The government contracting industry has faced a wild two years. The nation’s longest partial government shutdown crushed companies and left hundreds of thousands of people without employment. Barely a year later, the COVID-19 pandemic forced the entire country to radically change how it does everyday work.
Contractors adjusted to the shutdown by broadening their client base. The industry likewise has shifted to working remotely thanks to coronavirus. And while this shift can be frustrating, it also offers the opportunity for your contract bidding to be strategically improved.
First, have the right remote work technology for the contract. No contracting officer will trust classified contract communications to a company without secure networks, and even unclassified work may require Zoom or Skype calls. The right technology is necessary to build trust and effectively engage your government client, so be sure that your entire leadership team sees these purchases as investments, not costs.
Second, make sure that staff uses remote technology effectively. If your technical salesperson in Washington, D.C. can’t communicate with your on-the-ground salesperson in San Diego, your win odds will be reduced. The same is true when sending important material, running a virtual meeting, or doing a virtual presentation to the contract’s management team.
Like getting the right tech, training staff is an investment, not a cost. It requires up-front financial and time investments which, if done right, pay off huge when staff smoothly lands a contract without you needing to hold their hand. Your stress goes down, you can use your time better, and your company can grow faster.
Third, develop company processes which allow staff to seamlessly accomplish work on-site and remotely. Especially in an era of changing standards, your contracting officers will find this level of detail professionally mature and extremely reassuring. You will stand out against companies which are scrambling to meet the new normal instead of pro-actively adjusting to it.
Fourth, Changing from on-site work to remote changes a lot more than just your technology. It also impacts your company’s finances, which if handled right can make you a very attractive contractor in a tight bid fight.
For example, can your company reduce fixed office expenses or sell any physical assets to pay off debt, increase cash reserves, and pay for investments in remote technology? This gives you a strong financial position from which to bid, and reduces any debt you may need to incur to fulfill a contract.
Another advantage to remote work is the opportunity to replace financial compensation with non-financial benefits to staff. Staff members may value eliminating their commute and being with family more than raises or bonuses, giving you the opportunity to build a happier team, increase productivity, and reduce future outlays.