Joshua Frank

[Webinar] January 22 @ 1 pm EST: How to Grow Your Government Sales with Micro-Purchases https://zurl.co/HvQuB Many small businesses assume they need to win big, complex government contracts to succeed in GovCon. You don’t. Thousands of businesses build consistent, profitable revenue by focusing on micro-purchases—a simplified buying method that lets agencies buy directly from vendors without lengthy solicitations or heavy compliance. In this webinar, you’ll learn: What micro-purchases are (and why recent threshold increases make them more valuable than ever) How to identify and approach government buyers with a simple, repeatable process Real examples of small businesses (including ours) that have built scalable models through micro-purchases Step-by-step strategies to streamline the cycle—from outreach to payment If you’re new to government sales, or you want faster wins without the traditional procurement maze, this session will show you how to build momentum with a low-barrier approach. No prior government contracting experience required. #Govology #GovCon #GovernmentContracting #SmallBusiness #BusinessDevelopment #sales #strategy

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New from Isle Data: Capital Needs Assessment Data! We’ve added Capital Needs Assessment (CNA) data from Illinois school districts—giving you a clear look at current and planned construction projects for the next two years. The report covers 10 key project categories, including: 🏫 New School Construction ➕ Additions & Extensions 🛠️ Repairs & Remodeling 🔒 Security Upgrades ⚡ Energy Conservation … and more. If you sell products or services into K-12 facilities, this is your early signal on where the opportunities will be. 📊 Now live in Isle Data either searchable and sortable in our District Query Tool or in our District Reports giving an itemized look on a per district basis. #K12 #EdTech #FacilitiesManagement #Construction #DataDriven #IsleData

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2026 GovCon winners are already making one quiet but powerful shift: They’re integrating AI into their workflows now, not for hype, but for accuracy, documentation, compliance, and faster, smarter decisions. The federal landscape is evolving, and agencies are rewarding businesses that can demonstrate capacity, efficiency, and technical maturity. AI isn’t optional anymore. It’s operational. And inside GCG, we’re helping founders build this capacity now, through the 30-Day GovCon Growth Challenge, where we’re strengthening documentation, capability narratives, systems, and competitive positioning every single day. Save this as you build your 2026 strategy. The businesses who prepare early are the ones who win consistently. — Dr. Ebony Grey GovCon Strategist | GCG #GovCon #GovernmentContracts #GovConStrategy #GovConConsultant #FederalContracts #BusinessCapacity #ComplianceMatters #AIDrivenBusiness #AIDocumentation #2026Planning #SmallBusinessGrowth #ScaleWithSystems #GovConCommunity #DrEbonyGrey #GreysConsultingGroup

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I'm going to ask a similar question to one I asked about a year ago... What are AI developers in the GovCon space doing to-- ▶️ develop tools that meet the unique pain points of small businesses in the Federal marketplace, ▶️ mitigate and remove bias, ▶️ make small businesses aware they exist and their capabilities, ▶️ are intuitive to use, ▶️ provide training and stellar customer support, ▶️ make them secure AND private (not just OpenAI, Gemini, others cloaked in your label), AND ▶️ make them affordable, particularly in times like these? No sales pitches in the comments, please. Just the facts. (People will see who you are with or what tool you represent when you comment.) And for Small Businesses... if you need some guiding questions to make sure you are putting your valuable resources in the right place using the right AI tool(s) for your needs, take a peek at my AI readiness checklist. https://lnkd.in/gtf8n9qQ

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The FAR overhaul has been underway for some time; let's check in and see what’s actually changed. I pulled together this summary to help agencies, teams, and vendors get their arms around the big picture. It covers the structural changes, phased implementation plan, and what’s already in motion. If you’re working in acquisition strategy, procurement, or policy, it’s worth a look. For more detail, I recommend Wiley’s in-depth coverage: https://lnkd.in/eyPPK7aq Want to discuss what these changes mean for your contracts, teams, or procurement approach? Let’s connect. #FAR #FAROverhaul #FederalProcurement #GovCon #AcquisitionStrategy #Contracting #EO14275 #RegulatoryReform #GovernmentContracts #OFPP #AcquisitionPolicy

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The SBA is launching a full-scale audit of the 8(a) program, reviewing 15 years of contracts. 🔍 What’s under the microscope? • Eligibility and financials • Joint ventures and subcontracting • Contract performance Your GovCon should prepare now. Here’s what to expect…and how to get audit ready. 📄 https://bit.ly/427id4P

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For Government Contractors working with the DoD 36% of folks surveyed said budget is the biggest issue with 31% saying the technical complexity around #cmmc Cost and technical complexity yet it’s required going forward to do business in the #DIB Another interesting stat, which I can validate in general with leases of businesses, is that while 56% of technical/compliance folks think they have their policies and controls in place it moves to 80% for CEO’s - there is a disparity between what leadership thinks and what the boots on the ground know.

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“National Enabler” to “Commercial Competitor.” When Semi-government giants act as system integrators for profit, they often: Get preferential access to government tenders, data, and infrastructure. Enjoy subsidized resources (funding, spectrum, licenses, cloud credits, etc.). Compete directly against private SMEs who don’t have the same cost base or connections. That creates what economists call a crowding-out effect — where innovation from smaller players dies out, and the market becomes dominated by a few national champions. Result: “Everyone becomes a subcontractor, not an innovator.” This causes “Innovation Fatigue” — small tech firms spend years chasing partnerships instead of selling products. Build the highways, not the toll gates. Enable ecosystems, not monopolies. Let the private sector run, don’t keep giving them helmets and permission slips. Tech ecosystems thrive on oxygen — not ownership. #GCCStartups #AIoT #SmartCities #Innovation #DigitalTransformation #SaaS #Vision2030 #Startups #TechPolicy

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$23 million in funding is available to improve broadband infrastructure through the Broadband Acceleration Grant (BAG) program. Grants will be awarded to offset the expenses providers need to deploy service in underserved areas of Kansas, ensuring that every Kansan has access to high-speed internet — enhancing economic mobility and community growth. To learn more or submit an application visit here: https://bit.ly/4gP5jhH

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Question for every small business owner: What if the real reason agencies ignore you isn’t your size but your relevance? Most people don’t want to hear this… But irrelevance is the silent killer in GovCon. Not lack of certifications. Not lack of experience. Not lack of connections. Irrelevance. You can have 8(a), WOSB, SDVOSB, HUBZone, every badge on your website but if none of it connects to an agency’s mission, priorities, or pain points… you’re invisible. And this is where most small businesses lose the game before it even starts. Agencies don’t buy “capabilities.” They buy alignment, clarity, and proof that you understand what matters to them. So before you send another email… Before you ask for a meeting… Before you pitch your company “overview”… You need to pass one simple test: ✅ The Relevance Test Because if you can’t show why you matter right now, someone else will. So I built a cheat sheet that spells out the 6 relevance questions every small business must answer before approaching an agency. If you can answer these with confidence → you’re ready. If you can’t → you need to tighten your positioning before you move another inch. Let’s fix that. 🔗 Want to scale smarter with less chaos? Visit FederalHelpCenter.com You’ll find guidance, templates, and clarity to get registered, compliant, and ready for contracts.

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#DOGE now has approval authority for defense IT, consulting contracts A new memo from the United States Department of Defense acquisition leader spells out what agencies and components have to inform the Department of Government Efficiency before proceeding on certain contracts. The Defense Department has laid out more detail on how reviews of new contracts and task orders for IT consulting, management services, and advisory and assistance support work will happen. Effective immediately, DOD agencies and components must seek to obtain approval from the Department of Government Efficiency before they make a new unclassified award that falls under either of those three categories. Contracts falling under this scope include FAR-based IT and management services contracts exceeding $10 million and advisory and assistance services contracts north of $1 million, according to the memo sent Monday and signed by DOD’s undersecretary for acquisition and sustainment, Michael Duffey. https://lnkd.in/g8US5gEp #doge #defense #govcon #consolidation #acquisition #IT

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In government contracting, commercial is now king. An April 16 Executive Order continues a recent trend in favor of commercial solutions to government needs, statiing that "agencies shall procure commercially available products and services, including those that can be modified to fill agencies’ needs, to the maximum extent practicable." https://lnkd.in/gi5Dmumu

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RFO PART 42 JUST RELEASED AND CPARS/CONTRACTOR PERFORMANCE INFORMATION (SUBPART 42.11) REMAINS AN IMPORTANT ASPECT OF FUTURE FEDERAL PROCUREMENT POLICY AND GOALS! https://lnkd.in/g7xXw4-6 Subpart 42.11 - Contractor Performance Information  42.1100 Scope of subpart. This subpart provides policies and establishes responsibilities for recording and maintaining contractor performance information. 42.1101 General. (a) Past performance information (including the ratings and supporting narratives) is relevant information, for future purposes, regarding a contractor’s actions under previously awarded contracts or orders. It includes, for example, the contractor’s record of- (1) Conforming to requirements and to standards of good workmanship; (2) Forecasting and controlling costs; (3) Adherence to schedules, including the administrative aspects of performance; (4) Reasonable and cooperative behavior and commitment to customer satisfaction; (5) Complying with the requirements of the small business subcontracting plan (see part 19), including: (i) Favorable consideration of a mentor with an SBA-approved mentor-protégé agreement (see 13 CFR 125.9) that subcontracts to its protégé, and (ii) That protégé is a covered territory business or that protégé's principal office is located in the Commonwealth of Puerto Rico (see 15 U.S.C. 632(ff)); (6) Reporting into databases (see part 4, and reporting requirements in the solicitation provisions and clauses referenced in part 9); (7) Integrity and business ethics (see part 9); and (8) Business-like concern for the interest of the customer. (b) Agencies must monitor their compliance with the past performance evaluation requirements (see 42.1102) and use the Contractor Performance Assessment Reporting System (CPARS) metric tools to measure the quality and timely reporting of past performance information. CPARS is the official source for past performance information. 42.1102 Policy. (a) General. Past performance evaluations must be prepared at least annually and at the time the work under a contract or order is completed. Interim evaluations are permissible. (1) Past performance evaluations are required for contracts and orders as specified in paragraphs (b) through (f) of this section, including contracts and orders performed outside the United States. (2) Past performance evaluations are completed for the entity, division, or unit that performed the contract or order. (3) Agencies must enter past performance information into CPARS, the Governmentwide evaluation reporting tool for all past performance reports on contracts and orders. Instructions for submitting evaluations into CPARS are available at http://www.cpars.gov/.

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