-2511
Doug.Black@dwpassociates.com
Jesse Ernest
703-638-2525
Jesse.Ernest@dwpassociates.com
With the same predictability as the seasons changing, the federal government requires agencies to obligate their funding on programs, products, services, solutions, and other items right around this time of year, every year. Most discretionary spending requests must be “in the process” with federal acquisition officials by a July deadline to enable ultimate obligation of funds by September 30. We call this time of the year selling season, because we know the government must put into writing the who, what, when, where, how, and how much they intend to spend this FY. This cyclicality results in a flurry of RFPs and other procurement actions as contract shops scramble to get it done in time. Industry also swings into action to get their solutions in front of customers in time to make the cut. The net result is a tendency to commit the plurality of funding obligations in Q4 of each government fiscal year, as is shown in the graphic to the right.
If you are not prepared for the selling season storm, you may find yourself cleaning up the debris of missed opportunities in the months or even years to come. It may seem daunting, but opening an umbrella of best practices can help you better weather the storm. Prepare your proposal artifacts well in advance of agencies’ deadlines, invest in “shovel ready” solutions, and make sure customers can access you via their preferred vehicle. Increasing contract ceiling is the easy button for obligations, so socialize that and ensure you have sufficient remaining period of performance. Kick off projects now so that they can continue, despite the outcome of the debt ceiling negotiations. If the Treasury must reduce spending as a result of fiscal externalities, they may prioritize funding certain agencies/programs/projects over others, including certain mandatory programs. Strong relationships can be fertilizer through uncertain times so find teaming opportunities with organizations that have established relationships (or who might be considered agency “favorites”) inside target customers.
Meteorologists are predicting that we could see a different spending pattern this year because of the debt limit crisis. Q1 spending has been relatively flat over the last three years. While Q2 saw a large spike in FY21, Q4 is consistently where we see the healthiest harvest with spending reaching its peak. FY22 was an extreme example due to the late passage of the budget. Given the slow start to the year, FY23 was shaping up to be the biggest year end in quite some time. The debt limit crisis could be the drought that wipes out the whole harvest. A debt default would temporarily halt federal spending and with the June 1 action date, contractors could experience stop payments on current work and stagnant new awards. On the other side, Q4 might be the harvest of a decade if the debt ceiling is resolved and there is a rush to get money out the door. This would equate to appropriating three quarters of the budget in the remaining third of the year.
In January, the US reached the statutory debt limit. Since then, the Treasury Department has utilized short term measures to delay potential default. If the Treasury is unable to continue these short-term delays, the fallout from a default would be unprecedented. Across the entire federal government, the focus would shift to payments to bond holders, then payroll for government employees and essential employees, and funding for critical programs. On May 1, Secretary of the Treasury Janet Yellen wrote to Congress, warning that the default can happen as soon as June 1. In response, the government has floated a wide range of ideas including the idea of issuing a trillion-dollar coin to temporarily absolve the debt ceiling. More conventional measures include capping discretionary spending, creating new committees to reform existing spending programs, or increasing revenues through greater taxation. If the debt limit is not increased in time, agencies would have to make cutbacks which, among other things, could decimate the FY23 federal appropriations crop.
Jessica Butturff
703-786-1841
Jessica.Butturff@dwpassociates.com
Jonas Marrello
631-398-0502
Jonas.Marrello@dwpassociates.com
Kelly Moore
757-510-1111
Kelly.Moore@dwpassociates.com
