Acquiring a customer for your product within the Department of Defense is notoriously challenging: Which stakeholders should you engage with? To gain someone’s consideration, start by demonstrating your understanding of their needs and concerns. This could involve asking thoughtful questions to clarify their priorities and pain points. Next, craft a compelling value proposition that highlights the unique benefits your solution can provide. Be prepared to share specific examples or case studies that illustrate the success you’ve achieved with similar clients or customers. Finally, be respectful of their time and decision-making process, and be open to answering any questions they may have.
Pursuing Defense Department Opportunities: Identifying Potential Candidates
Have you determined whether customers have sufficient funds to invest in your offering?
The process typically commences with a Programme Government Office.
The Department of Defense (DoD) no longer monopolizes all technological innovations, services, and products aimed at deterring or winning conflicts – for example, Emerging technologies such as artificial intelligence, autonomous systems, unmanned aerial vehicles (drones), biotechnology, access to restricted areas, cybersecurity, semiconductor manufacturing, and novel supply chains are just a few examples of the numerous innovations transforming industries and economies worldwide.
Suddenly, a fresh wave of entrepreneurs emerges, eager to pitch their innovative products to the Defense Department. There is no centralized DoD-wide directory available for startups on how to contact the Defense Department’s Protection Division personnel.
So I wrote one.
What are the typical buyers of government contracts?
The Department of Defense procures massive sums of billions of dollars’ worth of goods and services annually, with nearly all such acquisitions administered by Program Management Offices. A programme government workplace might also be accountable for a specific programme, such as the Joint Strike Fighter, or for an entire portfolio of analogous programmes, exemplified by the Navy Programme Government Office for Digital and Enterprise Services. Professional acquisition organizations, like Program Executive Offices (PEOs), outline necessary requirements and task Contracting Officers to procure items through formal processes, issuing requests for proposals (RFPs), and signing contracts with vendors. Meanwhile, Program Managers (PMs) collaborate with PEOs to oversee specific program elements.
Contractors familiar with the industry are well aware of which entities fall under this category and maintain specialized teams tasked with tracking budgets and contract activities for these organizations. However startups? Many startups struggle to identify their starting point.
A traditional case like this is far from being wholesome for both the Division of Protection and the fledgling startup protection sector.
I did that to get everything in one place.
The primary model of this listing features 75 Programme Government Offices, alongside their corresponding Programme Government Officers and Venture/Programme Managers.
The Programme Governance is led by a Chief Executive Officer (CEO), an experienced professional with a high rating, either from the military or the civil service. They are accountable for overseeing the cost, schedule, and performance of a significant program, which can be worth billions of dollars.
Within the Department of Defense, 75 Program Government Offices are located.
Obtain a comprehensive, 64-page document detailing Programme Government Offices and Officials, featuring the full list of 602 names.
This document should not be relied upon for purposes of verification or thoroughness.
The information appears to be inaccurate and lacking in detail?
Navy officers tend to transition to new roles every few years, a common practice within the naval hierarchy.
Programmes for workplaces frequently close down and newly establish ones emerge in response to changing demands?
The significance of this document’s age is lost on its reader due to outdated language and concepts that make it seem archaic from the moment it was penned. Despite its limitations, this text provides a valuable foundation for startups seeking to collaborate with the Department of Defense.
While understanding program government offices and their personnel is valuable, it’s crucial to examine where funding originates, how it’s allocated, and whether budgets are increasing, decreasing, or stagnating.
To initiate a comprehensive review, start with a concise overview of the entire insurance premium. Within the linked Professional Employer Organization (PEO) listing, seek out these essential packages. Can you visualize a concept whether or not that program has billions of dollars or thousands of thousands?
Subsequently, the DoD Comptroller launched
Simplify the document pricing structure to focus on the R-1 price range, significantly reducing the complexity of paperwork.
By combining this list with our existing PEO directory, you can efficiently narrow down the selection to one of the 75 Program Executive Offices or over 500 program managers to contact.
By aligning your To-Play/Account or Program Element (PE) line adjustments with a sales go-to-market strategy, you can at least speculate on who to target.
Equipped with a outdated systems description replete with technical terminology, plus existing Excel data and an appendix, it’s feasible to identify potential targets for outbound sales calls within the Department of Defense where our product possesses the highest probability of being selected.
Individuals and organizations listed here fluctuate more frequently than the funds.
Understandably, grasping individuals’ perspectives becomes crucial once you recognize their values – and financial considerations serve as a reliable indicator of those priorities.
Ultimately, we seek to provide startups with more than just funding opportunities and financial backing; we aim to identify Program Offices that are open to welcoming new entrants and fostering innovation. Among them, some have evolved into portfolio management, while others have experimented with over-the-air (OTA) contracts; meanwhile, notable standouts excel by introducing innovative approaches to metrics or outcomes.
Keeping this initiative current can be ensured by the modernization.
During the interim period, dispatch updates, corrections, and feedback to sblank@stanford.edu.
Clearly, the U.S. Authorities plan to discuss this information. They have printed hyperlinks to Department of Defense organizations, including. Despite being incomplete and out of sync, the record exists in a disjointed state. Consequently, such listings have been lacking in a usable format until now.
No change, SKIP
