In our previous post, we reported on objective data and provided insights from those companies who both succeeded and struggled after graduation. In this post, we examine the best practices and lessons learned from contractors who have navigated the struggles of life after 8(a) graduation. Learn more by downloading the free eBook, 8(a) Exit and Transition Guide.
When it comes to 8(a) graduations, the numbers tell the story. For the majority of companies, the years following graduation rarely lead to continued success. Instead, reality tends to be a sudden, sustained, and dramatic loss of revenues. If that statement seems a bit exaggerated, we encourage you to read our 8(a) graduation ebook where objective data proves that this statement is far more than an alarmist prophecy. Learn more by downloading the free eBook, 8(a) Exit and Transition Guide.
Revenue growth is the primary focus of every small business, but in a market as complex and fluid as the federal contracting market, growth can often stall due to the lack of the right resources. And when effectively managing expenditures puts the right resources out of reach, small businesses often get caught in a growth Catch-22.
We meet with many small business owners and executives and listen to the unique challenges that they face with government contracting. Those discussions and that feedback works its way into every aspect of our products. That’s why, at Federal Compass, we aim to level the playing field by empowering small business contractors. Learn more by downloading the free eBook, Small Business Guide for Federal Contractors.
FPDS, also known as FPDS NG, or the Federal Procurement Data System, is the central real-time database for government contracting transactions. The system is meant to ensure trust and transparency in federal spending. FPDS is the most comprehensive and definitive source for government contracting transparency data, although it does not contain all awards (we’ll touch on that below). The award information in FPDS is used by the President, Congress, GAO, and other agencies to form policy decisions and to report on trends.
Winning a government contract isn’t just about submitting the lowest bid—it’s about timing, capacity, and knowing when the competition is stretched too thin.
During the 2009 ARRA stimulus, California received $2.57 billion for highway infrastructure, fueling a surge in demand for construction services. But instead of driving costs down, it did the opposite. Contractors already committed to projects faced capacity constraints, forcing them to pay overtime wages or bring in additional workers—pushing bids 6.2% higher. Some firms missed out on contracts simply because they couldn’t scale fast enough. If you're struggling to win bids today, similar constraints may be at play.
Winning and managing government contracts has never been easy, and in today’s market, it’s only getting harder. Contractors face outdated tools, inefficient processes, and relentless competition. Even those who make it to the final stages of an award can lose out due to minor process discrepancies, compliance issues, or lack of visibility into key decision-making factors.
In this blog, we’ll break down the biggest pain points federal contractors face—obstacles that hinder growth, inefficiencies that drain resources, and blind spots that put opportunities at risk—and reveal how the right platform can help overcome them.
In recent months, the federal contracting community has been abuzz with terms like "Spending Cuts," "Budget Reduction," "Wasteful Spending," "Less Bureaucracy," and "Leaner Government." These phrases have dominated headlines, each new Executive Order or comment from the administration adding fuel to the fire of uncertainty. For federal contractors, these developments can seem like a harbinger of doom, threatening growth strategies and even the status quo. The natural reaction might be one of panic or paralysis, as contractors grapple with situations beyond their control. But is this reaction justified? A closer examination of the current landscape might reveal a more nuanced picture than the one painted by national and local media.
With the switch to the 2025 federal administration, came a sense of extreme urgency in the federal market. The Department of Government Efficiency, also known by its acronym DOGE, brought about scrutiny directed at federal agencies' spending practices. With it came a sense of unease exacerbated by news media as the pace of announcements and lack of clarity into the changes led to theories en masse over the potential impacts for the federal market. For federal contractors, the sudden urgent threat to revenue streams has led to a highly sensitive environment, which is understandable given that they are directly impacted by events in D.C. As the news surrounding changes continues to pile up, this blog post seeks to explore past events and how they impacted the federal market, but not as catastrophically as what was initially expected by contractors. Paralysis by what may come next out of Washington, D.C. may spell regret for contractors looking to survive the changes.
Federal contractors looking to gain a competitive edge in the government contracting space must leverage every available tool for market research. One such federal tool is the Federal Procurement Data System (FPDS). This guide will help you understand how to effectively use FPDS for market research, and solutions for common limitations of the resource.
In federal contracting, securing a strategic advantage is essential for success. Task order market intelligence is one of the most effective methods to achieve this. This concept is vital for federal contractors seeking to deepen their understanding of market dynamics, quickly find opportunities, and make well-informed decisions in market growth. This article explores the fundamentals of task order market intelligence, providing insights that can empower federal contractors to effectively navigate the complexities of the federal marketplace.
