ECONOMIC VIABILITY / QUALITY & RISK Flashcards
What are you currently doing to convert the opportunities to sales
in your current pipeline?
Engaging internally (OPs, investment, luminaries) & externally (clients, OAQ, teaming partners). A lot of the opportunities that I’m pursuing currently are greenfield opportunities in markets where we have little to no presence. Currently, I’ve engaged with those Offering and OP leads to internally pitch the opportunities. The objective there is to garner some interest, excitement and support early on particularly for the larger $100M deals with longer runways. I’ve been working with Doug Schneider within CBO for several of the DevSecOps deals, Joris Vega within S&A for the AI and ML opportunities and Gretchen Brainard and Aaron Druck within C&M for several of the UXD opportunities within my pipeline. Investment analysis to support tech challenges. I’m also working closely with my former feds and luminaries such as Lori Scialabba, Ashley Lewis and Josh Seckel to better understand the market, to introduce us and get us meetings with prospective clients, and to tailor our solutions. Externally, I’m engaging with clients, OAQ and teaming partners. Clients, we’re demonstrating our tech chops, testing ideas and moving to become trusted advisors for longer term opps. On the procurement front, I’m working with Ashley Lewis and Jared Townshend to help the government make the argument to keep work full and open/unrestricted. And for teaming, I’m assembling the right internal and external teams with over under teaming agreements across the portfolio to allow us to pursue the high pwin deals.
What is your business case? Why you, why now?
I transform enterprise operations using technology across the Advise, Implement and Operate lifecycle. I do this by aligning the IT mission and vision to the goals of the business, by developing the rules, systems and procedures to manage IT resources & assets, and by improving the operations and delivery of IT Services for my clients within the DS&J sector. There is a $2.4B market over the next 5 years that aligns to my brand, $300M of which I’m actively pursuing this year. The demand for my services is also accelerated by the change in administrations with a need for things like Immigration Reform & a COP for immigration lifecycle and Transformation Business Management to assess how policy, technology, finances and operations intersect. I have a plan that I’m aleady executing on which is going to allow us to expand our presence at CBP, USCIS, and ICE.
Who do you see as the biggest competitors in your market?
a. A: We have a growing list of competitors within the DS&J space. These include: Booz across the Advise and Implement space, GDIT with Operate capabilities, and niche players like Thompson Reuters with a growing Analytics practice. But we’re also facing small and medium competitors due to a growing trend in how the government is buying. Starting to see more work go to small business set asides, niche singularly focused players with deep capabilities and an increasing procurement approach of demonstrable capabilities vs. writing proposals.
b. To beat them, we need to take a longer-term view towards their pipelines and high-value pursuits, change our brand, change our delivery model to support tech challenges, and consider strategic sourcing alternatives like Other Transition Authorities and Joint Ventures to enable us to compete in these markets.
Give an example of where you were ‘first in the door’ and how you
managed that sales process
An example of where I was first in door was with one of my clients at ICE. This client was part of HSI and I had some existing relationships in the office due to prior work that I supported within the Program. I first leveraged those relationships to understand the work - the true problem the client wanted to solve. I engaged repeatedly in formal and informal settings to garner that understanding. Next, I brought those client challenges back to the firm. I brainstormed with some of our leaders on what capabilities and solutions we could provide for the client, to understand where we had provided those solutions in the past and developed a presentation to test those ideas with the client. We tailored our solution and team to meet the client needs introducing the client to the delivery team and gauging receptiveness to specific qualifications. I assembled the team to write a winning proposal and it’s work that we are currently delivering on today.
How have you managed profitability? How do we shift to Operate?
I’ve done a good job of with managing profit while continuing to drive strong project delivery and impact. My core three projects have averaged 21% DNP in PY19 and PY20 for a total of over $4.8M in profit of that two years. I’m on track this year for another 20% DNP average year this PY with over $2M in DNP across the portfolio of projects that I support. I’ve done this by greening out my teams over the years, utilizing our PDM as well as delivery center resources where possible, and incorporating our assets and productized solutions such as our ServiceNow PPM solution, and UI Path RPA, and AI such as our chatbots into operations. On my OFM project, I have both PDM and DC resources delivering RPA solutions and System Project Management. And at the Student and Exchange Visitor Program, roughly half of our Deloitte staff are Delivery Model resources.
Describe a situation where you managed risk effectively
Much of what we do with my clients at ICE are engagements where we have effectively managed risks. As you know, a couple of years ago we had petitions signed requesting that we stop our support for ICE. Some of that I’d attest to a lack of understanding for the type of work that we do, but more importantly the type of work that we don’t do. I helped to develop the risk framework that we currently apply at ICE today. This framework has also been adopted firmwide to think decide on the work that we do and the work that we walk away from. I’ve applied it to expansions of delivery engagements as well as new work that we pursue. As an example, we were considering work for an ICE “extreme vetting” initiative - over $100M work that we were well positioned for, had strong capabilities to win and existing client relationships. We decided to walk away from that work - rightfully so, because of the risk framework that we developed and it was the right decision that kept in line with our firms morals and the brand that we’ve built.
