Log In or Sign Up

Beyond the Bid ✹ A Signal-Driven Playbook for GovCon Capture and Proposal Leaders

Blog background cool

Published on November 7, 2025

This article was inspired by a conversation with Derek Hoyt, co-founder of GovSignals, on The Stargazy Brief podcast.

Across programs and incumbencies, the pattern is the same.

Teams that win detect intent early, shape requirements with discipline, and automate the mechanics so scarce human time concentrates on influence, positioning, and negotiation.

Teams that don’t become compliance factories, useful for the three-bid minimum and little else.

This guide translates that shift into a repeatable operating system you can run this quarter.

The shift from notice-chasing to signal-seeking for GovCon BD teams

Everywhere you look, the signals point the same direction: GovCon success is no longer about who watches SAM.gov fastest, it’s about who interprets intent earliest.

Budgets shift, incumbents defend, clauses tighten, and shutdowns remind everyone how brittle a federal-only book can be. Yet most capture engines still run the old play, which is wait for the notice, spin up a war room, chase volume, and then wonder why the pipeline looks full while awards lag and costs rise.

This guide offers a different operating system.

It starts upstream, where intent first appears in GAO and OIG reports, CPARS trends, obligation gaps, and leadership changes. It shows how to turn those signals into shaping moves with named owners, how to automate the mechanics so humans spend time on influence and negotiation, and how to keep yourself out of trouble by treating CUI and FedRAMP as board-level risks rather than fine print. It also gets practical about resilience: partnering into growth pockets like space and C4ISR when federal dollars wobble, and standing up a fast SLED entry so idle capacity finds work.

If you lead capture, proposals, or BD, read this the way you’d use a playbook on the sideline: pick a few plays, run them this quarter, and judge them by fewer bids, higher odds, and faster, cleaner decisions. Then scale what works.

1) SAM.gov is visibility, not parity

SAM.gov does what it is designed to do, which is make federal opportunities visible.

It does not make them fair in the sense most late entrants hope for.

By the time a notice appears, program offices have refined requirements, incumbents have defended scope, and informal preferences have taken shape through months of conversations and drafts. GAO decisions are consistent on this point: a natural incumbent advantage is not, by itself, an “unfair” competition that agencies must correct.

In practice, that means the notice is the scoreboard, not the opening whistle.

If you treat SAM.gov as your starting line, you will arrive after others have defined the race. The advantage shifts to teams that work upstream, where intent first shows up in quiet places, where vehicles chosen long before public release, recompete calendars that telegraph timing, budget justifications that reveal what will actually be funded, and leadership changes that reset expectations.

The goal is to see earlier, so shaping starts before language hardens and before the incumbent’s path becomes the default.

Action to take: Build a pre-notice watchlist for your priority programs. For each, track likely vehicles and on-ramps, recompete windows and option periods, shifts in program or contracting leadership, and early budget signals tied to mission priorities. When questions about “fairness” arise, go to the rulings rather than the rumor mill, and adjust your tactics accordingly.

If visibility isn’t enough, the question is operational, "How do we work earlier, decide faster, and spend our hours where odds improve?"

2) Pipeline discipline beats pipeline size

Most pipelines mix aspiration with execution.

Leaders overcount “opportunities.” But what they need to do is start separating aspiration from execution.

An easy way to do this is to maintain two pipeline boards 1) Aspirational and 2) Actionable. Then require evidence of fit, access, and timing before burning scarce BD hours on pipeline that isn't realistic.

Recent commercial proposal benchmarks show new-business RFP win rates typically in the high-30s, while existing-client RFPs can exceed 60%. Those are very different baselines and should drive resourcing and forecast models.

Action: Tie inputs to outcomes. Track BD and SME hours against booked awards, not just win rate. Reallocate time from low-probability “aspirational” pursuits to higher-odds renewals and expansions.

If the answer to two of the three gate questions isn’t ‘yes,’ keep shaping and don’t bid.

3) Research is not insight

Data is abundant; insight is scarce.

Most teams can pull FPDS extracts, scrape notices, and assemble competitor profiles. But far fewer can turn those raw materials into timely, defensible reasons to advance or walk away. The difference shows up in economics. When you confuse volume of research with quality of insight, you burn scarce BD and SME hours on pursuits that were never winnable, and you find risks (clauses, gaps, red flags) after the plan is already set.

Data is abundant and asymmetric in the wrong direction. Everyone sees the same public artifacts, but only winning teams connect patterns early enough to change behavior. The patterns that move odds are concrete and observable: adverse CPARS language that repeats across periods, obligation levels lagging the ceiling as the period of performance winds down, leadership changes in the incumbent’s delivery chain, a new contracting officer with a different reading of terms, and GAO/OIG reports that surface named control gaps or mission pain.

One of these is interesting. Two or more begin to change probability. Three justify a different plan.

What to do this quarter

Replace ad-hoc “research” with a light operating rhythm that produces decisions at speed.

  • Stand up a weekly Signal Review (30 minutes, same time every week). Capture Lead runs the board. BD Ops shows deltas. Account commits to shaping moves.

  • Use a living signal log for each target program with four fields you can point to on a page, not in a paragraph:

    1. Pain — oversight document + page, and the named consequence (e.g., audit finding, schedule slip).

    2. Vulnerability — CPARS excerpt and trend, obligation vs ceiling (+ months remaining), delivery leadership churn.

    3. Access — decision-adjacent stakeholder by name, meeting on calendar, or a prime path you can activate.

    4. Procurement path — expected vehicle, on-ramp, set-aside posture, and likely dates.

  • Gate with Fit–Access–Timing before spending proposal hours. Require two “yes” answers to move from Market Shaping to Actionable Pursuit. If Timing is “no,” keep shaping rather than “spraying.”

  • Automate the processy/adminy parts so humans focus on judgment: watchers for GAO/OIG updates and recompete calendars, a harvester that pulls the full solicitation pack on drop, and parsers that extract instructions, evaluation factors, SOW tasks, and red-flag clauses into your Shape Card.

  • Instrument “time-to-insight.” Measure hours from document drop to the first red-flag clause list and evaluation-factor summary. Drive it under 24 hours. You are buying time to influence, not dashboards to admire.

Proof in one page

Instead of a 12-slide research deck, produce a single Shape Card: “OIG report (pg. 37) flags data-quality gaps; CPARS cites missed milestones in Q2 and Q3; obligations at 78% with five months left; new KO seated in April. Proposed four-week recovery sprint to lift test coverage to 95% and clear the acceptance backlog via Prime X’s vehicle; meeting with Deputy PM set for Tuesday.”

That card earns you permission to shape, or permission to walk, without another week of “research.”

Action to take now. Schedule next week’s Signal Review, build the four-field log for your top five programs, and set a 24-hour SLA for producing a red-flag clause list and evaluation-factor summary whenever a bundle drops. If you can’t cite page numbers, names, dates, and deltas, you don’t have insight yet. You just have some nice notes.

4) Intent-driven capture, not rinse-and-respond

The new GovCon proposal and capture playbook is fairly clear in this moment. We must detect intent early, shape, then automate the process where possible. We can now use AI to extract instructions, SOW clauses, and compliance risks at intake so humans stay on strategy, positioning, and T&Cs.

Stand up an operating system that detects intent signals early, converts them into shaping moves with named owners and deadlines, and automates the repeatable mechanics so scarce human time concentrates on influence, positioning, and negotiation; do this by defining clear decision rights, a common signal taxonomy, a weekly operating cadence, and a lightweight automation stack that collects documents, extracts requirements and clauses, and routes work to the right people with context attached.

Team roles and decision rights.

Give the Capture Lead ownership of signal intake and go/no-go framing, the Account Lead ownership of relationship strategy and partner mapping, the Proposal Lead ownership of compliance, clause risk, and content quality, and the BD Ops owner stewardship over data hygiene, automations, and dashboards; codify a single decision owner for each gate, like Intake Triage (Capture), Shape Plan Approval (Account), and Bid/No-Bid (GM or VP), so meetings end with a decision, not an action list.

Signal taxonomy and thresholds.

Classify signals into four buckets with explicit thresholds so your boards don’t devolve into anecdotes:

  • Buyer pain (e.g., GAO or OIG findings naming program gaps, repeated defect categories in public reports, and budget justifications that highlight shortfalls); advance when at least one named pain ties to your differentiator and you can cite the document and page.

  • Incumbent vulnerability (e.g., adverse CPARS trends, leadership turnover in the prime’s delivery team, under-obligated ceilings with months left on term); advance when two or more are present or one is severe.

  • Access and influence (e.g., warm path to the program or KO, a teaming prime asking for your niche capability, prior pilot or OT with the office); advance when you have a scheduled conversation with a decision-adjacent stakeholder.

  • Procurement maturity (e.g., draft SOW language circulating, acquisition plan milestones, vehicle decision, small-business set-aside posture); advance when you can identify the likely vehicle and award path with dates.

Boards, artifacts, and working rhythm.

Maintain two Kanban boards 1) Market Shaping and 2) Actionable Pursuits, and require a one-page Shape Card before anything moves from the first to the second; the card should name the buyer pain, the instability you intend to exploit, the two differentiators you will lead with, the teaming plan, the vehicle and path, three shaping actions with owners and dates, and a red-flag clause watchlist that the Proposal Lead will monitor.

Run a 30-minute weekly Signal Review (Capture runs the board, BD Ops shows deltas, Account commits to shaping actions) and a 45-minute Gate Meeting for pursuits that need a decision, where the Capture Lead presents a three-slide brief (fit, access, timing) and the decision owner says “bid,” “shape-more,” or “drop,” which BD Ops records with reasons to build your feedback loop.

Shaping moves that create leverage.

For programs with identifiable pain and visible instability, plan three concrete moves you can execute in two weeks. Offer a no-cost discovery brief that maps your capability to the pain highlighted in oversight reports, bring a teaming solution that closes an obvious obligation gap or small-business goal, or share a risk-reduction plan that pre-answers the clauses that most often derail vendors in that office.

If you lack direct access, use the prime path by proposing a work package that helps them close under-spend while improving the end-user outcome, and insist on a one-page roles-and-credibility statement you can reuse across primes.

Go/no-go that respects scarcity.

Replace scorecards bloated with “nice-to-have” criteria with three weighted questions that reflect economics and probability:

  • Fit - do we solve the named pain better than status quo or incumbent?,

  • Access - do we have a path to the people and a teaming route to the vehicle?, and

  • Timing - can we influence before SOW language hardens); require at least two “yes” answers to invest beyond shaping, and if

  • Timing is “no,” keep it on the Market Shaping board with a 30-day recheck rather than burning proposal hours.

Automation that removes drag, not judgment.

Use a minimal stack that does four things well:

  1. monitors public sources you already trust,

  2. ingests opportunity bundles the day they appear,

  3. extracts what matters into structured fields, and

  4. routes work with the right context attached

In practice this means standing up (1) watchers for GAO/OIG updates, vehicle and recompete calendars, and agency news; (2) a doc harvester that pulls the full solicitation pack into a workspace folder on drop; (3) parsers that auto-extract instructions, evaluation factors, SOW tasks, submission artifacts, and red-flag clauses into your Shape Card; and (4) workflows that open tasks for owners.

Content and compliance readiness.

Keep a Clause Dossier for each target office with the terms that frequently appear, the positions your legal team has pre-cleared, and the fallbacks you will propose.

Pair it with a Primary-Source Content Index that maps where the current truth lives for product, security, case studies, and pricing; point your automation at the systems of record and pull the freshest page or paragraph at runtime, which is the only reliable way to avoid stale claims and the re-work they force.

Metrics that change behavior.

In addition to classic win rate, instrument the funnel with signal-to-pursuit conversion (how many signal leads become Shape Cards), shape-to-bid conversion (how many Shape Cards pass go/no-go), proposal hours per booked award (BD and SME hours divided by closed-won dollars), and time-to-insight (hours from document drop to first red-flag clause list and evaluation factor summary), then review these four numbers in your monthly ops meeting so you reward early-cycle rigor rather than late-cycle heroics.

What good looks like in practice.

Within a quarter, your team should be describing pipeline in terms of named pains and instability you can prove, Shape Cards should replace ad-hoc emails as the default briefing artifact, red-flag clauses should appear in the first day rather than the last week, and executives should see fewer bids with higher average probability because most “maybe” opportunities remain in Market Shaping until Fit and Access are real.

Action: Automate evidence gathering, clause checks, and go/no-go templates. Keep human judgment on shaping, partner strategy, and commercial terms. Avoid “agent-washing”; ship use cases that improve decision quality.

5) Compliance is a board-level risk: CUI, DFARS, FedRAMP

CMMC Level 2 certifies a company, but FedRAMP authorizes a cloud platform. If a tool stores or processes CUI, it must appear in the FedRAMP Marketplace at the required impact level.

So if your capture and proposal management tool touches Controlled Unclassified Information (CUI) and it is not FedRAMP-authorized at the required impact level, you are taking on contractual, legal, financial, and reputational risk that can outweigh any short-term speed gains.

Let's sit down and chat about this.

Contract breach and False Claims Act exposure.

Many DoD contracts incorporate DFARS 252.204-7012, which requires safeguarding covered defense information, 72-hour cyber-incident reporting, and FedRAMP Moderate (or equivalent) for any cloud service that stores or processes CUI.

Asserting compliance while using a non-authorized cloud can constitute a material misrepresentation under the False Claims Act. Recent DOJ actions underscore the stakes, including Aerojet Rocketdyne’s $9M settlement for allegedly misrepresenting cybersecurity compliance and Penn State’s $1.25M settlement tied to contractual cybersecurity requirements.

Incident reporting, forensics, and notification burden.

A cyber event involving CUI triggers a 72-hour reporting clock to DoD, plus evidence preservation, technical data submissions, and potential follow-on reporting. These processes become costlier if your environment lacks the controls and logging expected of FedRAMP systems.

Eligibility, termination, and protest risk.

Using a non-authorized cloud can render you non-compliant at award or during performance, inviting termination for default, adverse past-performance entries, or bid challenges. Because source selection teams rely on CPARS and contractual compliance to assess “best value,” a single compliance failure can echo through future competitions.

Insurance, indemnity, and cost of capital.

Carriers increasingly condition cyber coverage and favorable premiums on recognized frameworks; operating outside FedRAMP can drive exclusions, premium increases, higher retentions, and more onerous sub-limits after an event. Even if insured, you still bear uninsured costs: executive time, legal counsel, IR retainer overages, and proposal delays. yikes.

Operational drag and opportunity cost.

Lacking a FedRAMP-authorized platform forces compensating controls, manual redactions, and complex data-segregation workarounds that slow capture and proposal cycles. These frictions surface in longer “time to green” for security questionnaires and can push buyers to lower-risk vendors.

How to de-risk in practice.

  1. Verify authorization, don’t assume. Check the official FedRAMP Marketplace for the provider’s current designation and authorization package at the required impact level

  2. Bind compliance in contracts. Tie tool selection to clause-level requirements in your opportunity Shape Card and record the FedRAMP ATO details (package ID, impact level, authorizing agency).

  3. Instrument the 72-hour plan. Pre-stage incident-response workflows and contacts aligned to DFARS 252.204-7012 reporting so the clock does not catch you flat-footed.

  4. Audit partner stack. Flow down CUI obligations to subs and verify their cloud tools against the Marketplace to avoid inherited violations.

(Citations: FedRAMP, Marketplace ; FedRAMP, About the Marketplace ; FedRAMP, Program Overview)

6) Shutdown resilience: partner into growth pockets and build a SLED beachhead

When federal funding stalls, the problem is delayed revenue, sure. But it's also idle capacity, eroding morale, and a pipeline that suddenly looks theoretical. The fastest way to restore momentum is to redirect that capacity into programs and markets that are still moving.

Today that often means product-centric DoD portfolios (especially space and C4ISR) and the state, local, and education (SLED) sector.

What follows is a practical, repeatable path to do both without reinventing your business.

A. Partner into programs that keep spending

Start with a precise fit, not a vague capability. Take your current offer and translate it into one or two narrowly defined work packages that a prime can slot this quarter. Think ground-segment integration, cyber hardening for a subsystem, test and evaluation sprints, training content for a specific platform, or data prep for mission models. Each package should name the problem, the outcome, the artifacts you will deliver, the period of performance, and the acceptance criteria, because primes are not buying “capability,” they are buying progress that can be accepted and billed.

Aim where money is already obligated. Build a short list of primes and major subs with active obligations on the programs you can serve, then approach with a “close the gap” narrative rather than a cold introduction. Show the under-delivered scope you can take off their hands in eight to twelve weeks, explain how you will staff and secure it, and make it easy for them to say yes by aligning to their vehicle, cadence, and reporting templates.

Use under-obligation as your wedge. If a prime is materially below its ceiling with months left on the period of performance, you have leverage! Offer a bounded sprint that turns latent dollars into delivered value, and bring a staffing plan and compliance dossier that reduce their perceived execution risk so contracting does not slow the hand-off.

Go where access is designed to be faster. If you lack incumbent relationships, engage through OTA consortia, mission accelerators, and program-sponsor events where problem statements are public and teaming is encouraged. You are not “breaking in” so much as proposing a scoped solution in venues built to shorten time to award.

De-risk the decision on page one. Show your clearances (if applicable), cyber posture, export-control handling, and quality system notes up front, then add a single relevant reference with a before/after metric and a sample artifact, because primes say yes when risk feels low and documentation feels ready.

B. Build a SLED entry that doesn’t derail your core

Translate your federal offer into SLED buying language. Do a quick NAICS-to-NIGP crosswalk and rewrite your capability statement in the categories that counties, cities, school districts, and public universities actually search for; keep the offer small, specific, and outcomes-based so it fits into cooperative or department-level buys without long solicitations.

Exploit cooperative purchasing to bypass long cycles. Identify two or three cooperatives whose existing awards align with your services (for example, NASPO ValuePoint, OMNIA Partners, Sourcewell), then pick a near-term route. Become a named subcontractor or reseller under an awarded contract, or package your service to match a piggybackable scope and set of terms a jurisdiction already recognizes, because the fastest SLED wins are almost always won “through” a cooperative, not “to” a new RFP.

Register where velocity is plausible and references are credible. Select five jurisdictions where you already have adjacency, like regional staff, alumni ties, or nearby delivery partners. Then complete vendor registration plus a single downloadable “SLED packet” that includes W-9, insurance certificates, cybersecurity and privacy posture, data-processing addendum, and two or three fixed-price service bundles with clear deliverables and timelines.

Sell problems, not platforms. Frame three department-level use cases with short time-to-value, such as “reduce backlog by 25% in 60 days,” “stand up compliant data intake for X within 30 days,” or “deliver audit-ready documentation for Y by quarter-end,” and insist on a pilot-plus-option structure so buyers can commit with low risk and renew on results.

Borrow trust to move faster. Partner with regional systems integrators, community colleges, or nonprofits already serving your target departments. They bring credibility and access while you bring a crisp work package that makes them look good and gives you an immediate reference base.

C. A 30-60-90 you can run this quarter

  • Days 1–30: Focus and offers. Choose two DoD programs and two states; write three one-page work packages for the programs and three fixed-price SLED bundles; assemble a lightweight compliance dossier (security, export, insurance) and a SLED packet; shortlist five primes and five cooperative contract holders where your offer fits naturally.

  • Days 31–60: Access and first commitments. Run ten targeted approaches to primes using the under-obligation wedge and the “close the gap” packages; secure one reseller or subcontract position under a cooperative vehicle; submit two department-level proposals using your fixed-price bundles; host three discovery briefs anchored to named pains from public documents.

  • Days 61–90: Delivery and proof. Deliver one DoD sprint and one SLED pilot with visible artifacts and hard acceptance criteria; capture a metric and a quote from each. Assemble a short “evidence pack” you can reuse in the next five approaches. Decide whether to expand by program, by state, or by capability based on cycle time, margin, and reference strength.

D. Guardrails while you pivot

Require written confirmation that any DoD work will run in an environment appropriate to the data sensitivity, avoid touching CUI in non-authorized clouds, route collaboration through the prime’s approved systems when needed, and use progress-billing milestones tied to documented deliverables so cash flow stays predictable even as markets wobble.

E. What “good” looks like by quarter’s end

You have one new DoD revenue stream through a prime, one new SLED customer via a cooperative pathway, two fresh references with measurable outcomes, and a repeatable kit—offers, packets, and stories—that lets you scale the motion without restarting the thinking each time. The team feels momentum again, leadership sees fewer stalled bids, and your pipeline narrative shifts from “waiting on Washington” to “shipping work where dollars are moving.”

If you arrive late, look for instability you can prove

Showing up after requirements are shaped does not mean the game is over, but it does mean the rules for winning have changed.

Instead of blanketing the buyer with generic qualifications, concentrate your effort where the ground is moving under the incumbent’s feet. The fastest way to create daylight is to stack verifiable signs of instability, link them to a problem you can solve better than the status quo, and give the buyer or prime a low-risk way to test you quickly.

Know the patterns that actually shift outcomes.

Start with adverse CPARS trends that mention missed milestones or quality escapes, then add leadership turnover in the delivery team, a newly seated contracting officer with a different interpretation of terms, obligation levels that trail the contract ceiling as the period of performance winds down, and public evidence of budget turbulence. One of these signals is interesting. Two or more begin to change probability. Three create a credible reason for the agency or prime to consider a different mix of suppliers.

Turn signals into a point of view, not a complaint.

Package what you found into a one-page brief that states the operational effect of the instability and the measurable improvement you can deliver within a near term window. Avoid language that attacks the incumbent, though. Focus on the risk the government is carrying and the specific outcome you will protect. For example, “Given two consecutive CPARS noting schedule variance and a 22 percent obligation gap with five months remaining, we propose a four-week recovery sprint that brings test coverage to 95 percent and clears the acceptance backlog.”

Offer a bounded fix that can start next month.

Buyers do not switch on theory. They switch when there is a scoped work package that can be awarded on a current vehicle, staffed with cleared and compliant people, delivered inside the current quarter, and accepted with artifacts they can audit. Name the inputs you need, the acceptance criteria you will meet, and the documents you will hand over. The more concrete you make the start conditions and the exit conditions, the less political capital the sponsor needs to spend.

If you are a small or mid-size vendor, make the prime look good first.

Ask primes where the instability is hurting their delivery or their ability to obligate. Bring a specific module you can take off their hands without rewriting their plan. Offer the documentation set in the prime’s format, match their security posture, and pre-agree to a short performance review at the end of the sprint. The goal is not to “win the program” but to become the obvious choice the next time the prime has to fix a problem under time pressure.

Keep your pursuit gates strict.

Before you invest proposal hours, require two yes answers out of three: Fit to the documented pain, Access to a decision-adjacent stakeholder or a prime route, and Timing that allows you to influence before language hardens. If Timing is no, stay in shaping. If Access is weak, pursue through the prime with a smaller package. If Fit is weak, stop.

A simple instability play you can run this week

  1. Pull the last two CPARS for the incumbent and scan for repeated weaknesses.

  2. Compare total obligations to the ceiling and months remaining.

  3. Note any leadership or contracting officer changes in the past two quarters.

  4. Draft a single page that links these facts to a four-week, fixed outcome sprint.

  5. Share it first with a prime that already holds the work and ask for a 30-minute review to tune the scope to their vehicle and reporting cadence.

Arriving late does not have to mean arriving powerless. If you can document where the current approach is wobbling, propose a scoped fix that reduces risk in weeks rather than quarters, and make a prime or sponsor look immediately better, you turn a shaped opportunity into a fair fight.

A 10-step Signal Intelligence Checklist

  1. Have two boards for pipeline goals: Aspirational vs Actionable.

  2. Score every pursuit on Fit–Access–Timing.

  3. Subscribe to GAO/OIG feeds for target accounts; log findings as triggers.

  4. Monitor CPARS trends for incumbents and would-be partners.

  5. Track obligation vs ceiling deltas to spot under-spend.

  6. Automate go/no-go extraction of instructions, SOW, and clauses.

  7. Insert a FedRAMP Marketplace gate for any CUI-touching SaaS.

  8. Build a SLED entry plan with specific cooperative vehicles.

  9. Tie BD labor cost to booked awards, not just win rate.

  10. Review AI bets quarterly; avoid “agent-washing.” Gartner warns that >40% of agentic-AI projects will be canceled by 2027, so focus on use cases that improve decision quality.

FAQs

  • What proves a cloud tool can handle CUI? A current FedRAMP Authorization at the required impact level listed in the official FedRAMP Marketplace, plus DFARS 252.204-7012 alignment for safeguarding and incident reporting.

  • Is an RFP on SAM.gov already decided? Not necessarily. GAO does not require agencies to equalize natural incumbent advantages; challengers can win by exploiting instability signals.

  • What metrics matter more than win rate? Fit–Access–Timing gate rate, signal→shape conversion, shape→bid conversion, BD/SME hours per booked award, and time-to-insight.

  • How do I enter SLED fast? Translate offers into NIGP categories, use cooperative purchasing (e.g., NASPO ValuePoint) via reseller/sub paths, publish a SLED packet, and sell fixed-price, outcome-based bundles.

Stargazy Links

✸ Join the community

✸ See GovSignals on stargazy

✸ Proposal Process Hour

✸ Subscribe to The Stargazy Brief

✸ Explore proposal tech comparisons

✸ Follow Stargazy on LinkedIn

Citations

.