Kyle Buckett

The DoD could conduct a Capstone on how not to incorporate new enterprise software. SNAFUs like the endless travel system upgrades, however, are not as damaging as GENESIS--a massive recruiting constraint at a time we least need it. GENESIS is an invasive microscope that scours the Cloud in search of every health issue going back to childhood. Most of you veterans reading this note would have been flagged by GENESIS, slowing down your processing time or preventing your service altogether. The military services never wanted GENESIS. Several years ago, the chiefs predicted this catastrophe, asking that GENESIS be held out of recruit screening. OSD has ignored the evidence piling up at the grassroots, where our tireless recruiters have been disempowered and our risk averse health screeners are overrun by red flags. OSD promises more doctors. That doesn't solve the problem. An astonishing 20% of recruits today receive waivers. In other words, general officers have to override a fail rate that would be unacceptable in any production line, let alone one that prevents athletic volunteers from joining. By endorsing this billion dollar strainer, laden with false positives, OSD impedes the services' recruiting strategy. Thanks Jen Griffin for digging in... https://lnkd.in/gmZY6WxA

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Attention Colorado-based service members—great opportunity alert!! 📣 PreVeteran, in partnership with the Colorado Veterans Project is providing (10) scholarships to enter our Military Transition 2.0 System. What's the PreVeteran Military Transition 2.0 System? Good question! Our 2.0 system is a platform and environment to help you, the #militaryservicemember, be fully optimized for your post-military life. Within this platform, we provide the following two foundational courses: 1️⃣ Post-Military Employment Preparation 2️⃣ Negotiate the Highest-Possible Salary and Benefits But that's just the beginning—there's so much more! Entering our 2.0 System begins with our 5-Week Virtual Employment Prep Course. Upon graduation, you'll enter our PreVeteran Alumni Community where you'll have access to weekly webinars, our subject matter experts, and an increasing number of career pathways to explore. In other words, we've taken the complexity out of #militarytransition, so you can confidently maximize your post-military opportunities. If you're interested in learning more about this FREE scholarship (worth $1,000), do the following: 1️⃣ Connect with me on LinkedIn (if we aren't connect already) 2️⃣ DM me to let me know you're interested in learning more 3️⃣ Once connected, we can set up a time to meet so you can learn more about the program if you like ------------------------------------------------------------------------------- Colorado-based organizations, please make your soldiers and airmen aware. 👍 4th Infantry Division, Fort Carson, United States Air Force Academy, Peterson Airforce Base, Air Force Space Command, U.S. Space Command, Space Operations Command, U.S. Northern Command, National Security Space Institute, US Army Garrison, Fort Carson PreVeteran friends and partners, please help spread the word! 😉 Aaron, Shawnda, Nicholas, Matt, Matt, Jonny, Bobby, Vic, Matthew, Ramiro, Brendan, Mark, Andy, 🎣Sara, Naviere, Bill, Michelle, Dixon, Jesse, Brandy, Daniel, Bobbi, Todd, Justin, José, Ceir, Jack, Joe, Stuart

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https://lnkd.in/epH6eU6Z Michael Burnett is a friend and I respect his opinion. I read your article and felt compelled to respond. Eliminating the Secret Service's investigative mission would critically undermine its ability to recruit and retain talented agents. Here’s why: Agents join the Secret Service because they are drawn to the challenge of being 1811 criminal investigators, working on complex investigations alongside protective duties. Stripping away this mission would push highly qualified applicants to other agencies like the FBI or DEA, which offer broader investigative opportunities and retain their investigative focus. The existing challenges the Secret Service faces in retaining personnel are already significant, including pay caps, grueling schedules, and the physical and emotional toll of the protective mission. Removing the investigative component would lower morale and lead to an exodus of experienced agents and analysts. This would critically strain the agency’s operational capacity and severely hinder its ability to deliver high-quality protection and investigations. Eliminating the investigative mission would do more harm than good. Instead, we should focus on providing the Secret Service with the resources it needs to thrive in both missions. Think back to why so many of your peers left the agency...it wasn't because you were overburdened with investigations but largely due to the demands of the protective mission in moves, travel, etc.

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LESSONS FROM THE STATE AGENCY LEADER PLAYBOOK: Are You Leading an Offense Agency or a Defense Agency? Before you say “yes” to a state agency leader role, make sure you know whether you’ll be leading an Offense Agency or a Defense Agency.  This distinction will shape your priorities and set the tone for your interactions with the Governor’s Office in the years ahead. OFFENSE AGENCIES Your main goal - get the Governor in the headlines for all the right reasons.    Offense Agencies drive the Governor’s biggest priorities, earning frequent attention and interaction from the Governor’s Office.  These agencies are expected to deliver big, headline-worthy wins that the Governor can showcase in State of the State addresses, keynote speeches, and facetime with constituents.  Think major infrastructure projects, economic development wins, and classrooms full of smiling children.  If you’re leading an Offense Agency, prepare for close collaboration with the Governor’s Office. DEFENSE AGENCIES Your main goal - stay out of the headlines. Defense Agencies handle critical state functions, but they typically fly under the Governor’s radar unless something goes very, very wrong.  In a Defense Agency, your primary directive may be to keep things running smoothly, avoid crises, and maintain a low profile.  You’ll likely have less direct oversight from the Governor’s Office and more room to implement your own vision, provided you stay aligned with the Governor’s priorities and keep agency operations steady.  When they’re not in turnaround mode, Defense Agencies provide a stellar opportunity to innovate and build a lasting impact for your citizens and staff. Whether you’re leading an Offense or Defense Agency, aligning your strategy with the Governor’s vision is essential.  In the upcoming State Agency Leader Playbook, we’ll dive deeper into how to build trust, work effectively with the Governor’s Office, and accelerate your agency’s success. #StateAgencyLeaderPlaybook #StateGovernment #Leadership #PublicService #TransitionTeam #GovernmentLeadership

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This is worth a few minutes of awareness. Many post-covid stories that speak to ongoing conduct in the military and private sectors. It places individuals (and companies) in a position of not having faith in leadership and institutions with responsibility to protect the same. So, what’s to come of the next round of scheduled pandemics?

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The other day I posted on the dangers of #Police mixing 12ga buckshot with less-lethal rounds. Some people seem to have taken that as a categorical damnation of shotguns as less-lethal weapons. That’s not at all what I meant.   Less-lethal, like any other weapon has capabilities & limitations, along with intrinsic risk. Risk can only be managed, not eliminated.   Tasers have killed plenty of people & even turned some into unwitting Richard Pryor impersonators when the taser ignites a flammable substance on them. Glass breaking rounds out of a pneumatic weapons like Pepperball can also be lethal. So there’s no “safe” less-lethal option & anyone saying there is, is trying to sell you a bridge in London.   For less-lethal, 12ga is an extraordinarily versatile platform which can fire all kinds of impact rounds such as beanbag, rubber buckshot & rubber rockets; to OC/CS barricade penetrators and breaching rounds which are very lethal if fired at a human.   12ga also cheap & ubiquitous. Any 12ga shotgun with a Cylinder-Bore or Improved Modified chokes, can be repurposed as a less-lethal weapon. This makes it a great option for smaller departments just getting started with less-lethal. Also most all shotguns have at least a 4+1 capacity, which allows for rapid reengagement if the previous round wasn’t effective.   But, the 12ga also has limitations. It’s relatively inaccurate & will not reliably incapacitate people. Thus any officer using it, will need lethal cover when employing it, as there’s a good chance they’re going to miss or just make the suspect even more angry. The OODA loop for noticing if the less-lethal was effective and if not, transitioning to a sidearm, is about the same as it would take for a suspect to close the effective range of most less-lethal rounds.   So for small rural departments where officers are patrolling alone with backup a long way away, it might make more sense to have 12ga issued out to supervisors, who will be responding to situations already in progress, than accepting the risk of an officer trying to use it without lethal cover, only to have the suspect attack them.   Also, there’s the danger on lethal rounds being loaded into a less-lethal platform. This is a very serious risk, which has to be confronted head-on. But it’s also very manageable with #Training & #RiskManagement. This is why I prefer beanbag or rubber rockets over rubber buckshot. Both those rounds are almost impossible to confuse with a lethal buckshot round.   If you’re in #LawEnforcement & are looking to standup a less-lethal program, Ordnance & Energetics Consulting LLC would love to work with you. We provide a consultative sale of everything required to standup a less-lethal program from OC to Noise-Flash Distraction Devices (NFDDs), or #Explosives if you really want to party. But we can only provide tools, not less-lethal solutions.

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DOGE: Break up those large contracts to capture massive savings and get access to more small/emerging companies! Real example - 8 years ago, on a VA contract I did at my previous company, the VA had to pay a 35% pass-through fee to access our capabilities. The prime did nothing besides invoice the government and create extra paperwork. There are hundreds of these contracts worth billions and billions (we are in the process of cataloging them). This is not a unique example. The federal government creates these massive contracts, giving up most control to primes, then pays massive amount of overhead fees to access capabilities through subs. Most of the time, the justification is that there aren't enough govenrment contracts personnel and it takes too long to set up contracts. TRUE...I 100% agree. So let's fix this. Solution: - Deregulate and simplify procurement so it isn't so costly and time consuming to set up a contract. - Leverage all the new tools available to speed up contracts...many great examples through innovation pathways. - Let's INCREASE the size of the contracting workforce. - Prioritize and break up contracts where the prime doesn't add much value beyond a passthrough. Let's do this! #govcon Guy Timberlake John Ferry David Gragan, CPPO, Fellow Michelle Currier, CPCM, CFCM Kraig Conrad, CAE, CTP Ryan Connell John Bashista Pete Herrmann Let's INCREASE THE NUMBER OF I

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Foreign Interference in U.S. Elections: A National Security Imperative In two days, I’ll have the honor of testifying before the House Committee on Administration on the urgent issue of foreign interference in U.S. elections through financial crime. Bad actors are exploiting gaps in our systems—anonymous payment methods, cryptocurrency, and outdated information-sharing frameworks—to influence our democratic processes. These threats are not just financial; they strike at the core of our national security. The framework to address these threats already exists—through tools like Section 314(a) and 314(b) of the USA PATRIOT Act—and the technology to close these gaps is available. What we lack is widespread adoption and the incentives to encourage participation: 🔹 314(a): Needs real-time, automated systems to replace outdated, delay-prone processes. 🔹 314(b): Requires stronger incentives to drive proactive financial institution collaboration. 🔹 Tech Sector: A parallel safe harbor framework would enable platforms—like social media, ISPs, and registrars—to securely share threat intelligence without liability concerns. ✅ The tools and technology are here. Now we need adoption, collaboration, and leadership to put them into action. During my time in the U.S. Secret Service #GIOC, I saw firsthand how effective technology and strong partnerships can disrupt even the most sophisticated criminal networks. Protecting our elections requires: 🔹 Modernized tools to detect and disrupt threats, 🔹 Adoption of available technologies, and 🔹 Clear incentives to ensure collaboration across public and private sectors. If you are bored, please consider reading my full testimony, attached here. https://lnkd.in/e7KdDtnx #ElectionSecurity #FinancialIntegrity #PublicPrivatePartnership #NationalResilience 5OH Consulting LLC Christine O'Neill

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Today is launch day for Army 250. This is a citizen-led project I started to encourage communities, institutions, and individual Americans to engage with the story of the U.S. Army as we approach its 250th birthday in 2025. Every week we'll be sharing a newsletter that lifts up different dimensions in how the Army has influenced American life and society. This will include military campaigns and stories of American soldiers throughout our history, but it will also look at the connections between the Army and facets of American life seemingly far removed from the battlefield: food, fashion, music, literature, religion, business, civil society, and so many other domains have Army stories. This makes the Army's story relevant and personal for all Americans, irrespective of one's direct connection to the service. You can access the newsletter here: https://lnkd.in/eTG56_xG This effort is intended to complement and support the incredible initiatives underway led by the US Army, the National Museum of the US Army, the Association of the United States Army - AUSA, and the US Army Center of Military History, among other institutions. Please share with anyone you think would be interested in this, and if you'd like to contribute to this project, please send me a message! #army250 #us250 #army #veterans #

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The Pentagon’s Weapons Budget Needs a Jumpstart By Mackenzie Eaglen National Security Journal July 01, 2024 Uncle Sam must move first with investment dollars before industry will take action, however. The government must prime the pump to prepare and build up a healthier and broader defense industrial base if it wants to deter enemies and win a war if need be. But a new report from the Government Accountability Office (GAO) starkly highlights that the Pentagon has made little progress in overcoming these shortcomings and is “…not yet well-positioned to field systems with speed.” The report paints a troubling outlook: the time to deliver capability from so-called Major Defense Acquisition Programs (MDAPs) has grown by an average of 3 years across the Pentagon’s portfolio, and programs now take more than a decade to get into the warfighter’s hands. Across the services, over half of the Defense Department’s major weapons programs have seen delays in the past year. The “false assumption that US defense technological dominance will continue to exist has crowded out the importance of time in terms of decision-making, process, and innovation” according to AEI’s Bill Greenwalt. But the Pentagon does not recapitalize its force on a 1:1 basis. The result is that the armed forces no longer buy enough to move markets. Pentagon leaders are only slowly catching up to this reality where if they call for it (this or that warfighting capability), industry increasingly will not come because this is no longer a monopsony market. The Defense Department now relies on the commercial and private sector for technology and innovation—an industry where commercial innovation “now dominates 11 of the 14 technologies that [the Department of Defense] has identified as critical to its future.”

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🛑 PSA: from retired US Army Captain Florent Groberg who received the Medal of Honor in 2015 (https://lnkd.in/gPj9s-ks) "We Americans are a vulnerable and divided people. The election today isn’t just about choosing which politicians should lead us; this is only one issue before us. We have to decide what sort of country we want to be, and how we want to be understood—by ourselves, and by the world. ...We have to heal our deeper rifts and remember that we are one people. If we don’t address these rifts, we will be a country in perpetual crisis, suffering from economic instability and social turmoil. And we will be weak in the face of our actual adversaries. These adversaries know how to exploit our weaknesses. If we don’t try to bridge our internal differences, we’re handing our enemies a gift. In the Army, I saw firsthand the power of unity in the most challenging possible circumstances. I served, fought, and sometimes risked my life alongside people who didn’t share my background or beliefs. We had no choice but to break down the walls that separated us, to set aside our differences and focus on what bound us together: our mission and our loyalty to one another. Those experiences taught me that respect and understanding aren’t luxuries—they’re survival skills. They’re what make us strong in the face of adversity. What I try today to convey to my fellow Americans, especially those who didn’t serve in uniform and didn’t learn on the battlefield that nothing at all really divides us, is that we need to spend much less time tangling ourselves up in anger and distrust. ...we are driven by a cycle of rhetoric that pushes us further apart. We’ve allowed ourselves to be pulled into silos of belief, where headlines and sound bites define who we are and whom we see as “other.” But we cannot let these forces tear us apart. We must find a way back to one another, not just for our children’s sake but for our own survival as a nation. This isn’t just about politics. It’s about our identity. We can’t afford to lose sight of what makes us strong: our ability to work through our differences, to respect one another even when we disagree. Our enemies know this. They know that the easiest way to weaken America is to fuel division from within, to make us believe that we’re enemies rather than partners...Our greatest strength...is in our shared commitment to one another as Americans. We have to listen to one another, we have to commit to not tearing one another down, and we have to show one another that we’re bigger than our differences. ...our true strength lies in our ability to hold together even in disagreement. America was built on the resilience and diversity of its people, on a willingness to struggle and compromise to find common ground. Let us commit, today and every day, to building a nation where our differences deepen our resolve, where our shared purpose makes us strong...Our future depends on it." https://lnkd.in/gcTbJvmr

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Picture a terrible sales pitch. you thinking of a spam text asking you to buy gift cards or "make $200 from your couch"? or a terrible InMail asking if you want the very service you already offer? What about a defense company with a stock image of a MiG in a DoD ad? The reality is so many def tech companies are scoring own goals in comms. The market's hard enough - don't make it harder. That's why I'm thrilled to partner with Mike Nachshen - a seasoned communicator whose "advanced communications approaches out maneuver competitors, protect reputation and transform perceptions" - to offer "Stories that Sell." It's a six-session bonanza of comms gold for anyone trying to tell their story in the federal market. Whether you're a founder, a director of comms, or a salesperson trying to land your next deal, Mike is gonna deliver. Don't believe me? Check out our new guide - "Six Tricks to Avoid the A&D Hall of Shame," which you can download free at defensetech (dot) xyz. Let me know if you've got any questions -- and link for more course info in the comments

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When I was in the Air Force, I noticed some airmen working in tough conditions often didn’t get the importance of their tasks. This led to low morale and job dissatisfaction. That’s when I learned that good leaders need to go beyond just daily tasks and explain why their work matters. For instance, telling them how maintaining a few specialized aircraft like the Raptor is crucial for national security makes a big difference. When people see how their work fits into the bigger mission, they feel more motivated and satisfied. Understanding the bigger picture helps them realize that their hard work and dedication are vital to something much larger than themselves. Seeing the bigger picture is important because it gives context to the work being done. It shows team members that their efforts contribute to a greater cause, which can be incredibly motivating. It helps them understand their role within the organization and how their work impacts overall success. This connection to the larger mission fosters a sense of pride and purpose, which leads to higher job satisfaction and better performance. As a leader, it’s so important to show your team the value of what they’re doing. It keeps everyone pumped and dedicated. I'm working on something that I think you might like. If you want to work on your leadership skills, stay tuned. If you don't follow, it's your time.

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😎 Episode 21 of the Military to Civilian Career Transition Power Hour Podcast is now live. 😲 NOW WITH LINKS TO AUDIO AND VIDEO SEGMENTS! (UPDATED) Join us to hear four ⭐ veterans talk about career transitions. Macey Nelson is in the SOUP segment. As a transitioning Air Force service member, Macey has used her last 8 years to obtain her masters degree in data science and is completing her Skillbridge program with AllegiantVets. She is poised and ready to take on her next career, and has a few pointers for those who are facing the tricky transition. One is music and a 'transition playlist'. Her audio only segment is here: https://lnkd.in/gQd2MZq3. Macey's YouTube segment is here: https://lnkd.in/gZvZvwSn We call him "Hendo" in the recruiting world, our episode Expert segment features Justin Henderson, a Marine veteran, recruiting expert, and now CEO of Veteran Hiring Solutions. Having been in the industry for 20+ years, Hendo shares excellent transition advice. Find out more at Veteran Hiring Solutions. Justin's audio only segment is here: https://lnkd.in/gDJQVnQe and his YouTube segment is here: https://lnkd.in/g6htp_Bh Our 1-4 year veteran segment features Riccoh Player, Emmy Award Winner and Retired Colonel from the US Marine Corps who jumped head-first into his transition to create Parade Deck, a space for military influencers and podcasters who are making a difference. Riccoh uses his 20+ years of military leadership, public affairs, training, and desire to connect people in impactful ways. Riccoh's audio only segment is here: https://lnkd.in/g2jxJsuz. Riccoh's YouTube segment is here: https://lnkd.in/gTN_Tv3E Army Reservist and combat veteran Ryan Smithson. wraps up the show in the 5+ year veteran segment. Having written a best-selling book about his experience in Iraq, he has watched his story evolve from page to stage. Now an artist and leading district sales pro, Ryan is offering insights about art, writing, and creativity. This is his art: https://lnkd.in/gwecmBU6 Ryan's audio only segment is here: https://lnkd.in/gGFE-6EQ. Ryan's YouTube segment is here: https://lnkd.in/gkSYCmvQ Each transition story is unique, and we are dedicated to raising the voices of 100 veterans who are navigating careers post-military. #repost, #tag, #comment to help us gain more listeners. Thanks for supporting the podcast!! Support me on Patreon: patreon.com/XChangePodcast YouTube (Videos): https://lnkd.in/g9-cFGYP Audio Only Podcast: https://lnkd.in/gSfgGb6Z Book: CIVILIAN MISSION #1 New Release on Amazon 5 Days After Launch: https://lnkd.in/dz2FNw5z Available at other major retailers, including Barnes & Noble: https://lnkd.in/grWAqh6b Website: www.xchangepodcast.com #Mil2Civ #militarycareertransition #veteranhiring #skills #stories

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Disappointment within the Navy. The naming of ships has a defined history codified by legislation and tradition. Beginning with the term of former Secretary of the Navy Mabus in 2009, however, the number of “exceptions” has been pervasive to the point that naming conventions are no longer respected.  Herein, Secretary Del Toro names a “Virginia Class” submarine for a city, Baltimore, instead of a state.  Why?  Why another exception? Virginia Class submarines are/were to be named for states and by extension, territories. Recently, Secretaries of the Navy have decided to name ships and submarines without apparent regard for the originally intended purpose of convention. The pivot away from tradition was quite noticeable in 2012 (then Secretary Mabus) as cited in the depths of countless footnotes and explanations in the [frequent] periodic congressional update regarding ships names, the Congressional Research Service, https://lnkd.in/en53D7ys.  It’s a mess. We’re now naming ships for “important people”, e.g., former Secretaries of the Navy, former CJCS etc., who are still living and made significant contributions to the navy but are not “heroes” nor individuals of the eminent stature whose names are enshrined in most consequential chapters of our Nation’s history. There are other deviations. Why? Why chip away tradition and the importance of tradition? Sadly, the most casual eye would suggest the art of politics is quite apparent in the often-creative rationalization of arbitrarily changing rules and justifying exceptions. In the case of the Virginia Class and Columbia Class submarines there are enough names of states and territories to satisfy the number of planned boats. Traditions in a military service have a defined purpose that’s unique in society. They typically inscribe with permanence the highest of standards and respect for the fundamentals that guide a Service through its future. Recent actions by Secretaries of the Navy that clearly deviate from traditions would suggest a loss of institutional discipline and respect for such traditions and purpose thereof.

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I feel like I should clarify something. Well, two things: 1. Forecasts are useful if the agency puts effort into it. My primary agency is the U.S. Department of Veterans Affairs and their forecast is terrible. I go in there to see what they are "planning" for the program I am in but overall, it's terrible. I'm told they are revamping the forecast. As opposed to when I look at USDA , now that forecast is lovely. So much information at your fingertips. User friendly and chock full of relevant information. Plus the KOs respond to emails. Which is always great. When I speak to people 1 on 1 about forecasts, I always say, it's not about any specific opportunity (unless you are 8a). It's about the perception that you understand the agency, you understand the mission, you understand how you can help them meet the goals of the mission AND you understand business. 2. When I say submit submit submit. And scour Sam for opportunities, I don't mean randomly submitting. It's things your company can successfully execute and you have the bandwidth to do. I posted last week about opportunities to search for if you have no pp. Anyone can staff 1-2 people in a warehouse in Smithville USA, especially if there is an incumbent who is moving on. That's managing staff at the end of the day. Your probable barrier will be payroll. If you don't have the funds to front 6-8 weeks of payroll, don't do it. Luck= right time + right resources+ right opportunity. All 3 have to be in place. Don't randomly shoot your shot. LinkedIn is interesting. A few people have reached out to me through here. One of my questions has been, do you have someone who can help you? (business wise or to hold it down personal wise) and the answer has always been, no. In addition, people still has a 9-5p. And that's the blind spot with "build a relationship with the agency." How? When I'm at work 9-5p or I'm working in the business. That's my gripe with this narrative of, if it's in Sam, it's too late. No. It is not. There's another way to build a relationship. Scour, find, submit, win and execute. Once you are in, you build from there. MASS is well known in the VA. NOW! But they didn't know the company in 2020 when I wrote, won and successfully executed. NOW, relationships are built. With me and the staff in place. It never entered my mind not to respond and I'm glad I didn't hear anything of that when I first started. I would have kept it moving if I did. Honestly I would have taken it as that person trying to hold me back because it doesn't make sense to me now. And it wouldn't have then. I wouldn't advise anyone to go after a million+ contract if you've never dealt with that level of money and stress. If you are starting out and <3 years in business, it's okay to win <$200k contracts. It's fine. You will acclimate to the pressure and grow. That damn lady just popped in my head. There is no "Low value contract". All of them are an accomplishment.

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