Developing a Successful Small Business Contracting Program

Transcription

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2 Developing a Successful Small Business Contracting Program Breakout Session F06 Brie Staker, Contracts Manager, AGEISS Inc. Carly Cox, Director, Business Analytics, Peerless Technologies Dominick Belfiore, Small Business Specialist, SBA July 29, :15pm

3 What it s All About Everyone who got where he is had to begin where he was. Robert Louis Stevenson Three perspectives of Small Business (SB) contracting with Best Practices and Lessons Learned. Resources for SB. 2

4 Introductions- Brie Staker, CFCM Defense Contracting over 12 years Contracts Manager for Woman Owned Small Business (WOSB) Denver Chapter President Elect 3

5 Introductions- Carly Cox Currently, Director of Business Analytics for 8(a) Small Business Previously, Director of Contracts NCMA National Board of Directors Past President of Dayton Chapter 4

6 Introductions- Dominick Belfiore Currently, Small Business Specialist for the U.S. Small Business Administration Previous Contract Specialist for Army Mission & Installation Contracting Command Previous Contract Administrator for DCMA Current President-Elect of Picatinny Chapter 5

7 A Different Perspective: Large Business to Small Business- Growth 6

8 Challenges Wearing lots of hats Small contracting staff. SB Contracts Role includes: Property, OCI, Export, Subcontracts, Closeouts, OCONUS, Systems, Reporting, Facilities, Training, Administration, Management, etc. 7

9 Challenges Learning SB Contracting Understanding what applies and when CAS, DCAA Approved Systems, Reporting Requirements, etc. Creating a Robust Contracting Department You re the expert (often the ONLY expert) Developing and implementing tools, templates, processes, training, etc. that ensure the company is FAR compliant. 8

10 Challenges- Real Life Examples Mentor Protégé Agreements; Joint Ventures; Reporting; Developing a SB Subcontracting Plan; Property & OCI; Navigating Govt. Databases: GSA; SAM & DSBS; Manpower; CPARs; First-Tier Sub Reporting; SBA 9

11 Best Practices- Help Yourself Create Checklists & Desktop References OCI; Property; Reporting; Subcontracting; Closeouts; Contract/Subcontract Reviews; Export, etc. 10

12 Best Practices- Help Yourself Create Contract Briefs A document that is a map or index to your contract or subcontract Identify the key contractual terms and clauses Reporting, Invoice Requirements, OCI, Deliverables, Closeouts, etc. Identify the key POCs Identify important contract information Contract type, value, funding, fee, CLINs, Options, POP, etc. 11

13 Best Practices- Help Yourself Contract Brief (continued) Useful Review Tool Quick Reference Distribute it to key players (i.e. PMs, Finance, etc.) DCAA Incurred Cost Submission 12

14 Best Practices- Help Yourself Create a system to log all of your actions and review it daily Prioritize Track Status Stay on top of it all 13

15 Best Practices- Communication Keep Regular Communication with your internal team Kick-Offs; Program Reviews; Closeout. Keep Regular Communication with your customer (CO, COR, PM, etc.) Prevent surprises and miscommunications 14

16 Best Practices- Education & Networking Recognize you can t be a SME in all things and that this is ok. Create a network of resources with SMEs in various areas. Include Regular Training Seminars, Articles, Webinars, etc. 15

17 A Different Perspective: Small Business Success- Experienced 16

18 Challenges Corporate Support Executive Level Shows commitment to contract management Proves importance of compliance Gives authority to the department Staff Level Support from other functional departments Cohesive corporation operation 17

19 Challenges Corporation Education Teaching corporation must know basics Program Management staff, operations managers, finance, recruiting, etc. Examples Include: Contract types Change management Contract financing Subcontract/purchasing requirements Disputes 18

20 Challenges Inside Sales Main POC between Government and company Build revenue through relationships, quick reaction capability, flexibility, compliance, ability to work well with the government, etc. Expand current contract through scope management, change management, enhanced capability, etc. Secure new contracts (Phase 2, 3, 4, etc.) More revenue = job security 19

21 Challenges Jack of All Trades, Master of None Must know the business as a whole Pigeon-Holed past is not beneficial Required to advise on multiple areas: Contract management Subcontracting/Procurement Market Trends/Business Strategy Cost/Pricing Proposals Marketing Small business requirements FAR and its supplements Business operations 20

22 Challenges Hiring and training a staff Starting with a blank slate Carve out scope of the department Hire jacks of all trades Focus on efficiency, best value, ground to cover Train staff on the industry, the customer, the business, AND contract management 21

23 Best Practices Corporate Support Ideas for garnering corporate support C-Suite briefs Discuss acquisition trends, suggest strategic relationships, support deconfliction, plan for what is to come (i.e. business systems) Invite to NCMA meetings Or whatever you participate in Lead conflict resolution Upset customers, out of scope issues, over budget issues, resource constraints, OCIs, property management problems, etc. Oh, yea. Bring in revenue. Revenue is THE WIFM of small business owners and the C-suite Functional staff meetings 22

24 Best Practices Corporate Education Ways to enhance corporate CM IQ Befriend the other side Contracts 101 presentations Brown bag lunch webinars (NCMA is a great resource) Stop saying NO! and show them how you can say YES! Ask them to join you at NCMA events (even if it s just the social hours!) 23

25 Best Practices Inside Sales Planting the seeds of revenue growth Be liked (most important rule of business) Be an exceptional contract manager (performance speaks for itself) Establish a relationship with your counterparts Be available, flexible, quick, etc. Offer the solution to their problem Be trustworthy and reliable Focus on their WIFMs 24

26 Best Practices Jack of All Trades How to excel without being an expert Build your network Use available resources Understand the business as a whole Study/practice/research Hire people who know more than you Read, listen, learn Mentor/Mentee relationship 25

27 Best Practices Hiring & Training Recommendations for hiring & training Hire jacks of all trades who understand the business Hire people who offer different perspectives and counter opinions Hire trustworthy go-getters/self-starters (no room for micromanaging in small business) Don t pigeon hole them Give them challenges, set high expectations, support their growth, and reward their performance Offer training programs No budget? No problem! Write your own training curriculum. Encourage and support participation in NCMA Require them to teach others (lead the corporate education?) 26

28 Moving the Stone 27

29 SBA Resources Counseling Capital Contracting 28

30 Counseling Resources Expert consulting One-on-one mentoring Market research, Pricing strategy, Loan application prep, and more! 29

31 Capital Resource s SBA is not a direct lender SBA offers guarantee Borrower deals directly with lender Lender works with SBA 30

32 CAPLine Contract Loans Line of credit Max $5M Accounts receivable, inventory, contracts can be used as collateral Personal assets not necessary as collateral 31

33 Contracting Support $500,000,000,000 that s 500 BILLION Competitive advantage Opportunity to compete for set-asides 8(a) Socially & Economically Disadvantaged WOSB Women Owned Small Business SDVOSB Service Disabled Veterans HUBZone Historically Under-utilized Business Zones 32

34 Contracting Support Connect w/osdbu & SADBU Small & Disadvantaged Business Utilization Search Letters Industry Days PTAC Procurement Technical Assistance Center 33

35 Contact Us Brie Staker Carly Cox Dominick Belfiore 34