KEYNOTE MENTOR SESSION:
There are several unique attributes that make certain small businesses repeat partners for large primes. Ms. Petera will provide a “Top 5” list based on her experience as both an appointed official and as the client lead for one of the most prestigious IT companies in the country, Harris IT Services.
Anne Petera, DHS Client Executive, Harris IT Services, former Assistant Secretary for Intergovernmental Affairs, U.S. Department of Homeland Security
WORKING WITH THE BIG GUYS: HOW TO MANAGE YOUR RESOURCES FOR BOTH STRATEGIC & TACTICAL PLANNING
Large Federal contractors want -- and need -- to partner with small businesses to be successful in today's Federal market. This session will show you how your strategic plan -- or lack thereof -- can impact how potential partners and clients view you. Are you a good partner? Is your organization able to deliver on its promises from beginning to end? How do your partners see and assess you, your company and your capabilities?
Mary Claire Burick, CEO, MC Strategy and Strategic Advisor, GTSC
Chris Lawrence, Vice President, Engility and GTSC Mentor
Josh Kussman, Sr. Vice President, Sentinel Homeland Security
MARKETING: YOU'VE GOT THE PLAN, HOW DOES THAT TRANSLATE TO YOUR FEDERAL CLIENTS?
How do you sell yourself in the market? Are you showcasing your core capabilities in the best ways possible? Keep your company’s “name on the brain” of larger Federal contractors with these marketing tips. It is simpler than you think to maximize your relationships with them.
Mary Ann Stoops, Principal, Savvy Marketing Partners LLC
Victoria Laing, Strategic Advisor, GTSC
Earl Holland, President, Growth Strategy Consultants and GTSC Strategic Advisor
KEYNOTE PANEL: WHY DOES THIS MATTER?
Join us for this discussion by GTSC’s mentor companies on how and why a lack of strategic planning can impact your success with both your Federal clients with your other partners.
Wayne Pizer, Vice President, Small Business Programs, L-3 STRATIS
Andrea Marsh, Senior Market Manager and DHS Lead, Battelle
Mike Kelly, Senior Director, Infrastructure Protection & Security, TASC, Inc.
GOT TALENT? HUMAN RESOURCES FOR SMALL BUSINESSES
Carrying out a contract is contingent on having the right talent for the project. How does a small to medium-sized company market themselves to potential talent? How can you find the right people and staff your project with high quality individuals?
Kathleen Smith, Chief Marketing Officer, ClearedJobs.Net
Jen Fritz, Director, Federal Government Solutions, CareerBuilder
Rob Edmonds, Director Sales and Marketing, Uniplus Consulting
YOUR LEGAL, INSURANCE & ETHICAL RESPONSIBILITIES
The landscape of legal, insurance and ethical requirements is constantly changing. Each “mistake” made by contractors or by government officials results in a slew of new re
2. !
! !
Andrea)Marsh,)Senior)Market)Manager,)Battelle)
Morning%Mentor'Keynote! Luncheon(Mentor(Keynote!
Working)With)The)Big)Guys:)How)To)Manage)Your)Resources)
For)Strategic)&)Tactical)Planning)
Marketing:)You’ve)Got)The)Plan,)How)Does)That)
Translate)To)Your)Federal)Clients?)
Petera supports various business development teams engaged with the U.S.
Department of Homeland Security and is responsible for the company’s overall
business relationship with DHS.!Petera served in the Administration of President
George W. Bush at the Department of Homeland Security from early 2006 to
January 2009, first as the Senior Advisor to the Under Secretary for
Management, and subsequently by appointment of Secretary Michael Chertoff
as the Assistant Secretary for Intergovernmental Programs at DHS
Headquarters.!
!
Kelly joined TASC in December 2010 and is responsible for the development
and execution of business and marketing focused on DHS and the national
homeland security community. Prior to that, he was the Director at Battelle’s
Office of Homeland Security. He retired as a Colonel in the United States
Marine Corps in 2003 after 27 years of commissioned service. His previous
experience includes planning and policy formulation for the U.S. Marine Corps
and the United Nations Command/Combined Forces Command in the
Republic of Korea.
Pizer is the vice president for Small Business Programs at L-3 National
Security Solutions (NSS). He is responsible for developing and executing the
small business strategy for NSS. His responsibilities include identifying go-to-
market small business partners, promoting small businesses, and ensuring
Small Business Compliancy throughout the NSS organization. The mission of
his office is to grow NSS revenue through partnerships with small businesses.
Pizer was at IBM for nine years prior to joining L-3.
MarySClaire)Burick)
CEO&
MC&Strategy&
Chris)Lawrence)
Technical&Support&Group&
Engility&
Josh)Kussman)
President&
Sentinel&Business&
Advisory&Services&
The&Sentinel&HS&Group&
Earl)Holland)
President&
Growth&Strategy&
Consultants,&LLC.&
Victoria)Laing)
Sr.&Account&Executive&
Gotham&Government&
Solutions&
Mary)Ann)Stoops)
CEO&&
SAVVY&Marketing&
Partners&LLC.&
Anne)Petera,)DHS)Client)Executive,)Harris)IT)Services)
Wayne)Pizer,)VP,)Small)Business)Programs,)
LS3)National)Security)Solutions)
Lawrence'has'over'25''''''
years'of'business'
development,'finance,'
and'operational'
experience'for'companies'supporting'
the'Federal'Government,'private'
industry,'and'international'
governments.'He'oversees'technical'
solutions'and'services'for'DOD,'DHS,'
DOS,'and'international'governments.'''
Certified'in'
Organizational'
Consulting'and'
Change'Leadership,'
Burick'leads'change'
initiatives,'helping'executives'and'
managers'initiate'and'integrate'change'
smoothly'and'effectively'to'minimize'
the'potential'for'negative'impact'to'the'
organization'and'its'employees.'
A'recognized'homeland'
security'expert'with'
expertise'in'the'border'control'and'
immigration'management'space,'Josh'has'
played'a'leading'role'in'the'successful''
capture'of'large,'highIprofile,'highlyI
competitive'homeland'securityIrelated'
procurements'for'Sentinel'clients.'
As'a'dynamic,'resultsI
oriented'marketing'
communications'
executive,'Stoops'has'a'20'year'record'
in'delivering'largeIscale,'multiIfacetted'
marketing'to'the'nonprofit,'technology,'
transportation,'and'
telecommunications'sectors.'
Laing'serves'to'identify'
and'integrate'public'
safety'systems'to'
support'homeland'security.'Her'focus'
includes'food'protection'as'it'applies'to'
animal'tracking,'agroterrorism,'disease'
management,'and'emergency'
preparedness,'mitigation,'and'response.'
'
As'a'senior'executive'at'
fortune'1000,'midsize'
and'small'companies'in'
the'information'technology'industry,'
Holland’s'background'includes'corporate'
and'government'business'development'
and'marketing'and'strategic'alliance'
development.''
Michael)Kelly,)Executive)Advisor,)
Homeland)Security)&)Defense,)TASC!
Elaine)Kapetanakis,)President,)Kapstone)Technologies)
Panel)Moderator)
Elaine’s information technology expertise spans a variety of areas, including
operations and maintenance, network services, IT field support, and
helpdesk. Additional areas of specialization include proven excellence in
Program Management. Before starting her own company, Elaine worked at
McNeil Technologies as its senior vice president.
!
Located at Battelle's Eastern Science and Technology (BEST) Center in
Aberdeen, Maryland, Marsh is responsible for managing and coordinating
Battelle's marketing and business development efforts in the homeland
security marketplace; developing and implementing a business strategy;
and securing annual sales for contract research and development. Her
areas of emphasis include critical infrastructure, transportation security
and CBRNE scientific and technology solutions.
4. Capacity building is defined as a conceptual
approach to development, which focuses on
understanding the obstacles that inhibit
organizations from realizing their goals, while
enhancing the abilities that will allow them to
achieve measurable and sustainable results.
5. 1. Make the right choices
2. Know that your work and your word are a statement about you
3. Allocate your time & efforts strategically
4. Focus forward
6. "It is our choices that show what we truly are, far
more than our abilities.
J.K. Rowling
When you have to make a choice and don t make
it, that is in itself a choice.
William James
7.
8. If you can dream it, you can
achieve it. You will get all you
want in life, if you help enough
other people get what they
want.
Zig Ziglar
9.
10. If it takes all the future -
We'll live through the past -
If the phone doesn't ring, it's me
Jimmy Buffett
11. There are no great limits to
growth because there are no
limits of human intelligence,
imagination and wonder.
Ronald Reagan
12. 1640 S. Taylor Street, Arlington VA 22204 703-951-7723 info@mcstrategy.com www.mcstrategy.com
TRANSLATING YOUR VISION INTO ACTION
Sequestra on, budget cuts and the Con nuing Resolu on (CR) have frozen
contract awards and thrown the federal market into a tailspin.
But successful companies will use this opportunity to revisit their strategic
plan and re-think target markets, hone capabili es, and evaluate
opera onal resources to align themselves with the most likely funded
programs and a rac ve agencies.
By following a few best prac ces for ac on planning, you can ensure that
your plan doesn’t collect dust on the shelf, and that your key strategies are
translated into everyday ac on, leading you to your desired outcomes.
IS YOUR STRATEGIC PLAN COLLECTING DUST WHILE YOUR
EMPLOYEES WORK OFF OF THEIR OWN TO-DO PILE?
Strategic planning
provides the vision,
direc on and goals, but
it’s the tac cal planning
that translates strategy
into ac on.
TIPS TO ENSURE YOUR STRATEGIC PLAN IS ACTIONABLE
WANT TO LEARN MORE ?
1. INVOLVE THE RIGHT PEOPLE AT THE RIGHT TIME
It’s important to include those who will be responsible for implemen ng the plan right from the start; they are
the most likely to know what will work and what opera onal obstacles might get in the way. Consider cross
func onal teams to ensure your plan is realis c and collabora ve.
2. PLAN “SMART”
When transla ng key strategies into ac on plans, it’s cri cal to clarify and communicate about exactly what is
expected; the acronym “SMART” is a great way to keep yourself (and others) accountable during the planning
process. So for each objec ve, ask yourself is this objec ve or ac on item:
Specific?”
Measurable?”
A ainable?”
Relevant (to our vision/mission/customer’s needs)?”
Time-based?”
3. CONSIDER BARRIERS AND CSF’S
Include a discussion of Barriers and Cri cal Success Factors (CSF’s) into your planning to ensure that employees
and implementers have the resources, systems and skills sets necessary to carry out the plan. It’s helpful to
think about what could stand in your way, and then think through strategies to mi gate that problem, or
consider re-defining the goal. It’s also a good idea to be clear about what you need to go right in order to be
successful. CFS’s might include things like execu ve engagement, management involvement, and effec ve
communica ons.
13. 1640 S. Taylor Street, Arlington VA 22204 703-951-7723 info@mcstrategy.com www.mcstrategy.com
TRANSLATING YOUR VISION INTO ACTION
HOW CAN WE HELP YOU SUCCEED?
4. WHO’S ON FIRST?
Roles, responsibili es and melines are the key to ac onable planning. It’s important to specify, and get
agreement, on who is doing what and by when. You might consider commi ees or working groups to organize
and carry out the specific ini a ves, projects or ac on items, but each member must have a clear role,
responsibili es and melines for all ac on items. To really ensure accountability, translate the strategic plan’s
ac ons into job descrip ons and personnel performance reviews and openly communicate results.
5. MONITOR, MEASURE, MODIFY!
If people know the ac on plans will be regularly reviewed (and that they are being held accountable),
implementers tend to do their jobs without being asked. So it’s important to have a clearly iden fied and
agreed upon process for monitoring progress, measuring outcomes and modifying the plan as circumstances
change. Communica on is a cri cal tool in this process, and it should be used to inform and engage all key
stakeholders in achieving the plan and celebra ng the outcomes.
FINAL THOUGHTS
Change is a constant challenge in today’s Federal market. But with a proper strategic plan and consistent
execu on, leaders can guide individuals, teams and organiza ons from the present state to the desired
future state.
ABOUT MC STRATEGY, LLC
MC Strategy works with leaders to build healthy and effec ve organiza ons. Together we connect employee
ac on, resources, and systems to your mission and goals. Our solu ons ensure that your employees are ready,
willing and able to act, and that those daily ac ons are ed to achieving the right goals.
Outcomes of our work include improved collabora on and teamwork, strengthened communica on, streamlined
processes and workflow that are connected to goals and a shared vision. We incorporate a unique blend of strategic
planning, employee development, engaging communica on and best prac ces for change management to
effec vely transi on individuals, teams and organiza ons from your current state to the desired future state.
So whether you are facing a re-organiza on or merger, looking to strengthen internal communica ons or want to
improve team performance, we can help make sure that your employees are ready, willing and able to translate
your vision into ac on.
OUR CAPABILITIES AT A GLANCE
Strategic Planning Engaging Communica ons
Change Management Support Strategic Communica on Plans
Employee Engagement Process Improvement
Training & Development Organiza onal and Cultural Assessments
42. WORKING WITH THE BIG GUYS: HOW TO MANAGE YOUR RESOURCES FOR BOTH
STRATEGIC AND TACTICAL PLANNING - Feb 25, 2013
Seven Key Considerations for Effective Collaboration – Presented by Chris
Lawrence
1. Validate your assumptions about the “Big Company”
a. Big companies are not “monolithic entities”- An agreement with one division
does not guarantee an agreement across the enterprise
b. Get to know the management- Is there a mutual commitment to
collaboration?
2. Understand your capabilities
a. Ask how the “Big Company” identified your company for potential
collaboration? Client recommendation, Research or desperation?
b. Ask “What’s in it for me? All companies have choices- Make the best
decision with all known information
3. Start with a contractual discussion
a. A teaming agreement is not the same as a strategic relationship- Be honest
about what you want
b. Consider scope- specific opportunity or time based relationship
c. Assess core capabilities and joint value proposition- if the collaboration
does not add value to the customer or is not perceived as adding value,
don’t proceed
d. Specify duration and conditions to end the relationship
e. Is a Mentor- protégé relationship a possibility?
f. Identify scope limits- Exclusivity? Define what is fair for both parties
4. Specify roles and responsibilities for Capture efforts
a. Understand the capture plan- If one does not exist, the bid process might
be a long expensive waste of time and resources
b. Identify cost and efforts needed for bids and proposals- be specific
c. Identify roles and responsibilities with customer communications- who does
it and how is intelligence shared
5. Develop tools to communicate and collaborate
a. SharePoint?
b. Website – limited access for teammates
c. DELTEK CATO tool for collaboration
6. Specify regular reports and meetings
a. Get commitment to meet regularly to assess progress with collaboration
b. Regularly review performance with the customer- don’t wait until a bad
CPARS shows up
c. Incorporate SMART goals in regular reviews (Smart, Measurable,
Achievable, Relevant and Time Bound)- If both parties are not working to
progress the relationship, maybe it is not worth the time/effort
7. Plan for ending the relationship
a. Time based- Regardless of how long it takes for the bid evaluation –
otherwise, you might be locked out of future bids
b. Activity based – Identify milestones
c. Mutual agreement-Free Agency model – Criteria and time frame required to
notify other side that you want to discontinue partnership
81. Introduction%
Small Business Collaboration Group (SBCG)
The mission of the SBCG is to promote an easy
to use, dynamic environment -- both in person
and virtually -- that promotes small business
collaboration within GTSC to increase business
opportunities and save members time and
money.
83. The%“Bench”%
The Challenge: Small Businesses do not have the
expendable capital to keep resources on the
“bench” between projects.
The Solution: An area where posting members
can post resumes of employees that are
available for subcontracting work, along with
appropriate information such as: clearance level,
rate, availability, relevant skills, and recent
projects completed.
The Result: Less capital burden placed on Small
Businesses and greater use of resources across
multiple organizations.
85. Help%Wanted%
The Challenge: Most Small Businesses do not
have the resources for full time recruitment.
The Solution: A venue to post staffing
requirements, allowing other SBCG
members to view and contact the posting
member with staffing solutions
The Result: An enhanced resource promoting
easy collaboration and teaming between
SBCG members
86. Small%Business%Forum%
The Challenge: Small Businesses have very
limited BD resources, limiting the amount of
areas effectively covered at any given time.
The Solution: A forum where SBCG members
can share ideas, events, trainings, lessons
learned, and general information
The result: Through shared resources,
contributing members are able to gain
access to much more robust information
than by researching alone.
114. An update:(
Steps(to(take(in(bidding(on(a(contract:(
1. Work(with(an(Insurance(Broker(
a. Get(copy(of(contract(bid(requirements(
b. Share(with(Broker(–(and(company(underwriters(
c. Get(written(confirmation(O.K.(and(coverage(terms(will(be(issued(and(cost(
projection.(
d. Work(with(the(Underwriter.(
Insurance(Issues:(
1. Certificate(of(insurance(–(does(not(amend,(extend,(or(alter(coverage(afforded(
under(the(contract(
2. Additional(Insured(endorsement(–(Who(and(where(possible(–(never(W(C,(
professional(liability.(
3. Entity,(officers,(officials,(employees(and(volunteers(
4. Insurance(company(A.M.(Best(Rating(–(not(below(A(rated.(
5. Surety(Bonds(–(result(from(Capital,(Capacity,(&(Character(
a. Bid(Bond(
b. Performance((completion)(bond(
c. Payment(bond(
d. Labor(&(material(bond(
6. Commercial(General(Liability(Coverage(endorsements.(
a. Personal(injury(&(advertising(Liability(
b. Premises(medical(payments((
c. Host(liquor(law(Liability(
d. Fire(legal(liability(
e. Broad(form(property(damage(
f. Incidental(medical(malpractice(liability(
g. Non@owned(watercraft(liability((under(26(feet).(
h. Limited(worldwide(liability(
i. Additional(person(insured(
j. Extended(bodily(injury(
Reference(sources:((Insurance(requirements(in(contracts.((A(Procedure(Manual(–(Version(
4.0(by(Daiver(Alliant(Insurance(Services(Inc.,(January(2004(
(
P.(Allen(Haney(
ahaney@pallenhaneycompany.com(
301@654@2085(@(Office(
301@654@2313(@(Fax(
www.pallenhaneycompany.com(
(