To help GovCon Leaders start winning government contract bids consistently instead of consistently losing , I developed my Discover Enlighten & Win framework that overcomes common challenges like losing bid after bid, low growth, and difficulty getting bid intelligence, which stop them from winning bids and achieving growth and revenue targets. To find out if this could be right for your company, sign up for a FREE Breakthrough Session. It's a one hour private Zoom session in which you'll get insights on why companies struggle in the GovCon market, the revenue you can achieve when you get this right, and a step-by-step plan for making it happen.Click here now to schedule your session: https://calendly.com/rob-polster/linkedin-govcon-revenue-explosion-session

As a proposal manager, I guided writers to produce the right material the first time. As a win theme developer, I applied a formula for teasing out a client’s special value to develop a compelling story. And as a proposal writer, my combined technical, business, and writing skills enabled me to win large contracts. My experience as a systems developer and data architect enabled me to comprehend a wide range of Leading Edge Technologies.

Specialist in developing powerful win themes for large government contract bids.

Built a team with a reputation for consistently delivering compelling proposals and marketing content. My team’s excellent content was a key factor in the firm’s 340% revenue growth and recognition by Washington Technology as one of the 50 fastest growing small businesses in the Government market (FAST 50). Led successful bids to customers at:National Institutes of HealthCenters for Medicare and Medicaid ServicesDepartment of Homeland Security

As deputy to the Vice President of this 140-person division providing software engineering and IT infrastructure support to Government agencies, my focus was business development process improvement, capture management, and proposal development. An example of our success was a successful bid for an $11 million Department of Education contract in which I guided the capture and proposal teams.

IQ Solutions (IQS) specializes in providing health information, communication, and education services, primarily to Federal agencies in the U.S. Department of Health and Human Services (HHS). Annual revenue was $40 million with 170 employees. Created a vision for leveraging commercial off-the-shelf (COTS) software products to enhance the depth and range of services offered to customers with needs related to collaboration, training, and providing health information to citizens effectively and at low cost. I identified available and emerging COTS products to support that vision.Drove an initiative to replace the company’s custom developed systems with COTS solutions that have richer features, are more robust, and are less expensive to maintain. Example: I identified need for a COTS order management system to support the company’s call center and warehouse operations. I identified a family of COTS solutions and a consultant specialized in these systems, whom I hired to help with the procurement.Led transition of a live production web-based system – maintained for the Health Resources and Services Agency (HRSA) and used daily by medical practitioners across the country – to the premises of another contractor. I resolved technical hurdles to ensure a smooth transition.Spearheaded initiatives to improve internal IT operations, such as help desk operations and the process of providing computers to new employees.

My role was to grow the solutions business within the company’s $100 million per year staff augmentation practice with the U.S. Postal Service (USPS). I established a steady stream of intelligence about USPS needs and acquisition plans, and added opportunities to the pipeline. Based on knowledge acquired about USPS’s needs and challenges, I developed a White Paper about how USPS could leverage our unique capabilities to comply with a key Federal initiative: Homeland Security Presidential Directive 12 (HSPD-12). HSPD-12’s purpose was to create an identity management system for Federal employees and contractors. I uncovered technology that the company had developed but had not yet fully exploited, and I collaborated with the technology’s developers to articulate how it could help USPS. The paper won praise as an excellent marketing tool from within the company’s Business Development organization.

Led a multiple task order program providing information technology support to the Food and Drug Administration (FDA) and the National Institutes of Health (NIH). Also managed Federal GWAC/ IDIQ contracting vehicles: FDA’s SISTIR contract and NIH’s CIOSP2 vehicle. Profits grew by 30% in 2003. This growth was facilitated by team communication I organized to identify new opportunities. I established a relationship with the CIO of one client organization with whom I met regularly to discuss emerging priorities. I also developed a strategy and network of contacts for rapidly recruiting personnel for new projects. For one task order, I restored client confidence after a period of dissatisfaction by taking over and directly managing the project. I undertook a variety of initiatives to improve operations. One resulted in a system that streamlines the process of reviewing resumes received from job applicants. Another improved the accuracy and timeliness of financial reports delivered to a major client. A recruiting and hiring strategy I introduced reduced our risk when hiring new personnel. A pricing strategy I initiated improved client satisfaction while maintaining good profitability.

I was recruited by this systems consulting firm to rebuild the public health systems practice. The president rewarded my success with 10% ownership of the company.I turned around a troubled project for the Centers for Disease Control and Prevention (CDC): took over and evaluated project staffing, made personnel changes, and then led a team of seven professionals to an on-budget, on-schedule completion of a prototype decision support system. Results exceeded CDC expectations.The reputation we gained from this CDC success helped us win other CDC contracts:Won a contract to develop a prototype Geographic Information System (GIS) for public health planning. I found and recruited a GIS expert, arranged teaming with a Virginia health planning agency, led development of the winning proposal, and led the resulting project.Won a contract with the Epidemiology Program Office to develop a web-based version of CDC’s Guide to Community Preventive Services. I managed the resulting contract.Conducted all business development resulting in winning new clients in the following agencies: Health Resources and Services Agency (HRSA)The National Library of Medicine (NLM) and National Heart Lung and Blood Institute (NHLBI) of the National Institutes of Health (NIH)HHS (U.S. Department of Health and Human Services) In each case I recruited medical subject-matter experts, medical organizations, and IT specialists, drove the solution design process, and led proposal development and the resulting project. Subject-matter of the various projects included:Grants administrationHeart attack treatmentPatient educationTechnical skills deployed included:IDEF 0 process modelingWorkflow management system planningJoint Application Design (JAD) meeting facilitationProgram evaluationEstablished teaming in successful bids for contracting vehicles with NIH and the General Services Administration (GSA).

Led project to streamline the Food and Drug Administration’s (FDA’s) process of reviewing the voluminous data submitted by pharmaceutical companies seeking approval for new products. Built broad consensus for solution by including more than 200 medical and scientific personnel in the solution-finding process. I initiated and conducted research for building a healthcare consultancy. The contacts and knowledge I acquired from this experience later helped me build the public health systems practice at EME. Facilitated business process reengineering (BPR) meetings to assist a U.S. Army group to develop a 21st century vision for their organization. I assisted the group in defining critical areas for change to support strategic planning. Facilitated reengineering and business process modeling workshops in support of Department of Defense (DOD) projects in military mobilization and emergency response. Also supported related work in Activity Based Costing (ABC). Ran a two-day retreat in which I helped a CEO and his inner circle to develop a vision and a roadmap for the future of their systems consulting company. The CEO invited me back to facilitate other meetings and periodically asked me to join his company. Introduced meeting facilitation methods to help groups think creatively about how to improve their work processes. People who have done their jobs the same way for years find it difficult to imagine doing things differently. These methods help people think in new ways.

This Cambridge, Massachusetts-based consulting firm had its roots in the MIT/Harvard management and systems technology community. Here I provided decision support systems, operational analysis, and meeting facilitation to help U.S. Postal Service (USPS) executives plan the modernization of mail processing and delivery. Won USPS executive committee approval of a concept for a productivity tracking system. I developed a Visual Basic demonstration version in consultation with mid-level management and prepared and delivered the presentation to the executive committee. Facilitated USPS management meetings to plan how to capture work-hour savings expected from introducing automated mail sorting equipment. Provided benefit/cost analysis for USPS executives considering alternative investments in advanced mail sorting equipment. Initiated and led training of USPS analysts to do benefit/cost analysis using modeling and analysis tools we had developed. Developed a graphical user interface (GUI) for a decision support system using Visual Basic. Analyzed the expected impact of assigning USPS staff to help people as they wait in line at the post office. Developed simulation model with animation, conducted analysis, and presented findings.

Conducted projects to support planning of a national telecommunications network and won praise for department by enhancing network planning software. I advised senior management on potential uses of emerging technologies and forecasted network capacity requirements.

Used CASE technology, Yourdon Data Flow Diagramming (DFDs), and Entity Relationship Diagramming to plan a U.S. Army payroll system. I redesigned an administrative process for the Pension Benefit Guaranty Corporation (PBGC). The process involved the refunding of overpayments paid to PBGC by pension plans. Engagement involved DFDs, statistical sampling, and forms design. I researched legal ramifications under the Employee Retirement Income Security Act (ERISA). Also at PBGC: I participated in an engagement to define requirements for an improved accounting and financial management system; and participated in a project to estimate, through statistical sampling, PBGC’s revenue loss on delinquent accounts. Estimated national energy savings associated with the State Energy Conservation Program of the U.S. Department of Energy (DOE). Participated in electric utility regulation engagements for state Public Service Commissions in Florida, Nevada, and Kentucky. For Florida, I developed standardized financial and engineering data schedules for electric utility companies to use to justify rate increases. For Nevada, I analyzed and modified the Production Cost Simulation Model, a FORTRAN program for projecting electric utility costs. For Kentucky, I participated in an engagement to design systems to support cost of service studies.

Supported a prominent Public Finance Economist in evaluating state mechanisms for distributing vocational education funding to school districts. I evaluated the fairness of formulas used to allocate funds.