Synopsis
No matter how good the products being delivered to the government customer, performance ratings mostly depend on the relationship.
If you are in the first few years of doing business with the government you have probably learned this the hard way.
Government Contract work is about networking, mentoring, liaising within the government agency, interacting with agency representatives (customers), and establishing long-term relationships.
Those outside government contracting often advise business entrepreneurs in the government contracting field how to compete and how to write proposals, but not many can provide direct training on how to establish and cultivate relationships with government decision makers.
When entrepreneurs enter the government contracting market and struggle to learn the unwritten processes, gaining new contract work feels laborious. This book’s content points business developers in the right direction to impress the new or current government agency customers and avoid serious relationship issues.
Reading this book will save years of time and money associated with networking in the government contracting industry. It takes years to find resources and access to business owners – or spend a few hours learning critical insight in this book.
Readers will receive tips and insight from President’s and CEO’s of established and active government contracting companies and from Government Contracting Officers’ perspectives.
The content contains insight from business owners who are currently in government contracting is a must read book to gain insight for those entering the government contracting arena.
Key Search Words: audit reporting, award determinations, barriers, best-practice, bureaucratic dynamics, business insights, business leaders, business partners, business practitioners, cohesive leadership, collaborative leadership, competition, competitive bidding, competitive intelligence, compliance, contract business, contract cycle, contract deliverables, contract negotiations, contract requirements, contract types, Contractor Performance Assessment Reporting System (CPARS), performance evaluations, contractors, debarment, Decision-making competency, demographics, direct suppliers, Dynamic Small Business Search (DSBS), economic drivers, economy, emotional intelligence, employees, environmental assumptions, environmental behaviors, environmental priorities, environmental values, expenditures, Federal Acquisitions Regulations (FAR), federal agency, federal awardee contractors, Federal Business Opportunity (FBO), federal government contracting, government agency contracting officers, government contracts, government procurement, Governmentwide Point of Entry (GPE), intellectual stimulation, leadership attitude, leadership development strategies, leadership knowledge, lived experiences, market conditions, mentor / mentoring, networking, North American Industry Classification System (NAICS), Office of Federal Procurement Policy (OFPP), Office of Small & Disadvantaged Business Utilization (OSDBU), opportunism, Organizational Behavior & Leadership (OB&L), partnering, past performance ratings, performance rating system, performance ratings, personal relationships, political, post-termination settlement costs, procurement, Procurement Technical Assistance Programs (PTAP), public procurement, qualitative research, quantitative research, relationship building, reliability, reputation, requisition, research and development (R&D), set-asides, Small Business Administration (SBA), Small Business Development Centers (SBDC), supply chain management, System for Award Management (SAM), teaming partners, transformational leadership, underperforming contractors, upstream supply chains, value-based leadership, vendor performance, vendor selection, Veteran Business Outreach Centers (VBOC), veteran-owned, Women-owned small business (WOSB), Women’s Business Center (WBC)
About the Author
Dr. Tamara P. Williams is a business entrepreneur in the government contracting field and a veteran of the US Air Force. She holds a doctorate in Business Administration, specializing in Leadership.
She is the founder of Aramat & Associates, Inc., and serves as an MBA Professor and a HR Professor at online colleges and universities.
Dr. Williams spent 10 years as a Contracting Officer at various federal agencies, before starting Aramat & Associates, Inc. She obtained Masters' degrees in Human Resource Management and Procurement and Acquisitions Management from Troy and Webster Universities.
She earned her Doctorate in Business Leadership from Walden University (2016) and holds certifications in Government Contracting, Project Management, and Information Technology.
Dr. Williams conducts research in Business, Leadership, and Federal Acquisitions and has published articles on various aspects of Government Contracting. Her strategic goals for her company, Aramat & Associates, Inc., is to provide experienced consulting services to government contracting entrepreneurs, delivering innovative business research, mission focused solutions, and customer support.
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