The first 100 days of the new administration have brought a whirlwind of change for government contractors, leaving many (understandably) feeling stuck in reactive mode — just trying to keep up with every new update. While adapting is essential, it’s also important to keep an eye on the bigger picture and look for ways to move forward proactively.
1. Audit and adjust your pipeline.
Take a fresh look at your pipeline to make sure you’re still focused on the best opportunities. Start by checking which contracts are up for renewal in the next 12–18 months — are any at risk due to budget changes or new leadership? Next, set up contract alerts so you can track key agencies, contract vehicles, and even your competitors. Don’t forget to regularly reassess your pursuits — quarterly reviews can help you spot potential roadblocks early and keep your pipeline full of realistic, high-value opportunities.
2. Strengthen key relationships.
What government relationships are most critical for you to strengthen right now? Regularly check on changes within your key agencies, and proactively reach out to newly appointed decision-makers to introduce yourself. If you already work with an agency, double down on those relationships — help them navigate transitions and anticipate their evolving needs.
Most importantly, listen before you pitch. Federal buyers value vendors who truly understand their challenges. Show up at industry days, schedule informal check-ins, and position yourself as a trusted resource, not just another vendor.
3. Expand your market reach.
Focusing too narrowly on one area can be risky, so try exploring new ways to expand your reach to stay ahead of shifting policies and budget changes. Consider tapping into state and local contracting, which often follows federal trends.
Another smart strategy is teaming up on subcontracting opportunities. Small firms can partner with large primes to access bigger projects, while primes can collaborate with small businesses to meet their small business participation goals. Also, don’t overlook set-aside contracts like 8(a), HUBZone, and SDVOSB, which tend to remain stable despite changes in administration.
4. Build your strategy around data.
Dedicate time each week to tracking high-level market trends and adjusting your strategy accordingly. Look for patterns in procurement or shifts in funding priorities that could impact your opportunities. Use these insights to focus on key decision-makers and make sure your outreach is hitting the right targets.
The more you understand an agency’s challenges, priorities, and objectives, the more credible and valuable you become as a partner. Staying informed gives you a competitive edge — and puts you in the best position to win.
5. Show your value in a budget-conscious market.
With tighter budgets and growing pressure to do more with less, agencies need vendors who bring real value. Show them how your solutions can save money, improve efficiency, or streamline processes. If you work in IT modernization, cybersecurity, or emerging tech like AI, highlight how you can deliver innovative solutions — quickly and cost-effectively. (For large contractors, it’s important to address the perception of being slow-moving. Showcase past performance that proves your adaptability and ability to pivot when needed.)
Most importantly, be proactive. Don’t wait for opportunities to come to you. Engage early, build relationships, and help agencies identify solutions before they even hit the solicitation stage. The more value you provide upfront, the stronger your position will be when contracts are awarded.
By applying these principles to your government contracting strategy, you have a clear playbook to stay ahead during the whirlwind of these first 100 days. Be proactive, stay adaptable, and keep moving forward. We’ve got your back.
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