Revenue Growth
A MANAGEMENT GUIDE FOR GOVERNMENT CONTRACTORS
by
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The eight chapters in this book are aimed at helping business leaders understand -- and profit from -- government contracting. The examples I call on are just that -- examples. Please do not take them as a straitjacket, no-deviations-allowed formula for running a government contracting firm. Indeed, each contractor is different and must fashion its own path to success. The examples in these chapters show one way to resolve the key issues, with the intent that readers apply lessons learned as they see fit in their own unique circumstances.
Chapter One presents a model for consistent, long-term revenue growth, and it's been exceeded many times by many of ClientView’s clients and almost all of the current slate of large government contractors. Chapter Two delves into a firm’s revenue growth leadership and culture and the use of such tools as recognition and incentives to motivate higher performance.
Leaders and employees in almost every firm have varied backgrounds, and that can hamper business development. So Chapter Three looks into the need for a common vocabulary and effective teamwork. And since revenue growth is impossible without competitive pricing, Chapter Four explores the financial side of government contracting.
Chapter Five explains that some firms are successful because they consistently view the costs of business development as investments aimed at a handsome return. Chapter Six introduces government elements that affect the ability to get new business. Chapter Seven summarizes the steps to get into government contracting, and Chapter Eight has endnotes.
Each chapter closes with a short self assessment to review the material and get readers thinking about how the ideas apply to their own firms.
A crucial point to keep in mind: This book is all about the reality of boosting revenue in the government market -- NOT hypothetical or theoretical revenue growth. In that spirit, consider the growth strategies for a large organization with a win rate for competitive government procurements of 90 percent compared to a medium size firm with a win rate of 20 percent. Or consider a start-up, wholly owned subsidiary with no contracts compared to an established small business with declining revenue. Without any more details, we can safely assume that the strategies of each firm will vary significantly. Those true-to-life examples occurred over more than 40 years beginning in the 1970s and extending well beyond 2010.
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About the Book
Creating, managing and operating a government contracting firm that holds revenue growth as the most important strategic objective is the focus of this book. It is an example filled roadmap of how to create a shared vision for revenue growth, motivate employees and create a step-by-step decision process for investing in your company’s future. Gary Dunbar explains the nuances of working in a government contract environment, and outlines the fundamentals of creating and managing a business development process from strategy through prospecting, qualifying leads, positioning, proposing, negotiation and on to the victory party.
About the Author
Over the past 42 years, Gary Dunbar has worked on Government contracts with responsibilities ranging from project team member to CEO, developing a deep understanding of the government contracting business. When in top leadership positions, he led three firms to grow: one from $0 to an over $1B contract portfolio in four years; another to more than triple annual revenue in less than four years; and the third to improve its competitive contract win rate from 20% to consistently over 65% in three years.
As a ClientView partner and consultant, he assisted client firms in winning new contracts valued at over $2B, and others in establishing consistent, long-term revenue growth of over 35% annually for four years. He has also trained client firm staff in marketing, positioning and proposing to build revenue growth.
He and his wife Claire live in New England, have three grown children, four grandsons and one dog. He earned his Bachelor’s and Master’s degrees at MIT and loves light tackle and fly fishing.